India Agile Week 2015
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Implementing distributed agile framework with Scrum, XP & Effective Tools usage Dev ops. C. Padma presented this presentation during India Agile week 2015 - Bangalore
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India Agile Week 2015
- 1. Location : Bangalore…………… Date : 19-Jun-2015………………………………………………………. Name of the Speaker : C. Padma……………………………………. Company Name : Sonata Software Ltd……………………… www.unicomlearning.com Bangalore India Agile Week 2015, Bangalore http://www.agileinbusiness.com/bangalore/2015/India_agile_week/ 19 June 2015, Bangalore
- 2. http://www.agileinbusiness.com/bangalore/2015/India_agile_week/ Bangalore Implementing distributed agile framework with Scrum, XP & Effective Tools usage Dev ops TOPIC
- 3. Context Distributed Agile Distributed Agile Development Processes DevOps DevOps Practices Continuous integration , Continuous Testing Continuous Delivery and Deployment, Quality Gates Example Cases Detailed Case study Agenda
- 5. DBT – Define/Build/Test ART – Agile Release Train RTE – Release Train Engineer PSI – Potentially Shippable Increment NFR – Non-functional Requirements RMT – Release Management Team SAFe – Scaled Agile Framework DAD – Disciplined Agile Delivery LeSS – Large Scale Scrum TLA – Three Letter Acronym
- 6. Investment Theme Business Need Epic Story Story Story Epic Story Story Technology Need Epic Story Epic Story Story StoryEpic Portfolio Program Team Large Scale Programs Business Priorities: - Time to market - Response to changes - Predictability - Quality - Delivered value - Lean - Visibility Investment Themes Value Streams Feature Value
- 7. Investment Themes => Budgets Centralized Strategy Large Development Initiatives => Epics Features User stories Program Level Roles: Program Manager, Product Manager, System Architect, Release Management Team, UX & Shared resources, DevOps Cross Functional Scrum Teams Scaled Agile
- 8. Issues: - Dependencies that block - Risks that explode - Unrealistic plans - Unstaffed priorities - Frequent pivots - Code merge nightmare - Lack of automation leading to poor quality - Cost management - Lack of commitment - Late delivery Distributed Agile Teams Distributed Agile Development framework coupled with DevOps practices and tools can scale and address many of these challenges and concerns
- 9. SPRINT EXECUTION During the Sprint, Distributed Scrum team Self-organized to produce the product increment defined by the sprint backlog Owners should pick up the backlog for development and allocate their name TDD is must in Distributed Scrum team to ensure the code is not breaking Practice Continuous Integrations from day one Publish the Daily build status to all stakeholders
- 10. INFORMATION RADIATOR (KANBAN BOARD) cxcxzc The task board are used to show status of task on a Project Management tool (ex. Rally or VersionOne) Scrum team moves the backlog through its completion Is an "information radiator" Serves as a focal point for the daily meeting, keeping it focused on progress and obstacles Story: Represents all the user stories that the team has committed to work on during the current sprint. To Do: The backlog/user story and tasks that remain to be accomplished are in the far left column In Progress: The backlog/user story and tasks the development team is currently working on Done: Any task that which no longer requires any further work and is completed Blocker:Any Task that cannot proceed further should be marked under blocker
- 11. SCRUM OF SCRUMS A technique to scale Scrum up to large groups (over a dozen people), consisting of dividing the groups into Agile teams. Scrum of Scrums would be done with multiple Scrum Master working on Same Program Timelines of Scrum of Scrum could be daily/bi-weekly/weekly. Depends on the Intensity of the Release cycles Consolidated reports are created with status of Sprints Highlight the Project Risk and dependency with owners responsible to clear the impedance.
