More Related Content Similar to Agile at Large Scale - Conference at Agile Tour Brussels (20) Agile at Large Scale - Conference at Agile Tour Brussels1. Agile at Large Scale
A Return on Experience from a Large Project
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© OCTO 2012
2. Who we are
Mathieu Despriée – Senior Architect
@mdeocto
Hervé Lourdin – Project Director,
@HerveLourdin Lean & Agile practice leader
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3. Hypothesis
You are not new with Agile
You know what mean:
User Story
Story Point
TDD
Continuous Integration
Retrospective
You know SCRUM
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4. We will focus on differences
we noticed at large scale
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5. Project context
Wish to create a new innovative product
New Technologies, New Architecture
Touch screen for front office
Web for the back office
Strategic project for the company
9500 customers
5 M of sales transactions per day targeted
Chosen Methodology: SCRUM
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6. After 6 months of development
This 1st agile experiment at large scale burns lot of project
management resources
The 7 distributed teams have difficulties to integrate their
respective developments
UA phases are painful because of unstable software
A first major version is awaited by the market 6 months later
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7. Agenda
Create The Flow
Quality At Large Scale
Adapt Yourself To The Flow
Steering The Flow
Improve
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8. 1
CREATE THE FLOW
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9. CREATE THE FLOW
Visualize The Flow
Rituals At Large Scale
Cadence
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10. CREATE THE FLOW
Visualize The Flow
Rituals At Large Scale
Cadence
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11. TODO WIP DONE
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12. At large scale, the Value
Stream must be detailed
Upstream & Downstream of the
development phase
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14. CREATE THE FLOW
Visualize The Flow
Rituals At Large Scale
Cadence
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15. Team Lead Tech Lead Dev. Tester
Methodological
Coach
Team ambassadors
Ops
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16. Team Test Ops Support CTO
Leaders Leader Leader Leader
Problems
Only
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17. Multi-site demo
France
3 teams
Moldavia
3 teams
Romania
1 team
Vietnam
2 teams
Skype Mikogo
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18. CREATE THE FLOW
Visualize The Flow
Rituals At Large Scale
Cadence
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19. Iteration Cost Model
Costs
Coordination & Steering
Transaction Value Added Work Transaction
Cost Cost
Time
Iteration beginning Iteration end
*Source : David Anderson
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20. Iteration Cost Model
Costs ~6 FTE
Coordination & Steering
Transaction Value Added Work Transaction
Cost Cost
1 1
week week
Time
Iteration beginning TOTAL : 4 to 5 weeks Iteration end
*Source : David Anderson
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22. On The Project
Costs ~6 FTE
Coordination & Steering
Transaction Value Added Work Transaction
Cost Cost
1 1
week week
Failure Load
Time
Iteration beginning TOTAL : 4 to 5 weeks Iteration end
*Source : David Anderson
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23. Objective : 2 weeks
Costs ~6 FTE
Coordination & Steering
Value Added Work Transaction
Cost
1 1
day week
Failure Load
Time
Iteration beginning Iteration end
*Source : David Anderson
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24. Agenda
Create The Flow
Quality At Large Scale
Adapt Yourself To The Flow
Steering The Flow
Improve
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25. 2
QUALITY AT LARGE SCALE
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26. Only one Continuous Integration
Site 2
45 Developers
Site 1 Site 3
100 commits/day
on Trunk
SVN
Build + Unit Tests
every 3 min
Continuous
Integration
Jenkins/Maven
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31. Software Factory
Developers
Site 2
Site 1 Site 3
SVN
Business Green Pepper
Analysts
Continuous
Integration
Jenkins/Maven
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34. 2 weeks !!
Costs Coordination & Steering
Value Added Work
1 0,5
day day
Failure Load
Time
Iteration beginning 2 weeks Iteration end
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35. Agenda
Create The Flow
Quality At Large Scale
Adapt Yourself To The Flow
Steering The Flow
Improve
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36. 3
ADAPT YOURSELF
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TO THE FLOW
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37. BETTER TO PUMP EVEN IF NOTHING HAPPENS
THAN TO RISK SOMETHING WORSE HAPPENING
BY NOT PUMPING
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38. Sprint Planning
Costs
Coordination & Steering
Value Added Work
1 0,5
day day
Failure Load
Time
Iteration beginning Iteration end
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40. Sprint planning
Costs
Coordination & Steering
Value Added Work
Time
Iteration beginning Iteration end
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41. Migrating to “Pure” Flow : Gains
More adaptability for the PO: continuous planning
Teams estimate “on the fly”
It is not necessary to calculate “how much we can do for this
iteration”
Stories can’t be “half done” anymore
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42. Migrating to “Pure” Flow : Warnings
No more sprint planning does not mean no rituals anymore:
Demo are still needed and,
Retrospectives are mandatory!
