Agile at Large Scale

The story of large project (up to 80 people) lead with agile where it is question of Feature Team vs Component Team, ATDD, Kanban & Lead Time etc...

Transcript

1. 1 © OCTO 2012 © OCTO 2012 Agile at Large Scale A Return on Experience from a Large Project
2. 2 © OCTO 2012 Mathieu Despriée – Senior Architect @mdeocto Hervé Lourdin – Project Director, @HerveLourdin Lean & Agile practice leader Who we are
3. 3 © OCTO 2012 Hypothesis ! You are not new with Agile ! You know what mean: !   User Story !   Story Point !   TDD !   Continuous Integration !   Retrospective ! You know SCRUM
4. 4 © OCTO 2012 We will focus on differences we noticed at large scale
5. 5 © OCTO 2012 ! 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 Project context
6. 6 © OCTO 2012 ! 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 After 6 months of development
7. 7 © OCTO 2012 Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve Agenda
8. 8 © OCTO 2012 1   CREATE THE FLOW
9. 9 © OCTO 2012 ! Visualize The Flow ! Rituals At Large Scale ! Cadence CREATE THE FLOW
10. 10 © OCTO 2012 ! Visualize The Flow ! Rituals At Large Scale ! Cadence CREATE THE FLOW
11. 11 © OCTO 2012 TODO WIP DONE
12. 12 © OCTO 2012 At large scale, the Value Stream must be detailed Upstream & Downstream of the development phase
13. 13 © OCTO 2012 …with an electronic version for geo-distributed teams
14. 14 © OCTO 2012 ! Visualize The Flow ! Rituals At Large Scale ! Cadence CREATE THE FLOW
15. 15 © OCTO 2012 Dev. Tester Tech Lead Team Lead Ops Team ambassadors Methodological Coach
16. 16 © OCTO 2012 Ops Leader Team Leaders Test Leader Support Leader CTO Problems Only
17. 17 © OCTO 2012 Multi-site demo Romania 1 team Moldavia 3 teams Vietnam 2 teams France 3 teams Skype Mikogo
18. 18 © OCTO 2012 ! Visualize The Flow ! Rituals At Large Scale ! Cadence CREATE THE FLOW
19. 19 © OCTO 2012 Iteration Cost Model Coordination & Steering Value Added Work Costs Time Iteration beginning Iteration end Transaction Cost Transaction Cost *Source : David Anderson
20. 20 © OCTO 2012 Iteration Cost Model Coordination & Steering Value Added Work Costs Time Iteration beginning Iteration end Transaction Cost Transaction Cost *Source : David Anderson TOTAL : 4 to 5 weeks ~6 FTE 1 week 1 week
21. 21 © OCTO 2012 The Lack Of FEED BACK
22. 22 © OCTO 2012 On The Project Coordination & Steering Value Added Work Costs Time Iteration beginning Iteration end Transaction Cost Transaction Cost *Source : David Anderson TOTAL : 4 to 5 weeks ~6 FTE 1 week 1 week Failure Load
23. 23 © OCTO 2012 Objective : 2 weeks Coordination & Steering Transaction Cost Value Added Work Costs Time Iteration beginning Iteration end 1 week ~6 FTE Failure Load 1 day *Source : David Anderson
24. 24 © OCTO 2012 Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve Agenda
25. 25 © OCTO 2012 2   QUALITY AT LARGE SCALE
26. 26 © OCTO 2012 Only one Continuous Integration 45 Developers SVN Continuous Integration Jenkins/Maven Site 1 Site 2 Site 3 100 commits/day on Trunk Build + Unit Tests every 3 min
27. 27 © OCTO 2012 You Gonna Have To Test All That !
28. 28 © OCTO 2012 ! sd Specifying with Acceptance Tests
29. 29 © OCTO 2012 Specifying with Acceptance Tests 29
30. 30 © OCTO 2012 STOP THE LINE
31. 31 © OCTO 2012 Software Factory SVN Continuous Integration Jenkins/Maven Site 1 Developers Site 2 Site 3 Business Analysts Green Pepper
32. 32 © OCTO 2012
33. 33 © OCTO 2012 You Build it? You Fix it!
34. 34 © OCTO 2012 2 weeks !! Coordination & Steering Value Added Work Costs Time Iteration beginning Iteration end 1 day Failure Load 0,5 day 2 weeks
35. 35 © OCTO 2012 Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve Agenda
36. 36 © OCTO 2012 3   ADAPT YOURSELF TO THE FLOW
37. 37 © OCTO 2012 BETTER TO PUMP EVEN IF NOTHING HAPPENS THAN TO RISK SOMETHING WORSE HAPPENING BY NOT PUMPING
38. 38 © OCTO 2012 Sprint Planning Coordination & Steering Value Added Work Costs Time Iteration beginning Iteration end 1 day Failure Load 0,5 day
39. 39 © OCTO 2012 SPRINT
40. 40 © OCTO 2012 Sprint planning Coordination & Steering Value Added Work Costs Time Iteration beginning Iteration end
41. 41 © OCTO 2012 ! 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 Migrating to “Pure” Flow : Gains
42. 42 © OCTO 2012 ! 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 Migrating to “Pure” Flow : Warnings
43. 43 © OCTO 2012 Product Backlog BUFFER Requirement (using tests) BUFFER BUFFER Validation on the fly Dev Acceptance Infra gtw (perf, sécu…) DONE & in PROD CHECK POTENTIAL FLOW DISRUPTIONS
44. 44 © OCTO 2012 « With Great Power, comes Great Responsibility » Benjamin « Ben » Parker ! P.O. must be constantly available to support teams on: !   Planning !   Business / Functional questions Migrating to “Pure” Flow : Warnings
45. 45 © OCTO 2012 Component Teams
