Enterprise Frameworks
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(2) Author Background . Gov’t contractor with 30+ years of IT experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large gov’t projects in U.S., Far/Mid-East, & Europe. Career systems & software engineering methodologist Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000 NASA, USAF, Navy, Army, DISA, & DARPA projects Published seven books & numerous journal articles Intn’l keynote speaker, 100+ talks to 11,000 people Adjunct at GWU, UMBC, UMUC, Argosy, & NDMU Specializes in metrics, models, & cost engineering Cloud Computing, SOA, Web Services, FOSS, etc.. 2.
(3) Today’s Whirlwind Environment. Work Life Imbalance Vague Requirements. Reduced IT Budgets. Global Competition. • Overruns • Attrition • Escalation • Runaways • Cancellation. Technology Change. Demanding Customers. Organization Downsizing. System Complexity. 81 Month Cycle Times. Redundant Data Centers. Obsolete Technology & Skills. • Inefficiency • High O&M • Lower DoQ • Vulnerable • N-M Breach. Lack of Interoperability. Overburdening Legacy Systems. Poor IT Security. Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press. Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.. 3.
(4) What is Agility? . . A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness, lightness, and ease of movement; To be very nimble The ability to create and respond to change in order to profit in a turbulent global business environment The ability to quickly reprioritize use of resources when requirements, technology, and knowledge shift A very fast response to sudden market changes and emerging threats by intensive customer interaction Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution Maximizing BUSINESS VALUE with right sized, justenough, and just-in-time processes and documentation. . Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.. 4.
(5) What are Agile Methods? . People-centric way to create innovative solutions Product-centric alternative to documents/process Market-centric model to maximize business value. . Customer Collaboration • Multiple comm. channels • Frequent comm. • Frequent feedback • Close proximity • Relationship strength • Regular meetings Individuals • Leadership • Boundaries • Empowerment. & Interactions • Competence • Structure • Manageability/Motivation. Working Systems & Software • Clear objectives • Timeboxed iterations • Small/feasible scope • Valid operational results • Regular cadence/intervals • Acceptance criteria Responding to Change • System flexibility • Org. flexibility • Technology flexibility • Mgt. flexibility • Process flexibility • Infrastructure flexibility. valued more than. Contracts • Contract compliance • Contract deliverables • Contract change orders. valued more than. Processes • Lifecycle compliance • Process Maturity Level • Regulatory compliance. valued more than. Documentation • Document deliveries • Document comments • Document compliance. valued more than. Project Plans • Cost Compliance • Scope Compliance • Schedule Compliance. Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing. Rico, D. F. (2012). Agile conceptual model. Retrieved February 6, 2012, from http://davidfrico.com/agile-concept-model-1.pdf. 5.
(6) Agile Enterprise Frameworks . Dozens of Agile project management models emerged Many stem from principles of Extreme Programming All include product, project, & team management eScrum. - 2007 -. SAFe. LeSS. DaD. RAGE. - 2007 -. - 2007 -. - 2012 -. • Product Mgt. • Strategic Mgt. • Business Mgt. • Business Mgt. • Business. • Program Mgt. • Portfolio Mgt. • Portfolio Mgt. • Portfolio Mgt. • Governance. • Project Mgt. • Program Mgt. • Product Mgt. • Inception. • Portfolio. • Process Mgt. • Team Mgt. • Area Mgt. • Construction. • Program. • Business Mgt. • Quality Mgt. • Sprint Mgt. • Iterations. • Project. • Market Mgt. • Delivery Mgt. • Release Mgt. • Transition. • Delivery. - 2013 -. Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press. Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley. Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education. Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance. 6.
(7) Enterprise Scrum (eScrum) . Created by Ken Schwaber of Scrum Alliance in 2007 Application of Scrum at any place in the enterprise Basic Scrum with extensive Backlog grooming. Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.. 7.
(8) Scaled Agile Framework (SAFe) . Created by Dean Leffingwell of Rally in 2007 Knowledge to scale agile practices to enterprise Hybrid of Kanban, XP release planning, and Scrum. Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.. 8.