No iterative planning anymore but you need to check
continuously the buffers
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43. Product Requirement Validation on DONE
Backlog (using tests) the fly Acceptance & in PROD
Dev
Infra gtw
BUFFER BUFFER BUFFER (perf, sécu…)
CHECK POTENTIAL FLOW DISRUPTIONS
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44. Migrating to “Pure” Flow : Warnings
« With Great Power, comes Great
Responsibility »
Benjamin « Ben » Parker
P.O. must be constantly available to support teams on:
Planning
Business / Functional questions
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46. Component Teams
FEATURE 1 Team A Component A
Front Office
FEATURE 2
FEATURE 3
Team B Component B
FEATURE 4 Exchanges
FEATURE 5
FEATURE 6
Team C Component C
Back Office
FEATURE 7
FEATURE 8
FEATURE 9 Team D Component D
Batches
FEATURE 10
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47. Component Teams
FEATURE 1 Team A Component A
Front Office
FEATURE 2
FEATURE 3
Team B Component B
FEATURE 4 Exchanges
FEATURE 5
FEATURE 6
Team C Component C
Back Office
FEATURE 7
FEATURE 8
FEATURE 9 Team D Component D
Batchs
FEATURE 10
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48. Component Teams
FEATURE 1 Team A Component A
Front Office
FEATURE 2
FEATURE 3
Team B Component B
FEATURE 4 Exchanges
FEATURE 5
FEATURE 6
Team C Component C
Back Office
FEATURE 7
FEATURE 8
FEATURE 9 Team D Component D
Batchs
FEATURE 10
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49. Feature Teams
FEATURE 1 Tobacco Component A
FEATURE 4
Team
FEATURE 5
Demat.
Component B
FEATURE 3 Team
FEATURE 6
FEATURE 8 Press
Component C
Team
FEATURE 9
FEATURE 2
Telecom Component D
FEATURE 7 Team
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51. Feature Teams: Gains
Create expertise on business and Give autonomy:
Team / Team members should be able to take decision by
themselves
Teams can live at their own pace if required by their backlog
priorization
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53. Feature Teams
FEATURE 1 Tobacco Component A
FEATURE 4
Team
FEATURE 5
Demat.
Component B
FEATURE 3 Team
FEATURE 6
FEATURE 8 Press
Component C
Team
FEATURE 9
FEATURE 2
Telecom Component D
FEATURE 7 Team
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55. Community of Practice
A necessary counterbalance to feature-teams
The practice leader is a senior developer, who :
is in charge of the component architecture
makes sure that software is built the correct way
facilitates the sharing of practices
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56. The Standard
“Standard is the best-known practice, in the project team at the
present day, to realise a certain type of task”
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59. Today’s organisation
Facilitation & methodology
PRACTICE LEADERS
Release management
.NET Java Tests
Business
FEATURE-TEAMS LEADERS
Area A
Business
Area B
Business
Area C
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60. Agenda
Create The Flow
Quality At Large Scale
Adapt Yourself To The Flow
Steering The Flow
Improve
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61. 4
STEERING THE FLOW
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67. Cumulative Flow Diagram (CFD)
250
200
INPUT QUEUE
STUDY DEV - WIP
STUDY DEV - DONE
number of items
150 VALIDATION - TODO
VALIDATION - WIP
Lead Time < 2 weeks
DONE - WAIT JAVA
DONE - WIP JAVA
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In Process : 15 User Stories DONE - IN CI
DONE - DONE
Lead Time = 6 weeks CANCELLED
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In Process : 30 User Stories
0
09/08…
11/08…
13/08…
17/08…
19/08…
23/08…
25/08…
27/08…
31/08…
02/09…
06/09…
08/09…
10/09…
14/09…
16/09…
20/09…
22/09…
24/09…
28/09…
30/09…
04/10…
06/10…
08/10…
12/10…
14/10…
18/10…
20/10…
21/10…
25/10…
27/10…
29/10…
time
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68. Lead Time Distribution
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12 Average = 11
σ = 12
11 n = 106
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9
8
Occurences
7
6
5
4
3
2
1
0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
days
S M L XL
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69. 69
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Defects (20%)
Features (50%)
Improvements (30%)
http://www.windhamsportspages.com/images/highschool/swimming/2008/122708/boy
s/DSC_0779.gif
70. Metrics as of today
Delivery:
Every month: one major release
Every week: one minor release
Lead-time:
DEV Q/A PROD
M 4 weeks 4 to 6 weeks
10 WEEKS
DEV Q/A PROD
L 6 weeks 6 to 8 weeks
14 WEEKS
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71. Agenda
Create The Flow
Quality At Large Scale
Adapt Yourself To The Flow
Steering The Flow
Improve
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72. 5
IMPROVE
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77. Software Factory
• A totally automated build and
Site 2 deployment pipeline
Site 1 Site 3
• Deployment to server and
terminals in one single
click, whatever the target
environment
SVN
• More than 100 deployment to
production in 18 months
Business Green
Analysts Pepper Jenkins
Dev
Q/A
Automated PROD
deployment
Ops (chef)
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78. Technical and Business Metrics as Feedback Loop
Business Transactions Customer Creations
€ Mbps
Load Connected clients
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84. Team Leaders meeting
Every week
with CTO, team leaders, tech leaders, ops …
Not a planning meeting
Open Agenda: We share things that matter
Problems
Needs
Risks
Information
etc…
And … improvement ideas!
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85. !
CONCLUSIONS
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86. Status after 18 months (more than 40 iterations !)
2500 customers on production systems, with a growth of 400
new per month
Teams assimilated business and technical knowledge, and
methodology
Deployment rythm is sustained, deadlines are met
A collaboration hand in hand Dev and Ops
An actual collaboration between marketing team, and technical
teams
People saying they wouldn’t go back
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87. Key factors of success
Get control over the value production flow
Give autonomy and responsabilities to people
High trust culture
Continuous Improvement
There’s no magical Agile recipe : you’ll have to adapt yourself
continuously
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88. ?
QUESTIONS / ANSWERS
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