The Disciplined Agile Delivery: The Foundation for Scaling Agile

The Disciplined Agile Delivery: The Foundation for Scaling Agile
Mark Lines Managing Partner & Enterprise Agile Coach mark [at] scottambler.com @mark_lines © Scott Ambler + Associates

We’re going to cover a lot of ground
© Scott Ambler + Associates

© Scott Ambler + Associates
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. Agile Enterprise © Scott Ambler + Associates

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 Agile Enterprise Agile IT © Scott Ambler + Associates

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 Agile Enterprise Agile IT Agile Dev © Scott Ambler + Associates

Let’s explore several important questions….
What is an agile enterprise? What does agile IT look like? How does agile delivery work in enterprises? How do you transition to enterprise agility? © Scott Ambler + Associates

The Agile Enterprise © Scott Ambler + Associates

Agile/Scrum is a Good Starting Point
Introduction to Disciplined Agile Delivery Agile/Scrum is a Good Starting Point Construction focus Value driven lifecycle Self-organizing teams Prescriptive Project team aware To understand the need for the Disciplined Agile Delivery (DAD) process framework you must start by recognizing the realities of the situation which you face. The Process Context Framework (PCF) defines a roadmap to effectively adopt and tailor agile strategies to meet the unique challenges faced by an agile software development team. The first step to scaling agile strategies is to adopt a disciplined agile delivery lifecycle that scales mainstream agile construction strategies to address the full delivery process from project initiation to deployment into production. The second step is to recognize which scaling factors, if any, are applicable to your project team and then tailor your adopted strategies to address the range of complexities the team faces. © Scott Ambler + Associates © Scott Ambler + Associates

DAD Solidifies the Foundation
Introduction to Disciplined Agile Delivery DAD Solidifies the Foundation Delivery focus Risk-value driven lifecycle Self-organization with appropriate governance Goal driven Enterprise aware To understand the need for the Disciplined Agile Delivery (DAD) process framework you must start by recognizing the realities of the situation which you face. The Process Context Framework (PCF) defines a roadmap to effectively adopt and tailor agile strategies to meet the unique challenges faced by an agile software development team. The first step to scaling agile strategies is to adopt a disciplined agile delivery lifecycle that scales mainstream agile construction strategies to address the full delivery process from project initiation to deployment into production. The second step is to recognize which scaling factors, if any, are applicable to your project team and then tailor your adopted strategies to address the range of complexities the team faces. © Scott Ambler + Associates © Scott Ambler + Associates

Introduction to Disciplined Agile Delivery
Large teams Geographically distributed teams Compliance Domain or technical complexity Cultural issues Organizational distribution To understand the need for the Disciplined Agile Delivery (DAD) process framework you must start by recognizing the realities of the situation which you face. The Process Context Framework (PCF) defines a roadmap to effectively adopt and tailor agile strategies to meet the unique challenges faced by an agile software development team. The first step to scaling agile strategies is to adopt a disciplined agile delivery lifecycle that scales mainstream agile construction strategies to address the full delivery process from project initiation to deployment into production. The second step is to recognize which scaling factors, if any, are applicable to your project team and then tailor your adopted strategies to address the range of complexities the team faces. © Scott Ambler + Associates © Scott Ambler + Associates

Individuals must become a truly agile practitioner within the evolving context of the situation that they face They will require training, education and coaching To understand the need for the Disciplined Agile Delivery (DAD) process framework you must start by recognizing the realities of the situation which you face. The Process Context Framework (PCF) defines a roadmap to effectively adopt and tailor agile strategies to meet the unique challenges faced by an agile software development team. The first step to scaling agile strategies is to adopt a disciplined agile delivery lifecycle that scales mainstream agile construction strategies to address the full delivery process from project initiation to deployment into production. The second step is to recognize which scaling factors, if any, are applicable to your project team and then tailor your adopted strategies to address the range of complexities the team faces. © Scott Ambler + Associates © Scott Ambler + Associates

