Best Practices for Scaling Agility to the Enterprise level

Transcription

1 Best Practices for Scaling Agility to the Enterprise level Shamim Ahmed, CTO, ADM, Professional Services Gary Voller, Chief Technologist, ADM, EMEA HP Software

2 New Style of IT - Core Qualities Service Centric Centered around Strategy to Portfolio Connected IT Intelligence Operate Secure Centered around Detect to Correct Enterprise Agile Multi Source Centered around Requirement to Deploy Centered around Request to Fulfill 2 Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

3 The promise of Agile What benefits did your organization expect to get from Agile? Better business/it alignment 28% Greater predictability of releases 20% More opportunities for midcourse corrections Greater predictability of results Other 9% 11% 10% Increated motivation/morale Improved technical quality Improved functional quality 3% 4% 4% Greater release frequency 0% 3 Increased maintainability 0% Source: Q Global Agile Software Application Development Online Survey

4 Enterprise Challenges for Scaling Agile Team Size Relationships Small (8-10) Large (100s) Collaborative Contractual Geo Distribution Domain Complexity Collocated Global Simpler Complex Org Complexity Tech Complexity 4 Flexible Rigid Homogeneous Heterogeneous

5 Rate of Change Different systems are under different pressures to change Velocity Faster Systems of Engagement Quality Systems of Business/Differentiation Stability Slower Systems of Record/Operations 5

6 A new model for Enterprise Agile 6 Copyright Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

7 Enterprise Agile is more than Agile Development Eliminating barriers means transformation across tools, process & people Team Agile Scaled Agile Enterprise Agile Tools Dev/test oriented Agile program management tools Integrated at Scale Lifecycle oriented Width + depth People Smaller co-located teams PMO traditional Distributed pods Agile PMO Agile Portfolio Management Process Iterative Development processes Continuous Integration + Delivery DevOps 7

8 Depth and breadth of Enterprise Agility We align program, portfolio, and team and add a governance layer to achieve enterprise software success Development Deployment Operations Portfolio Vision, value streams, Value Management and Investment themes Program Systems, Release Management Team Multi-team App Development Integration Release Continuous Delivery Deployment Operations 8

9 Extend Agile: Continuous Delivery Agile Delivery IT Operations Build to run Keys to bridge the gap: Quality Automation Collaboration Governance Monitoring Regular releases reduce risk 9

10 Practices mapped to delivery cadence Extreme agile development and Ops practices, automated compliance, all tests automated, canary releases Automate deployment and rollback, automated test data, automate environment management, change impact testing, agile portfolio mgmt Agile development, standardize environment configurations, automated provisioning, automated deployment to prod, agile program mgmt Reduce batch size (iterative), business engagement, automate testing Waterfall/agile lifecycle, decouple app dependencies, basic CI, shift left testing 10

11 Attributes and Practices for the Agile Enterprise Scaling Your Practices for Enterprise Agility Architecture Req mts At Scale Release Distributed Teams Dev-Ops Changing the Organisation Metrics 11

12 Continuous Integration Builds RA Architect Arch/Topology Developers Requirements Defects Req/Tasks/Defects Lab Management HP ALM + AGM Check-in Check-out SCM Build System 12

13 Developer Analytics Ecosystem Integrations IDE SCM Build Unit Test Code Coverage Static Code Analysis IntelliJ CVS Hudson Junit NCover Coverity Visual Studio Subversion Jenkins TestNG Cobertura Eclipse Microsoft TFS Electric Cloud Nunit AccuRev Cloud Bees Perforce 13 Git

14 CI at Scale Agile Pod N Agile Pod 2 Agile Pod 1 Unit test IDE SCM Build IntelliJ Unit test IDE SCM Build Unit test IDE SCM Build Integrated to ALM/AGM HP ALM HP PC HP UFT HP Fortify Tools integrate into a continuous delivery framework that scales from Pods to system level Plan Define Unit test Code Check in Build Provision Test Release HP ALM HP AGM Tests developed first & then executed as code is built HP ALI HP ALM HP Lab Mgt HP SV HP CDA HP ALM 14

15 HP Process 3 RD Parties Beyond CI: Continuous Everything Continuous Assessment VStudio Subversion VSourceSafe Subversion Maven Chef SSH vcenter Continuous Release & Deployment SSH vcenter Eclipse Jenkins Jenkins Jenkins Jenkins Jenkins Jenkins Plan Define Develop Build Deploy Test DV, QA DV QA Deploy ST, PR Test ST PR Release Operate AGM AGM AGM ALI CDA (*) ALM CDA (*) ALM SM SM PPM ALM SV OO UFT OO UFT OO BSM SM PPM PC, NV SA PC, NV SA PC, NV UCMDB UCMDB 15 EM Peacock SV ARA Continuous Integration & Testing Continuous Delivery SM