(9) Large Scale Scrum (LESS) . Created by Craig Larman of Valtech in 2008 Scrum for larger projects of 500 to 1,500 people Model to nest product owners, backlogs, and teams Daily Scrum 15 minutes. Feature Team + Scrum Master Sprint Planning II. 2 - 4 Week Sprint. 2 - 4 hours. Sprint Retrospective Sprint Backlog. Product ProductBacklog Owner. Sprint Area Planning I Product ProductBacklog Owner 2 - 4 hours. 1 Day. Product Backlog Refinement 5 - 10% of Sprint. Potentially Shippable Product Increment. Sprint Review. Joint Sprint Review. Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.. 9.
(10) Disciplined Agile Delivery (DaD) . Created by Scott Ambler of IBM in 2012 People, learning-centric hybrid agile IT delivery Scrum mapping to a model-driven RUP framework. Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.. 10.
(11) Recipes for Agile Governance (RAGE) . Created by Kevin Thompson of cPrime in 2013 Agile governance model for large Scrum projects Traditional-agile hybrid of portfolio-project planning. Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance. 11.
(12) Comparison of Frameworks . Numerous lean-agile enterprise frameworks emerging eScrum & LeSS were 1st (but SAFe & DaD dominate) SAFe is the most widely-used (with ample resources) Factor Simple. . Well-Defined. . Measurable. . Web Portal Books Results Training & Cert Consultants Tools Popularity. . eScrum. International Fortune 500 Government Lean-Kanban. . SAFe. . LeSS. DaD. . . . RAGE. . . Rico, D. F. (2014). Scaled agile framework (SAFe) comparison. Retrieved June 4, 1024 from http://davidfrico.com/safe-comparison.xls. 12.
(13) SAFe Revisited Proven, public well-defined F/W for scaling Lean-Agile Synchronizes alignment, collaboration, and deliveries Quality, execution, alignment, & transparency focus. Leffingwell, D. (2014). Scaled agile framework (SAFe). Retrieved June 2, 1024 from http://www.scaledagileframework.com. 13.
(14) SAFe—Scaling at Team Level . Empowered, self-organizing cross-functional teams Hybrid of Scrum PM & XP technical best practices Valuable, fully-tested iterations every two weeks. AGILE CODE QUALITY. ● Pair development ● Emergent design ● Test-first ● Refactoring ● Continuous integration ● Collective ownership. Product Quality. Customer Satisfaction. Predictability. Speed. Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.. 14.
(15) SAFe—Scaling at Program Level . Product and release management team-of-team Common mission, backlog, estimates, and sprints Continuous value delivery via features and benefits. AGILE RELEASE TRAINS. ● Driven by vision and roadmap ● Lean, economic prioritization ● Frequent, quality deliveries ● Fast customer feedback ● Fixed, reliable cadence ● Regular inspect & adapt CI. Alignment. Collaboration. Synchronization. Value Delivery. Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.. 15.
(16) SAFe—Scaling at Portfolio Level . . Vision, central strategy, and decentralized control Investment themes, Kanban, and objective metrics Value delivery thru business and architectural epics. AGILE PORTFOLIO MANAGEMENT. ● Decentralized decision making ● Demand-based continuous flow ● Lightweight epic business cases ● Decentralized rolling wave planning ● Objective measures & milestones ● Agile estimating and planning. Strategy. Investment Funding. Governance. Program Management. Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.. 16.
(17) SAFe Benefits . . Cycle time and quality are most notable improvement Productivity on par with Scrum at 10X above normal Data shows SAFe scales to teams of 1,000+ people Discount. Station. Tire. Trading. Retail. Nokia. SEI. Telstra. BMC. App. Maps. Trading. DW. IT. Weeks. 95.3. 2. People. 520. 400. 75. 300. 100. Teams. 66. 30. 9. 10. 10. 25%. 29%. Satis Costs. Mitchell. Market. Insurance. Agricult.. 52. 52. 90. 300. 800. 9. 60. 80. Deere. Spotify. Comcast. Cable. PoS 51. 150. 120. 286. 15. 12. 30 23%. 15%. 2000% 95%. Cycle. 600%. ROI. 2500% 43%. 25%. 600%. Average. 52. 50%. Quality. Morale. John. Valpak. 52. Product. . Trade. Benefit. 44%. 50%. 300%. 50%. 10%. 30%. 10%. 678%. 50%. 60%. 300%. 370% 1350%. 200% 63%. 10%. Leffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC. Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from http://davidfrico.com/safe-benefits.txt. 39%. 17.