Teams will self organize their work strategy, their structure, and their collaboration paths to reflect the context of the situation that they find themselves in They will require guidance to do so effectively To understand the need for the Disciplined Agile Delivery (DAD) process framework you must start by recognizing the realities of the situation which you face. The Process Context Framework (PCF) defines a roadmap to effectively adopt and tailor agile strategies to meet the unique challenges faced by an agile software development team. The first step to scaling agile strategies is to adopt a disciplined agile delivery lifecycle that scales mainstream agile construction strategies to address the full delivery process from project initiation to deployment into production. The second step is to recognize which scaling factors, if any, are applicable to your project team and then tailor your adopted strategies to address the range of complexities the team faces. © Scott Ambler + Associates © Scott Ambler + Associates

IT departments are often sophisticated entities with teams addressing a wide range of situations and a wide range of goals Agile delivery teams are just part of the overall mix, as are operations teams, architecture teams, portfolio management teams, and many more IT organizations will need to adopt a wide range of strategies that reflect the challenges that they face To understand the need for the Disciplined Agile Delivery (DAD) process framework you must start by recognizing the realities of the situation which you face. The Process Context Framework (PCF) defines a roadmap to effectively adopt and tailor agile strategies to meet the unique challenges faced by an agile software development team. The first step to scaling agile strategies is to adopt a disciplined agile delivery lifecycle that scales mainstream agile construction strategies to address the full delivery process from project initiation to deployment into production. The second step is to recognize which scaling factors, if any, are applicable to your project team and then tailor your adopted strategies to address the range of complexities the team faces. © Scott Ambler + Associates © Scott Ambler + Associates

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. To understand the need for the Disciplined Agile Delivery (DAD) process framework you must start by recognizing the realities of the situation which you face. The Process Context Framework (PCF) defines a roadmap to effectively adopt and tailor agile strategies to meet the unique challenges faced by an agile software development team. The first step to scaling agile strategies is to adopt a disciplined agile delivery lifecycle that scales mainstream agile construction strategies to address the full delivery process from project initiation to deployment into production. The second step is to recognize which scaling factors, if any, are applicable to your project team and then tailor your adopted strategies to address the range of complexities the team faces. © Scott Ambler + Associates © Scott Ambler + Associates

The Agile IT Department

Organizing an IT Department
Guide the organization in IT-related manners Teams provide consumable solutions on a regular basis in a context-driven manner Operate and support the IT ecosystem © Scott Ambler + Associates

Where the IT Budget Typically Goes
5-10% 15-25% 65-80% © Scott Ambler + Associates

Where We’d Like the IT Budget to go
5-10% 35-50% 40-50% © Scott Ambler + Associates

Guiding the organization in IT-related manners
People Management Portfolio Management Guiding the organization in IT-related manners Program Management Enterprise Architecture Reuse Engineering © Scott Ambler + Associates

Providing consumable solutions on a regular basis
Continuous Delivery Exploratory/Lean Startup Providing consumable solutions on a regular basis in a context-driven manner Lean/Kanban Agile/Scrum Other Lifecycles Release Management © Scott Ambler + Associates

Operating and supporting the IT ecosystem
Operations Support Operating and supporting the IT ecosystem Continuous Improvement Governance © Scott Ambler + Associates

What Does DevOps Mean to Your Organization?
Continuous delivery? + streamlined operations and support? Streamlined build (dev) + streamlined run (ops)? Your DevOps strategy will reflect your organizational goals © Scott Ambler + Associates

What Does “Agile at Scale” Mean to Your Organization?
Agile for the IT department? What Does “Agile at Scale” Mean to Your Organization? Large-scale Scrum? + Build for large agile/lean teams? There is no one right answer for how to scale agile to the IT level. © Scott Ambler + Associates

Disciplined Agile Delivery (DAD) This deck has been developed by the Disciplined Agile Consortium (DAC), This deck overviews the Disciplined Agile Delivery (DAD) process decision framework. It may be used, and distributed, free of charge as long as the DAC logo and copyright remains visible on each slide. © Scott Ambler + Associates

