4. THE EDW AGILE RELEASE TRAIN
Average delivery cycle time down from 12 month to 3 months
Frequency of delivery increased from quarterly to fortnightly
Cost to deliver down 50%
95% decrease in product defects
100% projects delivered on time and on budget
Happy project sponsors (NPS 29)
Happy teams (Team NPS 43 )
5.
6.
7. THE AGILE RELEASE TRAIN
• A virtual organization of 5 – 12 teams (50-100 individuals) that
plans, commits, and executes together
• Common cadence and normalized story point estimating
• Aligned to a common mission via a single program backlog
• Operates under architectural and UX guidance
• Produces valuable and evaluate-able system-level Potentially
Shippable Increments (PSI) every 8-12 weeks
The ART is a long-lived, self-organizing team of agile teams
that delivers solutions
Define new
functionality
Implement
Acceptance
Test
Deploy
Repeat until further notice. Project chartering not required.
9. THE BEST WAY TO START
Train everyone at the
same time
Same instructor,
same method
Cost effective
Align all teams to
common objectives
Commitment
Continue training
during planning
Orientation for
specialty roles
Open spaces
Tool training for
teams
Training:
SAFe
ScrumXP
Release
Planning
Enterprise
Scrum
Master
Quickstart
Enterprise
Product
Owner
Quickstart
Mon Tue Wed Thu Fri
Tooltraining
You
Are
Agile,
Now
When you find the first train, go “All In” and “All at Once”
11. STRUCTURING THE AGILE RELEASE TRAIN
Deployment
Services
Pipeline Services
(connecting, feeding, and shielding the delivery
teams. Identification of strategic opportunities)
Development Service
(engaged and delivering directly to
Epic/Feature Owners)
Leadership Team ‘Loco’
+ Specialist Chapters
(virtual teams made from the workers themselves)
SD
System Team
(identifies, manages, and eliminates bottlenecks)
Team
Collaboration
14. RELEASE PLANNING
• Two days every 8-12 weeks
• Everyone attends in person if at all possible
• Product Management owns feature priorities
• Development team owns story planning and high-level estimates
• Architects, UX folks work as intermediaries for governance,
interfaces and dependencies
• Result: A committed set of program objectives for the next PSI
Cadence-based PSI/Release Planning meetings are the “pacemaker”
of the agile enterprise
16. THE FOUNDATION IS LEAN LEADERSHIP
16PRESENTATION TITLE | PRESENTER NAME | DATE |
16PRESENTATION TITLE | PRESENTER NAME | DATE |
17. SCALING THE PRODUCT OWNER
Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12
21. CONTINUOUS INTER-TEAM COORDINATION
• Agile team members may visit
other team’s…
• Backlog grooming: to see what’s
coming next sprint, request
adjustments
• Sprint planning: request
adjustments
• Daily standups: follow up on
execution
• Team Demo: summarize current
stage
Agile teams self-manage dependencies and resolve risks
Agile Team 1
Agile Team 2
Dependent
story
Join other
team scrum
ceremony