16 An Enterprise Agile Organisation (Depth) Scaling Agile Through the Organisation Program Portfolio Mgt Team Epic Owners Agile CoE Enterprise Architect P O R T F O L I O Product Mgt Integration Team Release Mgt Business Owners User Experience DevOps Architects Release Train P R O G R A M Agile Component Teams Product Owner Scrum Master Tester Developer T E A M 16

17 How do you get there? 17 Copyright Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice.

18 HP Enterprise Agile ALM Maturity/Scaling Model 18 Level 0 Ad Hoc Agile Technical Practices are used sporadically & inconsistently across the organization. Agile practices are mixed with prescriptive practices on the same project. Focus to increase efficiency of the development process Level 1 Doing Agile Projects follow the Agile Manifesto & the Twelve Principles Agile practices & are repeatable in individual projects or teams Generally smaller colocated teams Small to medium size apps Level 2 Scaled Agile Projects apply Agile at high maturity across systems Large enterprise apps. Multiple pods of distributed teams Supports outsourcing Organization setup to support agility across teams (e.g. SCRUM of SCRUMS) Continuous Integration across pods (staged builds/tests) Level 3 Agile Programs Agile release trains established for large systems and systems of systems Enterprise-level release planning across multiple systems Roadmap management (rolling wave planning) Value-based feature prioritization Dev-ops coordination with deployment team Level 4 Agile Portfolio Agile management of investment themes, and epics portfolio backlog Agile Governance, value driven prioritization, value/roi tracking Value stream management and scorecards Enterprise architecture definition and management of architecture runway

19 Scaled Agile Framework (SAFe) as a guide Use as guide to implement Enterprise Agility It s a framework & therefore descriptive not prescriptive Adjust to meet your organisation s structure, habits & existing practices 19

20 HP Scaled Agile Success Story 20 Situation Solution Results 400+ developers WW, 10M+ LOC Waterfall development, 2-year long development cycles; 2 releases/year Multiple code bases (branches) for multiple related printer FW 25% of resources porting existing FW to new products Manual test cycles 6+ weeks long Infrequent builds consume 10% of resources. 1 build/day Customer issues w/ consistency and lack of features Unable to innovate quickly 5% resources on new features 20% of resources developing detailed plans that quickly became obsolete Costs out of control increase 2.5x in first 2 years 2-week sprints Automated continuous integration Automated test infra, extensive use of virtualization (simulators and emulators) One branch for all products Runtime identification of capabilities thru configuration Emergent architecture evolution Agile business planning Continuous improvement 5 years and counting Overall development costs reduced by 40% 50% reduction in headcount Build time reduce to 3 hrs integrations/day 100 commits/day Regression testing: 24 hrs Capacity for new feature innovation: ~40%

21 Read the book 21

22 The HP ALM Difference Aligned HP integrates across multiple tools & methodologies ensuring a single version of the truth. Adaptable HP enables rapid response to changes through analytics of the application lifecycle. Accelerated HP delivers industry leading automation of test execution, service virtualization, and lab management. 22

23 HP Agile Manager defined Key Capabilities Agile project management User Story management Defect management IDE integrations Workspace provisioning Key Characteristics A SaaS solution for Agile Instant-on service Regular, incremental releases driven by user feedback Web-based, intuitive UI 23 Development analytics (ALI) Complements HP ALM/QC

24 Agile Manager: a day in the life 1 Release 2 Sprint 3 Sprint 4 Planning Planning execution Structure release Define teams Manage release backlog Plan user stories & defects Assign to team Manage team capacity Allocate tasks Implement & update Retrospective & close Visibility & insight Development analytics Customizable reports 24

25 HP Agile Manager ALM Synchronizer A complementary solution to HP ALM Agile Manager SYNC Requirements Defects Test data & metrics HP ALM (on-premise or SaaS) Velocity and quality for the enterprise Native integration to leverage best-in-class quality management and continuous testing capabilities of HP ALM/QC Traceability, asset sharing, visibility across broader enterprise app ecosystem Enterprise support for both Agile and non-agile projects 25

