Al Shalloway is an acknowledged thought leader in how we design and develop software. In this post, he begins the conversation about where we are headed next. It seems that everyone is in software development these days and most agree that we need to improve. Al notes that the original manifesto mentions the Agile Manifesto mentions “the team 17 times, the customer 3 times, business twice and management not at all.” But rather than impaling the sacred Agile Manifesto cow, he offers us a place to start the conversation with his personal manifesto.
I think this is a wonderful place to start a conversation about where we go from here. If you have an opinion about how the software business needs to change, I encourage you to read this post.
Background and the Agile Manifesto.I have been asked several times to help in the rewrite of an Agile Manifesto. After having been involved in Snowbird 10 (the reunion of some of the original Agile Manifesto authors along with some others from the Lean/Kanban community) I realized there is no “Agile” community. Rather we have many sub-communities that are so diverse it is hard to think of them as being under one umbrella. click here for more…
Source: A Personal Manifesto | Net Objectives blog
If you have been here before, you know I’m a huge fan of Dean Leffingwell and his work on Agile. It seems that the mainstream business community is finally catching up. This is a great article by Jason Bloomberg for Forbes.
Scaling Agile Software Development for Digital Transformation
True digital transformation initiatives require change at multiple levels of the organization. Revamping the customer experience with digital technologies is never a superficial change, as it requires better, more flexible software as well as a dynamic, agile organization to drive innovation and to respond to marketplace changes.
Agile software methodologies like Scrum and Extreme Programming (XP) are now established approaches for building software in dynamic environments. Agile approaches don’t solve every software problem, however, as they typically work best with relatively small, self-organizing teams.
Scaling Agile to the enterprise level is a challenge that The Scaled Agile Framework® (also known as SAFe™) means to address, as it combines Agile approaches with more enterprise-centric organizational practices. Yet, while SAFe has led to several dramatic successes, challenges still remain, especially as enterprises undergo the broader organizational change necessary for digital transformation success.
Success with SAFe™
SAFe is an interactive knowledge base for implementing Agile practices at enterprise scale, according to its Web site. This enterprise-driven approach is largely the brainchild of Dean Leffingwell, Director and Chief Methodologist at Scaled Agile, Inc. Leffingwell has been a leader in the software development industry for decades, having founded Requisite, Inc., the makers of the RequisitePro requirements management tool, now part of IBMs Rational division.
According to Leffingwell, Agile methodologies alone do not address top-down questions of business strategy, as Agile teams work bottom-up. “You can’t add up opinions of people to come up with the business strategy,” explains Leffingwell. “Some things require centralized decision making.”
SAFE, therefore, provides the organizational structure for top-down, centralized decision making that works in conjunction with self-organizing Agile teams. “SAFe promotes the core values of empowerment and decentralization of control, but not the decentralization of everything,” says Leffingwell. “Cascading centralization and decentralization leaves empowerment to the troops.”
In fact, neither top-down nor bottom-up adequately describe SAFe, according to Leffingwell. “Program execution happens at the program and team levels,” he explains. “The traditional models of centralized program planning and micro-technical-management are a thing of the past with SAFe. That is empowering.”
This balance of top-down control and bottom-up empowerment has shown notable success at several enterprises. “We’ve seen extraordinary work,” Leffingwell says. “30-50% improvement in productivity and quality, as well as a 2X – 3X improvement in time to market.” Furthermore, many SAFe success stories had little or no Agile to begin with. “BMC Software, John Deere & Co, Discount Tire – none had real Agile at the start, or maybe just a few Scrum teams.”
John Deere, in fact, is one of SAFe’s most notable success stories. “We knew we needed to increase our speed to market while keeping our budget and resources static,” said Steve Harty, former Agile Release Train Manager at John Deere. “Moving our team to Scrum was scary, challenging, and liberating, all at the same time. Scrum was ‘our little secret’ that helped move our delivery time timeframe from 12-18 months to 2-4 weeks. Plus, our engineering teams were happier and customer satisfaction went up.”
Alex Yakyma is a thought leader in the SAFe community and this is a great article on the how’s and why’s related to kanban within the Scaled Agile Framework (SAFe).
Kanban for SAFe Teams
By Alex Yakyma
The use of Kanban techniques for managing workflow is growing in software, as well as in other industries. Originally a technique derived from lean manufacturing, Kanban is a lightweight way of visualizing and managing work of any kind. It’s easy to adopt and provides sophisticated constructs for continuing improvement as teams master the method.
While not a software-specific method by original intent, its application in software development can be quite useful. It provides a more granular view of the flow of work through the team, illustrates bottlenecks and delays to be addressed, and increases flow by application of work-in-process limits. Properly used, Kanban provides a powerful set of constructs that every software enterprise should be able to apply in the scaled systems context. This article describes how Kanban can used by SAFe Teams in the content of their Agile Release Train.