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 The Disciplined Agile Delivery (DAD) decision process framework is a people-first, learning-oriented hybrid agile approach to IT solution delivery. It has a risk-value delivery lifecycle, is goal-driven, is enterprise aware, and is scalable.” Many organizations start their agile journey by adopting Scrum because it describes a good strategy for leading agile software teams. However, Scrum is only part of what is required to deliver sophisticated solutions to your stakeholders. Invariably teams need to look to other methods to fill in the process gaps that Scrum purposely ignores. When looking at other methods there is considerable overlap and conflicting terminology that can be confusing to practitioners as well as outside stakeholders. Worse yet people don’t always know where to look for advice or even know what issues they need to consider. To address these challenges the Disciplined Agile Delivery (DAD) process decision framework provides a more cohesive approach to agile solution delivery. There are clearly some interesting aspects to the DAD framework. DAD is a hybrid approach which extends Scrum with proven strategies from Agile Modeling (AM), Extreme Programming (XP), Unified Process (UP), Kanban, Lean Software Development, Outside In Development (OID) and several other methods. DAD is a non-proprietary, freely available framework. DAD extends the construction-focused lifecycle of Scrum to address the full, end-to-end delivery lifecycle from project initiation all the way to delivering the solution to its end users. It also supports lean and continuous delivery versions of the lifecycle: unlike other agile methods, DAD doesn’t prescribe a single lifecycle because it recognizes that one process size does not fit all. DAD includes advice about the technical practices such as those from Extreme Programming (XP) as well as the modeling, documentation, and governance strategies missing from both Scrum and XP. But, instead of the prescriptive approach seen in other agile methods, including Scrum, the DAD framework takes a goals-driven approach. In doing so DAD provides contextual advice regarding viable alternatives and their trade-offs, enabling you to tailor DAD to effectively address the situation in which you find yourself. By describing what works, what doesn’t work, and more importantly why, DAD helps you to increase your chance of adopting strategies that will work for you. For more information, visit © Scott Ambler + Associates

The DAD framework fully addresses the agile and lean lifecycles for Build…
Continuous Delivery Exploratory/Lean Startup Lean/Kanban Agile/Scrum © Scott Ambler + Associates

High Level Lifecycle There’s more to solution delivery than construction © Scott Ambler + Associates

Basic/Agile Lifecycle
This lifecycle presents a more detailed view of what we call the Agile/Basic DAD lifecycle which extends Scrum’s construction lifecycle. In addition to this being a more detailed view of the lifecycle, there are several interesting aspects to this lifecycle: It’s iteration based. Like many agile methods, including both Scrum and XP, the solution is built incrementally in a time-boxed manner. These timeboxes are called iterations (what Scrum calls sprints). It uses non-Scrum terminology. Although the lifecycle is Scrum-based we chose to use non-branded terminology in DAD, in the case of this diagram the term iteration instead of sprint. The terminology doesn’t really matter, so if you’re more comfortable with Scrum terminology use that instead. It shows inputs from outside the delivery lifecycle. Although the overview diagram above showed only the delivery lifecycle, the detailed diagram below shows that something occurs before the project before Inception and that agile teams often get new requirements (in the form of change requests and defect reports) coming in from production. These inputs provide important context for the overall delivery lifecycle. There is a work item list, not a product backlog. DAD has a greater scope than Scrum, and when you take this greater scope into account you begin to realize you need a more robust change management approach than Scrum’s product backlog. Work items include requirements, defects, and other non-functionality oriented work such as training, vacations, and assisting other teams. All of this work needs to be prioritized somehow, not just implementation of requirements. For more on this, read Agile Best Practice: Prioritized Requirements. In includes explicit milestones. Along the bottom of the lifecycle diagram there is an indication of suggested light-weight milestones that DAD teams should strive to meet. Such milestones are an important aspect of agile governance. We call this the basic/agile lifecycle because it’s likely where you’re going to start with DAD. Common scenarios for adopting this version of the lifecycle include situations where you’re extending Scrum to be sufficient for your needs or you’re transitioning from RUP to a disciplined agile approach. A full Scrum-based agile delivery lifecycle. © Scott Ambler + Associates

