Leading APM, Enterprise Scrum, LeSS, DaD, SAFe, & RAGE Programs PDF
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Lean & Agile Enterprise Frameworks Leading APM, Enterprise Scrum, LeSS, DaD, SAFe, & RAGE Programs 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 Global Reduced Competition IT Budgets Work Life Obsolete Imbalance Technology & Skills Demanding 81 Month Customers Cycle Times •Overruns •Inefficiency Vague •Attrition •High O&M Overburdening Requirements •Escalation •Lower DoQ Legacy Systems •Runaways •Vulnerable •Cancellation •N-M Breach Organization Redundant Downsizing Data Centers Technology Poor Change System Lack of IT Security Complexity Interoperability 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 3 AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA. 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, just- enough, 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 Customer Collaboration Contracts • Frequent comm. • Multiple comm. channels valued • Contract compliance • Close proximity • Frequent feedback more than • Contract deliverables • Regular meetings • Relationship strength • Contract change orders Individuals & Interactions Processes • Leadership • Competence valued • Lifecycle compliance • Boundaries • Structure more than • Process Maturity Level • Empowerment • Manageability/Motivation • Regulatory compliance Working Systems & Software Documentation • Clear objectives • Timeboxed iterations valued • Document deliveries • Small/feasible scope • Valid operational results more than • Document comments • Acceptance criteria • Regular cadence/intervals • Document compliance Responding to Change Project Plans • Org. flexibility • System flexibility valued • Cost Compliance • Mgt. flexibility • Technology flexibility more than • Scope Compliance • Process flexibility • Infrastructure flexibility • 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. 5 Rico, D. F. (2012). Agile conceptual model. Retrieved February 6, 2012, from http://davidfrico.com/agile-concept-model-1.pdf Agile Enterprise Frameworks Dozens of Agile project management models emerged Many stem from principles of Extreme Programming All include product, project, & team management eScrum SAFe LeSS DaD RAGE - 2007 - - 2007 - - 2007 - - 2012 - - 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 Daily Scrum 15 minutes Feature Team + Scrum Master 1 Day Sprint Planning II 2 -4 Week Sprint 2 -4 hours Sprint Retrospective Sprint Product Backlog Refinement Backlog 5 -10% of Sprint PProrodduucct tB Oawcknleorg PProrodduuAcActrr teeB OaaawcknP2leo l-Sarg4np nhrioinnutgrs I PPotreondtuiacltl yIn Schreipmpeanbtle RSepvriienwt RSJepovriiinentwt 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
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