- 12. ALM & DEVOPS
- 13. TOOLS ECOSYSTEM 13PMO Tools for High Level Planning, Estimation, Budgeting etc. Cross geography collaboratio n & visibility Requiremen ts, Knowledge Sharing & Collaboratio n Distributed & Replicated Code Repository Distributed Reviews & Developme nt Quality Functional and non functional quality & traceability Release Planning & Project Monitoring Continuous Integration Key Principles • Tool set should be simple to use and provide minimal overhead to development & project management community • They should support cross team / geography visibility with minimal manual effort in collation and reporting of data • Should integrate with the overall tools ecosystem to allow for good traceability and cross information flow • Toolset should provide maximum agility to individual projects but at the same time have capability to provide portfolio / program level roll-ups, trends and reporting
- 14. SONATA’S DEVOPS FRAMEWORK CICD PIPELINE
- 15. DISTRIBUTED AGILE PROJECTS @ SONATA # Business Problem Program details Business benefits 1 Deliver an E-Commerce platform as a framework to make it scalable to accommodate any future multi-channel requirements, using hybris Multiple Suppliers, 6 Locations, 2+ Years duration, 300+ team members, Matured Distributed Agile processes Quick Business Value realization at high quality, Releases in- time for bus. peaks 2 Modernizing ERP product: SaaS based Multi-tenant distributed web solution using Managed Microsoft Azure cloud services Quick Time to Market – 18months, 200+ teamsize, Teams in 3 Locations, Technologically challenging – innovative architecture Kept up the Release promises to market 3 Modernizing Order Management System for a Fortune500 co. Multiple Suppliers, 3 Locations, 2+ Years duration MVP releases in quick successions
- 16. DISTRIBUTED AGILE PROJECTS @ SONATA # Business Problem Program details Business benefits 4 Transforming execution process model of Sonata’s SaaS platform to Agile, DevOps model Transforming the Release process to Incremental, automated process Quick Business Value realization at high quality, Releases in- time for customers
- 17. SUCCESSFUL PATTERNS & ANTI-PATTERNS IN DISTRIBUTED AGILE DEVELOPMENT Program Onboarding & Kickoff Use of High Communication Modes Proxy Involvement in Key Sprint Ceremonies Common Standards, Frameworks, Tools and Engineering Practices Integrated global code base and single continuous integration server Shared Community Rotating members Paired Remote work Missing Daily Standups/scrum of scrums Team members not talking in daily stand ups Not having a local scrum master Trying to define more/all specification up front Sending screen shots for Sprint Review/Demo instead of showing working software Involving non-scrum team members in retrospectives
- 18. AGILE IMPLEMENTATION – CASE STUDY T e a m O n s i t e & O f f s h o r e D e v e l o p m e n t , B a n g a l o r e & U K • Customer had defined the objective of providing seamless customer experience to their customers via the adoption of Omni-channel commerce. Business process Need • Deliver an E-Commerce platform as a framework to make it scalable to accommodate any future multi-channel requirements. Technology Need • To have a single white label solution for online Selling, irrespective of brand and UI requirements across all websites IT Development Process Need • Drive towards agile delivery to introduce shorter delivery cycles across the entire delivery program, establish a ruthless focus on delivering real business and end- customer value, and to nurture a strong collaborative ethos between the IT and Business communities.
- 19. THE BIG PICTURE CategorisationDemand Demand Planning & Platform Architecture Impact Assessment Solutions Delivery • Categorisation – Large projects, small changes, operational incidents, self-service changes • Architecture Impact assessment • Balance demand and supply/capacity • Update Work Roadmap of IT and non-IT work to be delivered • Update Architecture Landscape / Roadmap Service Delivery Roadmap • Agile methodology to work in a distributed environment • All IT category work form part of eCommerce “Product Backlog” jointly maintained by eCommerce business and IT • Sprint based development - each sprint being a testable and release candidate • Independent system integration test for a Release spanning sprints driven by automated regression testing • Design Authority for design governance • Automated tool based Environment, release and Change management overlaid on refined as-is processes • Website operational SLA tracking and management - backed by operational support matrix including internal teams and suppliers • Supplier contract management Product Backlog Demo Discovery Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 3 Sprint 4 Sprint 5 Sprint 6 UAT 4 Weeks Sprints – Design, Develop, Test Demo Demo Demo Demo Demo Go live Solution Design Product backlog grooming Release planning Requirements Elicitation & Definition Product backlog and User story creation Time 4 Weeks 4 Weeks Performance Testing Security Testing Customer Testing & Bug Fixing 4 Weeks ProcessCompliance andImprovement DeliveryExcellence Resource&Cost management PMO Innovation and Value Adds CCoE
- 20. AGILE DEVELOPMENT FRAMEWORK •Agile framework combining the best practices of both of Scrum and XP.