(18) SAFe Case Studies . Most U.S. Fortune 500 companies adopting SAFe Goal to integrate enterprise, portfolios, and systems Capital One going through end-to-end SAFe adoption John Deere. Spotify. Comcast. • Agricultural automation. • Television cable/DVR boxes. • GUI-based point of sale sys. • 800 developers on 80 teams. • Embedded & server-side. • Switched from CMMI to SAFe. • Rolled out SAFe in one year. • 150 developers on 15 teams. • 120 developers on 12 teams. • Transitioned to open spaces. • Cycle time - 12 to 4 months. • QA to new feature focus. • Field issue resolution up 42%. • Support 11 million+ DVRs. • Used Rally adoption model. • Quality improvement up 50%. • Design features vs. layers. • 10% productivity improvement. • Warranty expense down 50%. • Releases delivered on-time. • 10% cost of quality reduction. • Time to production down 20%. • 100% capabilities delivered. • 200% improved defect density. • Time to market down 20%. • 95% requirements delivered. • Production defects down 50%. • Job engagement up 10%. • Fully automated sprint tests. • Value vs. compliance focus. Leffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC. Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from http://davidfrico.com/safe-benefits.txt. 18.
(19) Enterprise Continuous Delivery . . Created by Jez Humble of ThoughtWorks in 2011 Includes CM, build, testing, integration, release, etc. Goal is “one-touch” automation of deployment pipeline. . Humble, J., & Farley, D. (2011). Continuous delivery. Boston, MA: Pearson Education. Duvall, P., Matyas, S., & Glover, A. (2006). Continuous integration. Boston, MA: Addison-Wesley. Ohara, D. (2012). Continuous delivery and the world of devops. San Francisco, CA: GigaOM Pro.. 19.
(20) Continuous Delivery (Assembla) . Goal of continuous delivery is releases vs. build/tests Market-driven releases creates rapid business value Assembla went from 2 to 45 monthly releases w/CD. . Singleton, A. (2014). Unblock: A guide to the new continuous agile. Needham, MA: Assembla, Inc.. 20.
(21) Agile Scaling at Google . . . Google early adopter of agile methods and Scrum Google also uses agile testing at enterprise scale 15,000 developers run 120 million tests per day • • • • • • • • •. 440 billion unique users run 37 trillion searches each year Single monolithic code tree with mixed language code Submissions at head – One branch – All from source 20+ code changes/minute – 50% code change/month 5,500+ submissions/day – 120 million tests per day 80,000 builds per day – 20 million builds per year Auto code inspections – For low defect density 10X programming productivity improvement $150 million in annual labor savings (ROI as a result). Micco, J. (2013). Continuous integration at google scale. Eclipse Con, Boston, MA. Whittaker, J., Arbon, J., & Carollo, J. (2012). How google tests software. Upper Saddle River, NJ: Pearson Education.. . 21.
(22) Agile Scaling at Amazon . . . Amazon adopted agile in 1999 and Scrum in 2004 Using enterprise-scale continuous delivery by 2010 30,000+ developers deploy over 8,600 releases a day • Software deployment every 11.6 seconds (as of 2011) → 24,828 to 86,320 releases per Iteration → 161,379 to 561,080 releases per Quarter → 645,517 to 2,244,320 releases per Year • Automatic, split-second roll-forward & backward • 75-90% reduction in release-caused outages (0.001%) • Millions of times faster (than traditional methods) → 4,357,241 to 15,149,160 per traditional release • Thousands of times faster (than manual agility) → 161,379 to 561,080 per Scrum/SAFe release • Used agile methods long before U.S. government (1999). Atlas, A. (2009). Accidental adoption: The story of scrum at amazon.com. Proceedings of the Agile 2009 Conference, Chicago, Illinois, USA, 135-140. Jenkins, J. (2011). Velocity culture at amazon.com. Proceedings of the Velocity 2011 Conference, Santa Clara, California, USA. Elisha, S. (2013). Continuous deployment with amazon web services. Proceedings of the AWS Summit 2013, Sydney, New South Wales, Australia.. . 22.
