Scaling Pega Express What is this module This

Scaling Pega Express™

What is this module? • This deck discusses using frameworks to scale Pega Express • It is intended for a broad audience, including – Customers – Clients – Partners – Pega salespeople – Pega Consulting professionals 2

Why does an organization need to scale agility? • Any organization is made up of many teams • Each team typically has its own – – Culture Philosophies Collection of “best practices” Goals • Getting the efforts of all these teams in sync can be very difficult, but it’s just what’s required to scale agility effectively 3

What is agility at scale? • Agility at scale: Implementing the Agile Manifesto and its 12 principles beyond the scope of a few delivery teams • Tactical agility at scale: empowering individual delivery teams to work together in an agile way • Strategic agility at scale: applying agile and lean strategies broadly across an entire organization 4

Pega Express at scale • Pega Express is primarily a tactical method, focusing on delivering value early and often • So, scaling Pega Express beyond a few teams is primarily a matter of tactical agility at scale • We will, though, discuss some aspects of strategic agility at scale that apply to Pega Express 5

Scaling Pega Express: Common themes Ideas that apply to scaling agility in general, no matter which framework an organization uses to accomplish it 6

Characteristics of agility at scale Multiple teams delivering solutions Multiple programs delivering value Delivery efforts based on core agile practices & principles 7

Some challenges of agility at scale The “what” • Managing backlogs The “how” • • • Synchronizing/aligning scrum teams Resolving inter-team dependencies Mitigating technical risk and avoiding poor quality Integrating part-time and shared resources Overseeing large projects Funding programs in an agile way 8

Pega Express and agility at scale • Pega Express doesn’t offer guidance to address any of these challenges The “what” • Managing backlogs • Pega Express scales by coexisting with a number of the frameworks available to support the scaling of agility The “how” • Synchronizing/aligning scrum teams • Resolving inter-team dependencies • Mitigating technical risk and avoiding poor quality • Integrating part-time and shared resources • Overseeing large projects • Funding programs in an agile way 9

Scaling Pega Express: Implementing frameworks Tying concepts in Pega Express to concepts in specific scaling frameworks 10

Organizations use frameworks to scale … • Typically, organizations will initially attempt to scale their agile efforts organically, allowing teams to work out how to work together • That may work for a while • At some point, though, all of those selforganizing teams need a framework to guide them to a common goal 11

… and there are many frameworks to choose from 12

Frameworks and the challenges of agility at scale • Each framework attempts to address most (if not all) of these challenges The “what” • Managing backlogs • They differ in – How thoroughly – they address each one – How much organizational change they require • This deck focuses on the Scaled Agile Framework (SAFe) – Please address questions about other frameworks to Methodology@pega. com The “how” • Synchronizing/aligning scrum teams • Resolving inter-team dependencies • Mitigating technical risk and avoiding poor quality • Integrating part-time and shared resources • Overseeing large projects • Funding programs in an agile way 13

Scaled Agile Framework (SAFe) 14

Portfolio SAFe: a brief overview • SAFe can be implemented in any of 4 configurations, based on the implementing organization’s size and complexity • We will discuss Portfolio SAFe, the second-most robust configuration • Fundamentally, it governs activities at three levels: – Team – Program – Portfolio

SAFe: Terms and concepts of interest Enabler Backlog item that supports activities needed to extend the intentional architecture Agile Release Train (ART) Long-lived group of agile teams that develops, delivers, and potentially operates one or more solutions in a value stream Epic Enterprise initiative that is sufficiently substantial so as to warrant analysis and understanding of potential ROI before implementation – it should have a lightweight business case Value stream A long-lived series of steps used to deliver value, from concept or customer order to delivery of a tangible result for the customer • Operational: steps used to provide goods or services to an internal or external customer • Developmental: steps used to develop new products, systems, or service capabilities 16