Lean Lifecycle This diagram depicts what we call the Advanced/Lean DAD lifecycle. There are several interesting features to this lifecycle: It supports a continuous flow of delivery. In this lifecycle the solution is deployed as often, and whenever, it makes sense to do so. Work is pulled into the team when there is capacity to do it, not on the regular heartbeat of an iteration. Practices are on their own cadences. With iterations/sprints many practices (detailed planning, retrospectives, demos, detailed modeling, and so on) are effectively put on the same cadence, that of the iteration. With a lean approach the observation is that you should do something when it makes sense to do it, not when the calendar indicates that you’re scheduled to do it. It has a work item pool. All work items are not created equal. Although you may choose to prioritize some work in the “standard” manner, either a value-driven approach as Scrum suggests or a risk-value driven approach as both DAD and RUP suggests, but other work may fit this strategy. Some work, particularly that resulting from legislation, is date driven. Some work must be expedited, such as fixing a severity one production problem. So, a work item pool and not a prioritized stack makes a bit more sense when you recognize these realities. We call this the advanced/lean lifecycle because it’s something we see teams evolve to over time. They often start with the basic lifecycle described earlier but as they learn, as they improve the way that they work, the lifecycle they follow becomes leaner. A full lean delivery lifecycle © Scott Ambler + Associates

Lean Continuous Delivery Lifecycle
This diagram depicts a Continuous Delivery version of the DAD lifecycle. It is basically a leaner version of the previous lifecycle where the product is shipped into production or the marketplace on a very regular basis. This could be often as daily, although weekly or monthly is quite common too. Your evolutionary end goal? © Scott Ambler + Associates

Exploratory “Lean Startup” Lifecycle
This lifecycle is followed by agile or lean teams that find themselves in startup or research situations where their stakeholders have an idea for a new product but they do yet understand what is actually needed by their user base. As a result they need to quickly explore what the market wants via a series of quick learning experiments. In effect this lifecycle is a replacement for the Inception phase of other DAD life cycles See Sometimes it takes time to identify what your stakeholders actually need © Scott Ambler + Associates

DAD is Goal-Driven, Not Prescriptive

Some Scope Modeling Options (from the book)
© Disciplined Agile Consortium

More Scope Modeling Options (from the book)
You have choices! © Disciplined Agile Consortium

The DAD framework is now being extended to address the rest of IT
People Management Release Management Portfolio Management Operations Program Management Support Enterprise Architecture Continuous Improvement Reuse Engineering Data Management Release Management IT Governance © Scott Ambler + Associates

Our Claim: The DAD framework provides a solid foundation from which to scale agile © Scott Ambler + Associates

Comparing DAD to SAFe © Scott Ambler + Associates

Where SAFe is a Good Fit Many people confuse: the needs of large organizations to deliver solutions in an agile manner Vs the need to deliver large software initiatives (100+ people) SAFe provides a pattern/framework for delivering large software initiatives – we needed that! Does your organization have projects this size? Or do you have many small-medium sized projects of many types across many lines of businesses? Does SAFe provide flexibility for all types of projects? © Scott Ambler + Associates

Contrasting SAFe with DAD
is a process decision framework, not specifically a scaling framework provides a solid foundation required for scaling successfully suitable for small, medium, and large teams provides various non-prescriptive strategies for scaling any organization can use DAD SAFe often seen as a silver bullet can be a poor fit for many organizations SAFe is a good approach for large initiatives most organizations will need other approaches © Scott Ambler + Associates

In Summary…. What DAD is not Another agile methodology Just for scaling agile Complicated and hard to implement What DAD is A process decision framework Advice for small, medium, and large teams Relatively easy to learn and implement Freely available! “Pragmatic agile” © Scott Ambler + Associates

My parting advice…. 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. © Scott Ambler + Associates

Thank you! Scott Ambler + Associates Mark [at] scottambler.com @mark_lines Disciplined Agile Delivery: A Practitioner’s Guide, by Scott Ambler & Mark Lines DAD Blog: DAD Certification: DAD LinkedIn Discussion Group DAD YouTube Channel © Scott Ambler + Associates