(23) Agile Scaling in the Cloud . Store & process Petabytes of data in seconds Petabyte-scale Internet apps with billions of users Parallel queries, transactions, and real-time analytics Rank Database Year Creator. . 5. MongoDB. 2007. Steve Francia. Firm 10gen. Goal. Model. Lang. I/F. Focus. GenerLarge-scale Document C++ BSON ality Web Apps. Example CRM. User. Rate KPro. Expedia 45%. 48. Rapid-prototyping, Queries, Indexes, Replication, Availability, Load-balancing, Auto-Sharding, etc.. 8. Cassandra. 2008. Avinash ReliaFacebook Lakshman bility. Wide Column. Java. CQL. Fault-tolerant Mission iTunes Data Stores Critical Data. 20%. 15. Distributed, Scalable, Performance, Durable, Caching, Operations, Transactions, Consistency. 10. Redis. 2009. Salvatore Sanfilippo. Pivotal. Speed Key Value. C. Binary. Real-time Messaging. Instant Messaging. Twitter. 20%. . 14. Real-time, Memory-cached, Performance, Persistence, Replication, Data structures, Age-off, etc.. . 14. HBase. 2007. Mike Carafella. Powerset Scale. Wide Column. Java REST. Petabyte-size Image Data Stores Repository. Ebay. 10%. 8. Scalable, Performance, Data-replication, Flexible, Consistency, Auto-sharding, Metrics, etc.. 16. Elastic Search. 2004. Shay Banon. Compass Search Document Java REST. Full-text Search. Information Portals. Wikimedia. 5%. . 7. Real-time, Distributed, Multi-tenant, Document-based, Schema-free, Persistence, Availability, etc.. Kovacs, K. (2015). Comparison of nosql databases. Retrieved on January 9, 2015, from http://kkovacs.eu Sahai, S. (2013). Nosql database comparison chart. Retrieved on January 9, 2015, from http://www.infoivy.com DB-Engines (2014). System properties comparison of nosql databases. Retrieved on January 9, 2015, from http://db-engines.com. 23.
(24) Agile Scaling w/Amazon Web Svcs. AICPA. DoD CSM. DIACAP. Analytics. Application Services NIST. FedRAMP. FIPS. Database Compute & Networking. MPAA. Storage & Content Del.. Deployment & Management. ITAR. ISAE. ISO/IEC. . HITECH. Cross Service. PCI. CSA. GLBA. . COBIT. FISMA. SSAE. . SOC. . AWS is most popular cloud computing platform Scalable service with end-to-end security & privacy AWS is compliant & certified to 30+ indiv. S&P stds.. SAS. . HIPAA. Barr, J. (2014). AWS achieves DoD provisional authorization. Retrieved January 12, 2015, from http://aws.amazon.com Dignan, L. (2014). Amazon web services lands DoD security authorization. Retrieved January 12, 2015, from http://www.zdnet.com Amazon.com (2015). AWS govcloud earns DoD CSM Levsl 3-5 provisional authorization. Retrieved January 12, 2015, from http://aws.amazon.com. 24.