SAFe: Terms and concepts of interest Program Increment (PI) Timebox during which an Agile Release Train(ART) delivers incremental value in the form of working, tested software and systems. Typically 8 – 12 weeks long 17

Key concepts for Team Level • Teams in the same Agile Release Train must be on the same schedule • Teams use core Agile practices • Demos should be integrated across teams • Keep product in a state of continuous delivery THERE IS NO TEAM… ONLY PRODUCT

Key concepts for Program Level • Agile Release Train (ART) is key for success – – ~50 – 120 individuals (5 -12 teams) Organized around value streams Consistent cadences (just like sprints) Should be full-time resources on the train • Multiple ARTs can run simultaneously • This level adds – – Dev. Ops and Systems Team on the ART Release Train Engineer Product Increment (PI) Planning Session Sprints Roadmap

Key concepts for Portfolio Level • Program Portfolio Management determines value streams – Eventually informs what goes into backlogs and relative priorities • Portfolio needs a mix of Enablers (architectural items) and Features (typically Epics) • Still has: – Portfolio Governance (reporting, metrics, etc. ) – Budgeting (though Lean Budgeting in this case) – Business cases

Program Increment (PI) Planning Approach Overview Afternoon Morning Day 1 Day 2 Refresh Strategy Refresh Epics and/or User Stories; Prioritize & (Re) Size; First pass Sprints Roadmap Lunch Refresh Epics and/or User Stories; Prioritize & (Re) Size Reconcile & Tweak Exec Readout Show N Tell

Example Sprints Roadmap for a Call Center Pilot Team/ Team Name Sprint Theme: Team 1: Security Ninjas Team 2: Flow-Bee’s Sprint 1: 1/25 to 2/14 Sprint 2: 2/15 to 3/7 Sprint 3: 3/8 to 3/28 Sprint 4: 3/29 to 4/18 Create secure Login foundation Add first screen flow Add second screen flow Cleanup and Release Sprint Focus Establish security flow, stub login validation Hook security to live test system for validation; stub data processing interfaces Hook into email and data processing links Support release to prod Risks/ Dependencies Understand corporate security practices & tech Access to test systems & test login IDs None anticipated Access to staging and prod environments Sprint Focus Create core login and landing pages with mock data Complete first screen, hooking into real data and logins Complete second screen flow, hooking into real data Support release to prod Risks/ Dependencies Understand UI and log-in standards Dependency on Security Ninjas for live data User’s availability to do UAT

SAFe and the challenges of agility at scale • Team backlogs are derived from Program backlogs that define features to be delivered by a single Agile Release Train (ART) • All teams in in an ART deliver on the same schedule. Reviews and demos focus on the release, not on work in individual team backlogs • Technical quality and intentional architecture are provided by a System Architect capability at the Program level • SAFe funds value streams, not projects; it requires epics have a lightweight business case and specific funding approval The “what” • Managing backlogs The “how” • Synchronizing/aligning scrum teams • Resolving inter-team dependencies • Mitigating technical risk and avoiding poor quality • Integrating part-time and shared resources • Overseeing large projects • Funding programs in an agile way 23

SAFe and organizational change • Requires the development of additional organizational layers, new roles, and some new concepts (particularly in portfolio management and funding) • Fundamentally, though, it is not that different from the way large organizations think about enterprise-level solution delivery 24

Mapping SAFe to Journey Pega Express Scaled Agile Framework Pega Express Epic Journey Operational Value Stream Microjourney™ Agile Release Train (ART) The long-lived team of agile teams that delivers an MLP or subsequent release Enabler Technical user story Program Increment (PI) Timeboxes for MLP 1 and subsequent releases Program Increment Planning Fundamentally, this is a mini-Discover Phase that takes place at the beginning of the effort leading to a major release 25

Mapping SAFe’s governance to Pega Express Program level Project level Portfolio level Executive and Corporate levels Executive s Team level lve Team level Corporate s ise Re so Pega Express Ra Scaled Agile Framework Project Level Team Level 26

Questions? 27