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The Disciplined Agile Enterprise: Harmonizing Agile and Lean

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An agile enterprise increases value through effective execution and delivery in a timely and reactive manner. Such organizations do this by streamlining the flow of information, ideas, decision making, and work throughout the overall business process all the while improving the quality of the process and business outcomes. This talk describes, step-by-step, how to evolve from today’s vision of agile software development to a truly disciplined agile enterprise. It briefly examines the state of mainstream agile software development and argues for the need for a more disciplined approach to agile delivery that provides a solid foundation from which to scale. It then explores what it means to scale disciplined agile strategies tactically at the project/product level and strategically across your IT organization as a whole. Your disciplined agile IT strategy, along with a lean business strategy, are key enablers of a full-fledged disciplined agile enterprise. The talk ends with advice for how to make this challenging organizational transition.
You will learn:
• Learn how agile delivery works beginning to end with enterprise-class organizations
• Understand what it means to tactically scale agile delivery
• Understand what it means to strategically scale agile techniques across your IT department

Published in: Software

The Disciplined Agile Enterprise: Harmonizing Agile and Lean

  1. 1. The Disciplined Agile Enterprise: Harmonizing Agile and Lean Scott W. Ambler Senior Consulting Partner scott [at] scottambler.com @scottwambler © Scott Ambler + Associates
  2. 2. Before we begin… 2@scottwambler
  3. 3. 3 We’re going to cover a lot of ground @scottwambler
  4. 4. The Surveys •  Results of survey-based research will be shared throughout this deck •  Availability: –  Detailed results are available free of charge at Ambysoft.com/ surveys/ –  Includes all questions as asked, source data, and summary slide decks •  Types of surveys: –  DDJ: Cross paradigm survey sponsored by Dr Dobb’s Journal –  Ambysoft: Agile-oriented survey sponsored by Ambysoft Inc. –  SA+A: Agile oriented survey sponsored by Scott Ambler + Associates 4@scottwambler
  5. 5. The Story I’m About to Tell 5@scottwambler
  6. 6. •  An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace •  It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces •  Agile enterprises require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation 6 Agile Enterprise @scottwambler
  7. 7. 7 Agile Enterprise Agile IT •  An Agile IT organization must be responsive to the needs of the rest of the enterprise while “keeping the lights on” •  An Agile IT organization does this via three ongoing efforts: –  Plan –  Build –  Run @scottwambler
  8. 8. •  Disciplined agile delivery teams produce consumable solutions often and early •  Agile delivery teams must tailor their approach to address the situation that the find themselves in, particularly when working at scale – Context counts 8 Agile Enterprise Agile IT Agile Dev @scottwambler
  9. 9. Let’s explore several important questions…. What does it mean to scale agile? How do you scale agile tactically? How do you scale agile strategically? 9@scottwambler
  10. 10. Scaling Agile 10@scottwambler
  11. 11. Tactical vs. Strategic Scaling Tactical Agility at Scale The application of agile and lean strategies on IT delivery teams. This includes the ability to apply agile on teams of all sizes, on teams that are geographically distributed, on teams facing regulatory compliance, on teams addressing a complex domain (problem space), on teams applying a complex technologies, on teams where outsourcing may be involved, and combinations thereof. Strategic Agility at Scale The application of agile and lean strategies across your entire organization. From an IT point of view this includes the majority, if not all, of your IT delivery teams as well as a the IT-level teams support activities such as enterprise architecture, operations, support, portfolio management, IT governance, and other topics. From an enterprise point of view this includes all divisions and teams within your organization, not just your IT department. 11@scottwambler
  12. 12. Tactical: Agile Scaling Factors 12 http://disciplinedagiledelivery.wordpress.com/2013/03/15/sdcf/ Team Size Two Hundreds Geographic Distribution Co-located Global Organizational Distribution Single division Outsourcing Compliance None Life critical Domain Complexity Straightforward Very complex Technical Complexity Straightforward Very complex @scottwambler
  13. 13. What Scaling Factors Do Software Development Teams Face? 92% 61% 43% 68% 61% 48% 90% 50% 44% 66% 70% 42% Complex Technology Complex Domain Compliance Organizationally Distributed Geographically Distributed Team Size > 10 0% 20% 40% 60% 80% 100% All Teams Agile Teams Source: DDJ State of the IT Union 2014 Q2 Survey 13@scottwambler
