Enterprise Frameworks

Lean & Agile Enterprise Frameworks For Managing Large U.S. Gov t Cloud Computing Projects Dr. David F. Rico, PMP, CSEP, ACP, CSM, SAFe Twitter: @dr_david_f_rico Website: http://www.davidfrico.com LinkedIn: http://www.linkedin.com/in/davidfrico Facebook: http://www.facebook.com/profile.php?id=1540017424 Dave s Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf Dave s Agile Resources: http://www.davidfrico.com/daves-agile-resources.htm Agile Cheat Sheet: http://davidfrico.com/key-agile-theories-ideas-and-principles.pdf

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

Today s Whirlwind Environment Work Life Imbalance Vague Requirements Technology Change Global Competition Overruns Attrition Escalation Runaways Cancellation System Complexity Demanding Customers Organization Downsizing 81 Month Cycle Times Redundant Data Centers Reduced IT Budgets 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

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

What are Agile Methods? People-centric way to create innovative solutions Product-centric alternative to documents/process Market-centric model to maximize business value Frequent comm. Close proximity Regular meetings Customer Collaboration Multiple comm. channels Frequent feedback Relationship strength valued more than Contracts Contract compliance Contract deliverables Contract change orders Leadership Boundaries Empowerment Individuals & Interactions Competence Structure Manageability/Motivation valued more than Processes Lifecycle compliance Process Maturity Level Regulatory compliance Working Systems & Software Clear objectives Small/feasible scope Acceptance criteria Timeboxed iterations Valid operational results Regular cadence/intervals valued more than Documentation Document deliveries Document comments Document compliance Org. flexibility Mgt. flexibility Process flexibility Responding to Change System flexibility Technology flexibility Infrastructure flexibility 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

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 - 2007 - LeSS - 2007 - DaD - 2012 - RAGE - 2013 - 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 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

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

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

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 Sprint Planning II 2-4 hours Feature Team + Scrum Master Sprint Backlog Daily Scrum 15 minutes 1 Day 2-4 Week Sprint Product Backlog Refinement 5-10% of Sprint Sprint Retrospective Product Backlog Owner Area Sprint Product Backlog Owner Planning I 2-4 hours 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

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

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

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 escrum SAFe LeSS DaD RAGE Simple Well-Defined Web Portal Books Measurable Results Training & Cert Consultants Tools Popularity International Fortune 500 Government Lean-Kanban Rico, D. F. (2014). Scaled agile framework (SAFe) comparison. Retrieved June 4, 1024 from http://davidfrico.com/safe-comparison.xls 12

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

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 Predictability Customer Satisfaction Speed Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. 14

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 Synchronization Collaboration Value Delivery Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. 15

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 PORTFOLIOMANAGEMENT Decentralized decision making Demand-based continuous flow Lightweight epic business cases Decentralized rolling wave planning Objective measures & milestones Agile estimating and planning Strategy Governance Investment Funding Program Management Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. 16

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 Benefit Nokia SEI Telstra BMC Trade Station Discount Tire Valpak Mitchell John Deere Spotify Comcast Average App Maps Trading DW IT Trading Retail Market Insurance Agricult. Cable PoS Weeks 95.3 2 52 52 52 52 51 People 520 400 75 300 100 90 300 800 150 120 286 Teams 66 30 9 10 10 9 60 80 15 12 30 Satis 25% 29% 15% 23% Costs 50% 10% 30% Product 2000% 25% 10% 678% Quality 95% 44% 50% 50% 60% Cycle 600% 600% 300% 50% 300% 370% ROI 2500% 200% 1350% Morale 43% 63% 10% 39% 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 17

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 800 developers on 80 teams Rolled out SAFe in one year Transitioned to open spaces Field issue resolution up 42% Quality improvement up 50% Warranty expense down 50% Time to production down 20% Time to market down 20% Job engagement up 10% Television cable/dvr boxes Embedded & server-side 150 developers on 15 teams Cycle time - 12 to 4 months Support 11 million+ DVRs Design features vs. layers Releases delivered on-time 100% capabilities delivered 95% requirements delivered Fully automated sprint tests GUI-based point of sale sys Switched from CMMI to SAFe 120 developers on 12 teams QA to new feature focus Used Rally adoption model 10% productivity improvement 10% cost of quality reduction 200% improved defect density Production defects down 50% 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

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

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

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

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

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 Firm Goal Model Lang I/F Focus Example User Rate KPro 5 MongoDB 2007 Steve Francia 10gen Generality Document C++ BSON Large-scale Web Apps CRM Expedia 45% 48 Rapid-prototyping, Queries, Indexes, Replication, Availability, Load-balancing, Auto-Sharding, etc. 8 Cassandra 2008 Avinash Lakshman Facebook Reliability Wide Column Java CQL Fault-tolerant Data Stores Mission Critical Data itunes 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 Data Stores Image 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

Agile Scaling w/amazon Web Svcs 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. AICPA COBIT CSA DoD CSM DIACAP FedRAMP FIPS SSAE SOC SAS Cross Service Analytics Application Services Storage & Content Del. Database Compute & Networking Deployment & Management FISMA GLBA HITECH PCI NIST MPAA ITAR ISO/IEC ISAE 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

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 INFLUENCER DRIVE DECISIVE Direct the Rider Follow the bright spots Script the critical moves Point to the destination Motivate the Elephant Find the feeling Shrink the change Grow your people Shape the Path Tweak the environment Build habits Rally the herd Make it Desirable Create new experiences Create new motives Surpass your Limits Perfect complex skills Build emotional skills Harness Peer Pressure Recruit public personalities Recruit influential leaders Find Strength in Numbers Utilize teamwork Enlist the power of social capital Design Rewards Use incentives wisely Use punishment sparingly 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 Mastery Experimentation and innovation Align tasks to abilities Continuously improve abilities Elevate learning over profits Create challenging tasks Establish high expectations 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 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

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 Treat People Respectfully Be Gracious, Humble, & Kind Listen & Be Slow-to-Speak Be Patient & Longsuffering Be Objective & Dispassionate Don't Micromanage & Direct Exhibit Maturity & Composure Don't Escalate or Exacerbate Don't Gossip or be Negative Delegate, Empower, & Trust Gently Coach, Guide, & Lead Customer Communication Product Visioning Distribution Strategy Team Development Standards & Practices Telecom Infrastructure Development Tools High-Context Meetings Coordination & Governance F2F Communications Consensus Based Decisions Performance Management Personal Development Business Value vs. Scope Interactions vs. Contracts Relationship vs. Regulation Conversation vs. Negotiation Consensus vs. Dictatorship Collaboration vs. Control Openness vs. Adversarialism Exploration vs. Planning Incremental vs. All Inclusive Entrepreneurial vs. Managerial Creativity vs. Constraints Satisfaction vs. Compliance Quality vs. Quantity 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

Conclusion Lean-agile frameworks & tools emerging in droves Focus on scaling agility to enterprises & portfolios SAFe emerging as the clear international leader SAFe 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 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

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