46. 46 © OCTO 2012 Component  A   Front  Office Team  A Component  B   Exchanges   Team  B Component  C   Back  Office Team  C Component  D   Batches Team  D FEATURE 1 FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 Component Teams
47. 47 © OCTO 2012 Component  A   Front  Office Team  A Component  B   Exchanges   Team  B Component  C   Back  Office Team  C Component  D   Batchs Team  D FEATURE 1 FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 Component Teams
48. 48 © OCTO 2012 Component  A   Front  Office Team  A Component  B   Exchanges   Team  B Component  C   Back  Office Team  C Component  D   Batchs Team  D FEATURE 1 FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 Component Teams
49. 49 © OCTO 2012 Component  A   Tobacco   Team Component  B   Demat. Team Component  C   Press   Team Component  D   Telecom   Team FEATURE 1 FEATURE 4 FEATURE 5 FEATURE 3 FEATURE 6 FEATURE 8 FEATURE 9 FEATURE 2 FEATURE 7 Feature Teams
50. 50 © OCTO 2012 Cross-Techno Team Team Leader Developers Tester
51. 51 © OCTO 2012 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 Feature Teams: Gains 51
52. 52 © OCTO 2012 ! As a counterpart… Feature Team 52
53. 53 © OCTO 2012 Component  A   Tobacco   Team Component  B   Demat. Team Component  C   Press   Team Component  D   Telecom   Team FEATURE 1 FEATURE 4 FEATURE 5 FEATURE 3 FEATURE 6 FEATURE 8 FEATURE 9 FEATURE 2 FEATURE 7 Feature Teams
54. 54 © OCTO 2012 Communities of Practice
55. 55 © OCTO 2012 ! 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 Community of Practice
56. 56 © OCTO 2012 “Standard is the best-known practice, in the project team at the present day, to realise a certain type of task” The Standard
57. 57 © OCTO 2012 Hands On
58. 58 © OCTO 2012 Collaborative Design
59. 59 © OCTO 2012 Tests Java .NET Today’s organisation PRACTICE LEADERS FEATURE-TEAMS LEADERS Business Area A Business Area C Business Area B Facilitation & methodology Release management
60. 60 © OCTO 2012 Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve Agenda
61. 61 © OCTO 2012 4   STEERING THE FLOW
62. 62 © OCTO 2012 The Story Map, our Roadmap
63. 63 © OCTO 2012 Story Points
64. 64 © OCTO 2012 Story Points
65. 65 © OCTO 2012
66. 66 © OCTO 2012 idea from Jeff Patton
67. 67 © OCTO 2012 0   50   100   150   200   250   number  of  items   ?me   Cumula-ve  Flow  Diagram  (CFD)   INPUT  QUEUE   STUDY  DEV  -­‐  WIP   STUDY  DEV  -­‐  DONE   VALIDATION  -­‐  TODO   VALIDATION  -­‐  WIP   DONE  -­‐  WAIT  JAVA   DONE  -­‐  WIP  JAVA   DONE  -­‐  IN  CI   DONE  -­‐  DONE   CANCELLED   In  Process  :  30  User  Stories   Lead  Time  =  6  weeks   Lead  Time  <  2  weeks   In  Process  :  15  User  Stories  
68. 68 © OCTO 2012 0   1   2   3   4   5   6   7   8   9   10   11   12   13   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   Occurences   days   Lead  Time  Distribu?on     Average  =  11   σ  =    12   n  =  106   S M L XL
69. 69 © OCTO 2012 http://www.windhamsportspages.com/images/highschool/swimming/2008/122708/ boys/DSC_0779.gif Defects (20%) Features (50%) Improvements (30%)
70. 70 © OCTO 2012 ! Delivery: ! Every month: one major release ! Every week: one minor release ! Lead-time: Metrics as of today M DEV Q/A PROD 4 weeks 4 to 6 weeks 10 WEEKS L DEV Q/A PROD 6 weeks 14 WEEKS 6 to 8 weeks
71. 71 © OCTO 2012 Create The Flow Quality At Large Scale Adapt Yourself To The Flow Steering The Flow Improve Agenda
72. 72 © OCTO 2012 5   IMPROVE
73. 73 © OCTO 2012 ! Improve your tools ! Manage problems Continuous Improvement
74. 74 © OCTO 2012 ! Improve your tools ! Manage problems Continuous Improvement
75. 75 © OCTO 2012
76. 76 © OCTO 2012 DevOps Collaboration 76 Share your toys !
77. 77 © OCTO 2012 Software Factory SVN Site 1 Site 2 Site 3 Business Analysts Green Pepper Automated deployment (chef) Dev Q/A Ops •  A totally automated build and deployment pipeline •  Deployment to server and terminals in one single click, whatever the target environment •  More than 100 deployment to production in 18 months PROD Jenkins
78. 78 © OCTO 2012 Technical and Business Metrics as Feedback Loop Business Transactions € Mbps Load Customer Creations Connected clients
79. 79 © OCTO 2012 ! Improve your tools ! Manage problems Continuous Improvement
80. 80 © OCTO 2012 Don’t shoot the messenger !
81. 81 © OCTO 2012 Establish a trust culture
82. 82 © OCTO 2012 Retrospective
83. 83 © OCTO 2012 YOU SAY IT ? YOU OWN IT !
84. 84 © OCTO 2012 ! 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! Team Leaders meeting
85. 85 © OCTO 2012 !   CONCLUSIONS
86. 86 © OCTO 2012 ! 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 Status after 18 months (more than 40 iterations !)
87. 87 © OCTO 2012 ! 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 Key factors of success
88. 88 © OCTO 2012 ?   QUESTIONS / ANSWERS