  14. 14. Strategic: The Agile IT Department 14@scottwambler
  15. 15. Scaling  Agile  Tac,cally  
  16. 16. Important Observation: Empiricism and Constant Improvement Are Critical 16@scottwambler
  17. 17. Disciplined Agile Delivery (DAD) is a process decision framework The key characteristics of DAD: –  People-first –  Goal-driven –  Hybrid agile –  Learning-oriented –  Full delivery lifecycle –  Solution focused –  Risk-value lifecycle –  Enterprise aware 17@scottwambler
  18. 18. Important Observation: There are Different Lifecycles, One Process Size Does Not Fit All 18@scottwambler
  19. 19. High Level Lifecycle 19 There’s more to solution delivery than construction @scottwambler
  20. 20. Basic/Agile Lifecycle 20 A full Scrum-based agile delivery lifecycle. @scottwambler
  21. 21. Exploratory “Lean Startup” Lifecycle 21 Sometimes it takes time to identify what your stakeholders actually need @scottwambler
  22. 22. Lean Lifecycle 22 A full lean delivery lifecycle @scottwambler
  23. 23. Lean Continuous Delivery Lifecycle 23 Your evolutionary end goal? @scottwambler
  24. 24. Important Observation: Every Person, Every Team, and Every Organization is Unique 24@scottwambler
  25. 25. DAD is Goal-Driven, Not Prescriptive 25@scottwambler
  26. 26. Strategies to Address Changing Stakeholder Needs 26 Formal Change Management @scottwambler
  27. 27. 27@scottwambler
  28. 28. We Can Explore Initial Scope In Different Ways 28@scottwambler
  29. 29. 29@scottwambler
  30. 30. Strategies for Funding Teams 30 Fixed price/cost Stage-gate funding Time and materials (T&M) Cost Plus Funding pool @scottwambler
  31. 31. 31@scottwambler
  32. 32. Important Observation: Your Team is One of Many Teams 32@scottwambler
  33. 33. DAD Teams Are Enterprise Aware •  DAD teams strive to leverage and enhance the existing organizational eco system wherever possible •  Implications: –  Work closely with enterprise groups –  Follow existing roadmap(s) where appropriate –  Leverage existing assets –  Enhance existing assets 33@scottwambler
  34. 34. Context Counts – Tailoring and Scaling Agile 34 Agile Disciplined Agile Delivery Tactical Agility at Scale •  Construction focus •  Value driven lifecycle •  Self-organizing teams •  Prescriptive •  Project team aware •  Delivery focus •  Risk-value driven lifecycle •  Self-organization with appropriate governance •  Goal driven •  Enterprise aware Disciplined agile delivery with one or more scaling factors: §  Large teams §  Geographically distributed teams §  Compliance §  Domain complexity §  Technical complexity §  Organizational distribution @scottwambler
  35. 35. Scaling From a Solid Foundation is Easier •  With a DAD-based approach, scaling becomes straightforward because a handful of process goals take the brunt of the tailoring: –  Explore initial scope –  Identify initial technical strategy –  Move closer to a deployable release –  Coordinate activities 35@scottwambler
  36. 36. Tactical Scaling Requires… 36 •  A disciplined approach –  Full delivery lifecycle –  Enterprise awareness –  Goal-driven approach •  A bit more up-front thinking –  Explore the initial scope a bit deeper –  Identify the initial technical strategy in a bit more detail •  More sophisticated coordination –  Individuals and interactions •  More sophisticated governance –  The greater the risk, the greater the need for effective governance •  More sophisticated validation –  Teams at scale are typically tackling harder problems •  More sophisticated tooling @scottwambler
  37. 37. Scaling Agile Strategically 37@scottwambler
  38. 38. The Disciplined Agile framework is now being extended to address the rest of IT 38@scottwambler
  39. 39. @scottwambler 39
  40. 40. @scottwambler 40
  41. 41. @scottwambler 41
  42. 42. @scottwambler 42
  43. 43. @scottwambler 43
  44. 44. @scottwambler 44
  45. 45. @scottwambler 45
  46. 46. @scottwambler 46
  47. 47. Important Observation: There’s A Lot More to Scaling Agile than a Fancy Poster 47@scottwambler
  48. 48. The Story I Told 48@scottwambler
  49. 49. •  Disciplined agile delivery teams produce consumable solutions often and early •  Agile delivery teams must tailor their approach to address the situation that the find themselves in, particularly when working at scale – Context counts 49 Agile Delivery @scottwambler
  50. 50. •  An Agile IT organization must be responsive to the needs of the rest of the enterprise while “keeping the lights on”. •  An Agile IT organization does this via three ongoing efforts: –  Plan –  Build –  Run 50 Agile IT Agile Delivery @scottwambler
  51. 51. •  An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace •  It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces •  Agile enterprises require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation 51 Agile Enterprise Agile IT Agile Delivery @scottwambler