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 © Scott Ambler + Associates

Shuhari and Disciplined Agile Certification
Module 2 - Agile Foundations 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. We have adopted a Shuhari strategy for this certification program. Shuhari is a martial arts concept that represents the stages of someone's learning: Shu (Learn). 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. This beginner stage of learning is represented by the Disciplined Agilist-Yellow Belt certification. Ha (Detach). 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. This intermediate stage of learning is represented by the Disciplined Agilist-Green Belt certification. Ri (Transcend). At the ri stage you seek to extend and improve upon disciplined agile techniques, sharing your learnings with others. This "master" stage of learning is represented by the Disciplined Agilist-Black Belt certification. © Disciplined Agile Consortium © Scott Ambler + Associates

DAD is a Hybrid Framework
SAFe DevOps …and more Outside In Dev. “Traditional” Agile Data Extreme Programming Unified Process Agile Modeling Scrum Kanban Lean DAD leverages proven strategies from several sources, providing a decision framework to guide your adoption and tailoring of them in a context-driven manner. © Scott Ambler + Associates

Disciplined Agilists Take a Goal Driven Approach
Advantages Disadvantages Considerations Goal Factor Option Default Option * * Indicates a preference for the options towards the top 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 Co-located Partially dispersed Fully dispersed Distributed subteams © Scott Ambler + Associates

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 © Scott Ambler + Associates

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 Enterprise Team Delivery Team © Scott Ambler + Associates

Example: Architecture Ownership (AO) Team
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) © Scott Ambler + Associates

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 Service Request Delivery Team Service Team Service © Scott Ambler + Associates

Example: Database Administration (DBA) Team
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) © Scott Ambler + Associates

The Current State of Agile

How Would You Characterize Your Team’s Development Process?
Overall this is very positive. Adopting agile techniques appears to be very low risk overall. Source: DDJ State of the IT Union 2014 Q2 Survey © Scott Ambler + Associates

I would rate my organization’s adoption of agile as…
Overall this is very positive. Adopting agile techniques appears to be very low risk overall. Source: SA+A 2014 Agile Adoption Survey © Scott Ambler + Associates

Agile Adoption and Success Rates
Question: To your knowledge, has your organization successfully applied agile techniques/strategies/processes on one or more development projects? Implication: 86% of respondents work in organizations that are at least trying agile techniques. Source: Dr. Dobb’s Journal (DDJ) Sept 2012 State of IT Union Survey © Scott Ambler + Associates

Agile Failure Rates Question: To your knowledge, has the organization unsuccessfully applied agile techniques/strategies/processes on one or more development projects? Implication: Agile adoption isn’t always easy. However, the majority organizations are experiencing success with agile. Source: DDJ Sept 2012 State of IT Union Survey © Scott Ambler + Associates

Organizations Are Successfully Applying Agile at Levels of Scale
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 Source: DDJ Summer 2012 State of the IT Union Survey © Scott Ambler + Associates

What Scaling Factors Do Software Development Teams Face?
Compliance = The team faces legislated compliancy issues (e.g. FDA, Sarbanes Oxley) or imposed compliancy (e.g. CMMI) Organizationally distributed = People from outside your company (e.g. contractors or outsourcers) are involved OR business people from several divisions involved Complex technology = Team is working on multiple platforms, with legacy systems, or with legacy data sources Complex domain = Team considers the domain they’re addressing to be complex or very complex Geographically distributed = One or more team members are working at a different location from the main team (e.g. in their own cubes or offices, on different floors, in different buildings, …) Source: DDJ State of the IT Union 2014 Q2 Survey Copyright 2014 Scott W. Ambler

Common Enterprise Challenges to Agile
Bureaucratic cultures Differing IT and business goals Short term investment horizons Inflexible governance Little support for learning and experimentation Organizational dependencies © Scott Ambler + Associates

The Disciplined Agile Delivery: The Foundation for Scaling Agile

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