26 Agile Manager Integration with ALM Failed Test Status: Resulting from UFT Execution Since the supporting test has failed, the assocaited requirement shows a failed coverage status. This status synchronizes into Agile Manager 26

27 Agile Manager Integration with ALM View of Testing Coverage in Agile Manager 27

28 HP Developer Ecosystem: how it works Waterfall Surfacing actionable information across various development tools Bringing intelligence to HP AGM and developers IDE Scrum TFS TFS Perforce Hudson Lean Hybrid HP AGM 28 Jenkins SVN Req Build Test Single Platform ClearCase Electric Cloud

29 Agile Manager - PPM Integration HP PPM HP AgM Project Management Mapping to Release Project Status Project Progress Project Health Release Backlog Sprint User Story Time Management Actual Effort Task 29

30 SAFe alignment Line of Business Product 1 Release 1 Release 2 Release 3 Release 4 Application A Team 2 Team 1 Team 3 Team 4 Team 7 AGM TENANT Theme A Theme B Theme C Feature Feature Feature Feature Feature Feature Feature Feature Feature Application B 30

31 Let HP Help you on your Journey HP Enterprise Agile Transformation Implement Enterprise Agility based on SAFe & HP s Enterprise Agile framework Enterprise Agile Coaching & MOC Transform Roadmap HP Enterprise Agile Solution Discovery Workshop Assess & Understand current Agility Build Enterprise Agile Roadmap Identify initiatives & build implementation & enablement plan 31 HP Enterprise Agile Process Automation Implement automated concurrent Testing Implement continuous integration framework for release Optimize Establish HP Enterprise Agile Foundation Service Establish an Enterprise Agile Application Lifecycle Framework Build agility into existing delivery

32 Call to action Evaluate your agility needs. Are you agile at the enterprise level? Understand HP s offering preview Transformation Workshop on Enterprise Agile (14:30, Veloxzaal) Video recording of AGM in action: 32

33 Discover your own journey Service Centric Enterprise Agile Connected Intelligence IT Operate Secure Multi Source HP IT Management Transformation Workshop HP Supplier Integration Transformation Workshop HP Converged Security Transformation Workshop HP Enterprise Agile Transformation Workshop HP DevOps Transformation Workshop 33

34 Transformation Workshop Customize for your workshop! What it is A complete IT transformation journey in only a day! Build IT Management transformation roadmap to success Unique, slide-free and interactive! Shape a service centric IT Management vision Business and IT priorities in the IT Management context HP IT Management solution portfolio Participants CIO and/or senior staff or initiative owners (5-8 persons) 2-3 senior HP Consultants, HP Sales Location HP office or hotel (Customer site is not recommended!) 34

35 Customer feedback The best presentation in comparison to other vendors. Andey Peshiy, CIO, Kievstar Ukraine (Telecommunications) It is more then a modernization, it completes my dream as a CIO. Dennis Chen, CIO, Shin Kong Financials Holding & Life Insurance Co., Ltd. (Financial Industry) Got a good overall view. Like the process and the breadth of information received. Dr. Harald Ruckser, Vice President ebusiness / IT, Voestalpine Automotive (Manufacturing) 35

36 Product Run Through 36 3

37 Manage Product Backlog Release Planning 37

38 Edit Backlog Attributes Release Planning 38

39 Release Backlog Release Planning Release Status Widget Team Capacity Buckets 39 Planning indicators

40 Release Backlog Release Planning Adjust your Team velocity as you go 40

41 Planning Board Release Planning OOTB Predefined Views Zoom In/Out 41

42 Planning Board Release Planning Custom board dimensions 42

43 Planning Board Release Planning Drill Down on item s details 43

44 Sprint Backlog Sprint Planning Sprint Status Widgets Team Member Buckets Acceptance Tests 44

45 Task board Sprint Execution Update Backlog item Status Update Task Progress Block Story 45

46 Agile Manager Dashboards Insight & visibility 46

47 Agile Manager Dashboards Widget library Insight & visibility Sprint Burn-down/Up Release/Sprint CFDs Theme/Feature Status Defects CFD Team Workload Planned Vs. Actual in Sprint/Release My User Stories My Defects And Many more And Create your own. 47

48 Build Details Insight & visibility 48

49 Source Code Summary Insight & visibility 49

50 Insight & visibility: Release overview Insight & visibility 50

51 Insight & visibility: Release overview Insight & visibility 51

52 Insight & visibility: Build summary Insight & visibility 52

53 Insight & visibility: Build summary Insight & visibility 53

54 Thank you! Questions? 54