- 21. IMPLEMENTATION METHODOLOGY Evaluation & Discovery •Business requirements •Blueprint including technical feasibility •Product Backlog updated with MusCoW ratings for Release planning Solution Design & Release Planning •Velocity planning and Minimal Viable Product (MVP) finalisation •Risk, Issues and Dependency management •Configuration management plan •Release plan including testing and deployments Build and Test •Detailed design, coding, unit and sprint test •Continuous Integration - build released for testing and acceptance every sprint •Show & Tell to Business Product Owner •Build Automation Test Scripts for Ongoing Regression Testing Deployment and Support •Release into test for performance and security test •Release into production upon MVP completion •Transition support to Business as Usual (BAU) •Configuration management for supporting parallel BAU and Project delivery Demo Discovery Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 3 Sprint 4 Sprint 5 Sprint 6 UAT 4 Weeks Sprints – Design, Develop, Test Demo Demo Demo Demo Demo Go live Solution Design Product backlog grooming Release planning Requirements Elicitation & Definition Product backlog and User story creation Time 4 Weeks 4 Weeks Performance Testing Security Testing Customer Testing & Bug Fixing 4 Weeks ProcessComplianceand Improvement DeliveryExcellence Resource&Costmanagement PMO Innovation and Value Adds
- 22. WEB DEVELOPMENT EXECUTED AS A PROGRAM Program Projects Scrum Team 1 Scrum Team 2 Scrum Team 3 Scrum Team 4 Scrum Team 5 Scrum Team 6 Scrum Team 7 BAU Scrum Team 1 Scrum Team 2 Scrum Team 3 Scrum Team 4 Scrum Team 5 • Interdependencies between Projects • Dependencies between Projects and BAU • Common Code Platform • Each is a part of the overall program Web deliverables being managed as a Program with 12 scrum teams - facilitates optimization of costs, resources and staffing, integrates and resolves inter project dependencies and deliverables, and thereby ensuring achievement of expected benefits Goals - Ensure timely completion of all the milestones in the program roadmap within budget and meeting quality objectives - Driving value and cost optimization - Improving operational efficiency
- 23. SCRUM TEAM ONSITE-OFFSHORE STRUCTURE • Distributed Roles leverage location and skills advantages • Ownership and involvement of business demands from local product owners when operating an off-shore development • Scrum managed through a single view of the Kanban Board and burn-down of user stories • Code Base can be Single or Multiple and can be managed with Single Version Control System or Distributed Version Control System (DVCS) • Building Automation Testing with N-1 Sprint Code Developed for ensuring Better Quality throughout with additional development in progress. Scrum Master Agile Delivery Lead Product Owner TestersDevelopers Test Lead Tech Lead Business Analyst Team Onsite Offshore BAT Tester
- 24. SINGLE PRODUCT – LARGE SCALE SCRUM TEAM • One Product Owner & upto 6 parallel streams to speed up the development • Sprint Cycles synchronized • Single Code Base across the teams. Dedicated attention for avoiding Code merge issues • Area Product Owner, Scrum Master can be from Sonata/Client based on area of expertise • High-Level MVP is owned by the Main Product Owner and distributed to Area Product Owner. • Release management team synchronizing all scrum teams • Quality Control by DevOps
- 25. Business Leads Selling PM & Programme Manager IT PM Supplier 3Supplier 2Supplier 1 Selling Delivery Manager UI Development Integration Development UX Team Architecture team Service Delivery BA Supply Partners/Offshore Development Customer Sonata Onshore Technical Leads x3 Suppliers Testing Manager Supplier 4 Sonata Development & Test Sonata Development & Test Sonata Development & Test Scrum Master Scrum Master Scrum Master DISTRIBUTED SUPPLIER INTERACTION – OFFSHORE & ONSITE
- 26. Tools Ecosystem contd.. ALM SCM BUILD CI Analyze Test Release Continuo us Integratio n Continuo us Quality Continuo us Delivery “Shift Left Practice” of DevOps being adopted • Early integration testing through automation • Early Performance focus through profiling in Dev • Early security testing
- 27. METRICS FOR MEASURING DELIVERY 2
- 28. OUTCOME - A STEADY STATE OPERATING MODEL Program Operating Model Demand Categorisa tion and Product Roadmap Agile Developm ent Delivery Testing Applicatio n support and Service Delivery People – Structure and Skills & Knowledge developm ent • Processes are defined - improved quality and reduced costs, with fewer errors and subsequent re-work •Stakeholders understand how we do business – reduced confusion and improved satisfaction levels •Clear direction - decisions keep us going in the right direction •Delivery times reduced - due to increased efficiency •Continuous improvement - mechanisms are in place to involve everyone •Staffing levels are correct - better estimation achievable leading to flexible engagement with suppliers •Information at hand - the right information is available to influence key decisions Multi-level Governance Process definition - what, who and when Tools,Templates& Guidelines KPIbasedMeasurement
- 29. BENEFITS REALIZED 29 •Reduction in Coordination effort •Reduction in Test Support •Reduction in Test Effort •Reduction in Management Effort 10-15% Reduction in Cycle Time Around 15% Cost Saving Around 30% Improvement in Quality Index (Defects/PD)
- 30. Speaker Name: C. Padma……………………. Email ID: [email protected] …………... Organized by UNICOM Trainings & Seminars Pvt. Ltd. [email protected] India Agile Week 2015, Bangalore http://www.agileinbusiness.com/bangalore/2015/India_agile_week/ Bangalore
Editor's Notes
- #8: Distributed agile teams can exist in different forms: Product Owner is onshore, Team is offshore Team split between two or more locations A complex environment where product owner not with onshore team and development team distributed across time zones