  52. 52. Some thoughts…. 52 Your organization is unique You need to tailor your approach to reflect the evolving context of the situation that you face One “process size” does not fit all, one organizational strategy does not fit all, nor does one tooling strategy @scottwambler
  53. 53. Have a Great Conference! 53 My Parting Thoughts… @scottwambler
  54. 54. Got Discipline? 54 DisciplinedAgileConsortium.org DisciplinedAgileDelivery.com ScottAmbler.com @scottwambler
  55. 55. Thank You! scott [at] scottambler.com @scottwambler AgileModeling.com AgileData.org Ambysoft.com DisciplinedAgileConsortium.org DisciplinedAgileDelivery.com ScottAmbler.com Disciplined Agile Delivery Disciplined Agile Delivery 55@scottwambler
  56. 56. Would You Like This Presented to Your Organization? Contact us at ScottAmbler.com 56@scottwambler
  57. 57. Scott Ambler + Associates is the thought leader behind the Disciplined Agile Delivery (DAD) framework and its application. We are a boutique IT management consulting firm that advises organizations to be more effective applying disciplined agile and lean processes within the context of your business. Our website is ScottAmbler.com We can help 57@scottwambler
  58. 58. Additional Slides 58@scottwambler
  59. 59. Shuhari and Disciplined Agile Certification At the shu stage you are beginning to learn the techniques and philosophies of disciplined agile development. Your goal is to build a strong foundation from which to build upon. At the ha stage you reflect upon and question why disciplined agile strategies work, seeking to understand the range of strategies available to you and when they are best applied. At the ri stage you seek to extend and improve upon disciplined agile techniques, sharing your learnings with others. 59@scottwambler
  60. 60. Scrum Extreme Programming LeanKanban DAD is a Hybrid Framework 60 Unified Process Agile Modeling Agile Data“Traditional”Outside In Dev. DevOps …and more DAD leverages proven strategies from several sources, providing a decision framework to guide your adoption and tailoring of them in a context-driven manner. SAFe @scottwambler
  61. 61. Disciplined Agilists Take a Goal Driven Approach 61 Goal Factor Advantages Disadvantages Considerations * Option Default Option * Explore the Initial Scope Form the Initial Team Address Changing Stakeholder Needs Source Team size Team structure Team members Geographic distribution Supporting the team Availability Indicates a preference for the options towards the top Co-located Partially dispersed Fully dispersed Distributed subteams @scottwambler
  62. 62. 62 Governance is Built Into DAD •  Governance strategies built into DAD: –  Risk-value lifecycle –  Light-weight milestone reviews –  “Standard” opportunities for increased visibility and to steer the team provided by agile –  Enterprise awareness –  Robust stakeholder definition @scottwambler
  63. 63. Collaboration Pattern: Enterprise IT Team •  Individuals are members of both a delivery team and an enterprise team •  Common examples include: –  Architecture Ownership Team (Enterprise Architecture) –  Product Ownership Team (Product Management) –  Product Delivery Office (Portfolio Management) •  The delivery teams determine who will be in the enterprise role for them •  Potential scheduling challenges for the people in the enterprise roles due to multi-team commitments •  The leaders of each enterprise team may be a full time position 63 Enterprise Team Delivery Team @scottwambler
  64. 64. Example: Architecture Ownership (AO) Team 64 •  Responsible for developing the architecture/technology roadmap •  Delivery teams determine who the architecture owner (AO) is, and that person becomes part of the AO team •  The AO team meets regularly to evolve the roadmap based on the hands-on learnings from the AOs •  Ecommerce organization: 7 person AO team (of 250 IT people) •  Software product org: 10 person AO team (of 130 IT people) @scottwambler
  65. 65. Collaboration Pattern: Services Team •  Specialized services teams fulfill requests from delivery teams •  Common examples of specialized services: –  Infrastructure/network –  Database administration –  Security –  Facilities •  The specialized services team will often have a service level agreement (SLA) that the work to •  Potential for the services team to become a bottleneck •  They may supply specialists on a short term basis to some delivery teams 65 Delivery Team Service Team Service Request Service @scottwambler
  66. 66. Example: Database Administration (DBA) Team 66 •  Responsible for supporting database development and database operation in production •  The delivery team submits a request, the DBA Team prioritizes it and then fulfills it •  Ecommerce org: 5 person team (of 250 IT people) •  Software org: 2 person team (of 40 IT people) @scottwambler

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