Spark 2013 Presentation of making the enterprise agile
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Scaling agile to the Enterprise is challenging. Learn more about a successful transformation including ideas you can leverage for you own business
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Spark 2013 Presentation of making the enterprise agile
- 1. A Practical Approach to Large Scale Agile Development Gary Gruver May 31, 2013
- 2. Gary Gruver: • 24 year veteran in high tech • Led HP’s 400+ developers on a journey from waterfall to agile development • Currently VP of QE, Release, and Operations at Macys.com
- 3. 4+ Year Large-Scale Agile Journey 400+ engineers around the world Over 10M lines of code High-end LaserJet printers and MFPs Embedded SW & FW Digital Sending and HP open Extensibility Platform
- 4. State of the Development Process: 2008 • Lengthy Build Integration & Testing Cycles 6 weeks + to get through a complete testing cycle (mainly manual) • Build integration taking 15-20% of resources a week to get fixes to main • Manual testing a key driver and constraint for adding products • Products Lagging the Competition Ongoing customer issues with consistency and lack of features • Marketing had essentially given up asking for FW innovations
- 5. State of the Development Process: 2008 • • Up to 10 different branches (driven by each product release window) in MFP • Costs out of control Development costs growing 2.5X from 20042008 and the business was still constrained CPE driving millions/year in CPE investments • Couldn’t Add Enough Resources 80-90% of resources just porting existing FW to new products and qualifying • Unable to add new products to the plans due to lack of FW resources • 20% of resources developing plans that quickly became obsolete
- 6. Firmware Development Transformation Integrated Tools Consistent Dev Environment Agile Development with Mini Milestones (Sprints) Fully automated unit and system test Organizational Change Management Continuous integration and test system Architected for product variability One branch for all products including CPE
- 7. Breakthrough Capacity Transformation Firmware Development for Development New Customer Capabilities FutureSmart FW Large Scale Agile Development Engine Defect Fixes • • • • • • 400+ developers 10+M LOC 75,000-100,000 LOC turmoil 100-150 Commits 10-15 builds /day 15,000 hours/day of testing (90% pass rate)
- 8. Cycletime Driver Improvements 2008 2011 Build Bosses 1 Week Continuous Integration 3hrs Number of Builds 1-2 Continuous Integration 10-15/Day Feedback on Main 1 Commit/Day Autorevert ~100 Commits/Day Full Manual Registration 6 Weeks Auto Regression Testing 24 Hrs
- 9. Development Cost Driver Improvements 2008 2011 Code Integration 10% Continuous Integration 2% Detailed Planning 20% Agile Planning 5% Porting Code 25% One Main Branch 15% Current Product Support 25% One Branch CPE 5% Manual Testing 15% Most Testing Automated 5% Capacity for Innovation ~5% Capacity for Innovation ~40%
- 10. State of the art FW development model 2008 2011 Costs out of control ~70% reduction in FW development cost per program Couldn’t add resources fast enough 50% reduction in FW headcount Lengthy build, integration and testing cycles Cont. integration, daily automated regression Products lagging the competition Vintage chart unleashed and capacity for innovation
- 11. Making an Enterprise Agile VS. Enabling Small Agile Teams in the Enterprise
- 12. Scrum ≠ Agile
- 13. Water Scrum Fall
- 14. Improvements Best Driven at the Enterprise Level ✔ Business Objectives/ Priorities ✔ Enterprise Level Continuous Improvement ✔ ✔ CI/CD and test automation infrastructure Planning Process
- 15. Business Objectives (Don’t “Do Agile”) Define Understand your Either automate, eliminate, orcost & cycle-time the engineer out your value proposition drivers drivers that aren’t key to the value prop
- 16. Business Objectives (Don’t “Continuous Delivery”) Increase the quality and frequency of feedback Reduce the time and resources between release branch & production Improve deployment repeatability
- 17. Interative Approach to Agile Management Mini-milestone Objectives Agile Adjustments Cascading Objectives to Track Progress Having real-time metrics is essential for the speed of agile & aligning the org. But don’t manage by metrics. Use the metrics to understand where to have conversations about what is not getting done. Learnings Conversations
- 18. Finding the offending code What Code? When? Are you sure it wasn’t Jez?
- 19. Embedded System Pipeline Cost of Testing Simulator Emulator Drive test escapes upstream Product
- 20. Continuous Integration and Test System STAGE 1 L1 Sim (10-14x/day) STAGE 2 L2 Sim (12x/day) L3 Emu (6x/day) L4 Sim (1x/day)
- 21. Embedded System Pipeline 100% 90% 80% 70% 60% Sim. Quality bar Emulator 50% Sim. Regression Product 40% 30% 20% 10% 0% 1 2 3 4 5 6
- 22. Building up a Large SW System Agile Comp 4 Agile Comp 2 Agile Comp 5 Agile Comp 3 Agile Comp 6 Legacy Waterfall IT 1 Interface Test Simulator Agile Comp 1 Legacy Waterfall IT 2 Legacy Waterfall IT 3
- 23. One of the biggest challenges with Agile Planning at the enterprise level is getting the organization to accept the uncertainty in SW development and appreciate the flexibility and opportunity.
- 24. Long Term Predictability for SW Schedules Do we really need the predictability of our current planning processes? Are our current planning processes really that accurate? Accuracy 100% Planning Investment
- 25. A Practical Approach to Large Scale Agile Development E-mail: [email protected] Blog: largescaleagile.com Twitter: @GRUVERGary