(25) Organizational Change Models . Change, no matter how small or large, is difficult Smaller focused changes help to cross the chasm Shrinking, simplifying, and motivation key factors SWITCH Direct the Rider. • Follow the bright spots • Script the critical moves. Make it Desirable • Create new experiences • Create new motives. Surpass your Limits. • Point to the destination. • Perfect complex skills • Build emotional skills. Motivate the Elephant • Find the feeling • Shrink the change. Find Strength in Numbers. • Grow your people. • Utilize teamwork • Enlist the power of social capital. Shape the Path • Tweak the environment • Build habits • Rally the herd. • • • • • •. Harness Peer Pressure • Recruit public personalities • Recruit influential leaders. • • • • • •. Change Environment • Make it easy • Make it unavoidable. Purpose. Purpose and profit equality Business and societal benefit Share control of profits Delegate implementation Culture and goal alignment Remake society and globe. Autonomy Be accountable to someone Self-selected work tasks Self-directed work tasks Self-selected timelines Self-selected teams Self-selected implementation. Villains of Good Decisions. • • • •. Narrow framing Confirmation bias Short term emotion Over confidence. Widen Your Options. • Avoid a narrow frame • Multi-track • Find someone who solved problem. Reality Test Assumptions. • Consider the opposite • Zoom out & zoom in • Ooch. Attain Distance. Design Rewards • Use incentives wisely • Use punishment sparingly. DECISIVE. DRIVE. INFLUENCER. Mastery • • • • • •. Experimentation and innovation Align tasks to abilities Continuously improve abilities Elevate learning over profits Create challenging tasks Establish high expectations. • Overcome short-term emotion • Gather more info & shift perspective • Self-directed work tasks. Prepare to be Wrong. • Bookend the future • Set a tripwire • Trust the process. Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House. Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books. Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.. 25.
(26) Agile Leadership . Power & authority delegated to the lowest level Tap into the creative nuclear power of team’s talent Coaching, communication, and relationships key skills Personal. Project. Enterprise. • Don't Be a Know-it-All • Be Open & Willing to Learn. • Customer Communication. • Business Value vs. Scope. • Product Visioning. • Interactions vs. Contracts. • Treat People Respectfully. • Distribution Strategy. • Relationship vs. Regulation. • • • •. • Team Development. • Conversation vs. Negotiation • Consensus vs. Dictatorship. Be Gracious, Humble, & Kind Listen & Be Slow-to-Speak Be Patient & Longsuffering Be Objective & Dispassionate. • Standards & Practices • Telecom Infrastructure • Development Tools. • Collaboration vs. Control. • Openness vs. Adversarialism • Exploration vs. Planning. • Don't Micromanage & Direct. • High-Context Meetings. • Exhibit Maturity & Composure • Don't Escalate or Exacerbate • Don't Gossip or be Negative. • Coordination & Governance • F2F Communications. • Delegate, Empower, & Trust. • Performance Management. • Entrepreneurial vs. Managerial • Creativity vs. Constraints • Satisfaction vs. Compliance. • Personal Development. • Quality vs. Quantity. • Gently Coach, Guide, & Lead. • Consensus Based Decisions. • Incremental vs. All Inclusive. Rico, D. F. (2013). Agile coaching in high-conflict environments. Retrieved April 11, 2013 from http://davidfrico.com/agile-conflict-mgt.pdf Rico, D. F. (2013). Agile project management for virtual distributed teams. Retrieved July 29, 2013 from http://www.davidfrico.com/rico13m.pdf Rico, D. F. (2013). Agile vs. traditional contract manifesto. Retrieved March 28, 2013 from http://www.davidfrico.com/agile-vs-trad-contract-manifesto.pdf. 26.
(27) Conclusion . Lean-agile frameworks & tools emerging in droves Focus on scaling agility to enterprises & portfolios SAFe emerging as the clear international leader. is extremely well-defined in books and Internet SAFe has ample training, certification, consulting, etc. SAFe leads to increased productivity and quality SAFe is scalable to teams of up to 1,000+ developers SAFe is preferred agile approach of Global 500 firms SAFe is agile choice for public sector IT acquisitions SAFe cases and performance data rapidly emerging SAFe. Rico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from http://davidfrico.com. 27.
(28) Books on ROI of SW Methods . Guides to software methods for business leaders Communicates the business value of IT approaches Rosetta stones to unlocking ROI of software methods. . http://davidfrico.com/agile-book.htm (Description) http://davidfrico.com/roi-book.htm (Description) 28.
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