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Today, even the largest development organizations are turning to agile methodologies, seeking major productivity and quality improvements. However, large-scale agile development is difficult, and publicly available case studies have been scarce. Now, three agile pioneers at Hewlett-Packard present a candid, start-to-finish insider’s look at how they’ve succeeded with agile in one of the company’s most mission-critical software environments: firmware for HP LaserJet printers.
This book tells the story of an extraordinary experiment and journey. Could agile principles be applied to re-architect an enormous legacy code base? Could agile enable both timely delivery and ongoing innovation? Could it really be applied to 400+ developers distributed across four states, three continents, and four business units? Could it go beyond delivering incremental gains, to meet the stretch goal of 10x developer productivity improvements?
It could, and it did—but getting there was not easy.
Writing for both managers and technologists, the authors candidly discuss both their successes and failures, presenting actionable lessons for other development organizations, as well as approaches that have proven themselves repeatedly in HP’s challenging environment. They not only illuminate the potential benefits of agile in large-scale development, they also systematically show how these benefits can actually be achieved.
Coverage includes:
• Tightly linking agile methods and enterprise architecture with business objectives
• Focusing agile practices on your worst development pain points to get the most bang for your buck
• Abandoning classic agile methods that don’t work at the largest scale
• Employing agile methods to establish a new architecture
• Using metrics as a “conversation starter” around agile process improvements
• Leveraging continuous integration and quality systems to reduce costs, accelerate schedules, and automate the delivery pipeline
• Taming the planning beast with “light-touch” agile planning and lightweight long-range forecasting
• Implementing effective project management and ensuring accountability in large agile projects
• Managing tradeoffs associated with key decisions about organizational structure
• Overcoming U.S./India cultural differences that can complicate offshore development
• Selecting tools to support quantum leaps in productivity in your organization
• Using change management disciplines to support greater enterprise agility
- Sales Rank: #740746 in Books
- Published on: 2012-11-25
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .70" w x 7.00" l, .75 pounds
- Binding: Paperback
- 208 pages
About the Author
Gary Gruver is formerly the Director of Engineering for HP’s LaserJet Core Firmware Lab, and he worked at HP for 22 years. He is currently VP of Release, QA, and Operations at macys.com. Any major initiative needs a true business sponsor—someone who has truly caught the vision of agile, and who can make the business and financial decisions necessary to get huge breakthroughs to happen. Gary has also been able to bring a “manage to metrics” approach that rallies everyone to common measurable objectives without requiring lots of meeting and coordination overhead. Of course, his most critical role is buying lunch during particularly busy sprints for anyone working weekends to finish off key features. His favorite hobbies are cycling and skiing with family (he’s married with two daughters).
Mike Young is the program manager directing day-to-day efforts across our many distributed teams at HP’s LaserJet Core Firmware Lab. Mike has been involved in development of HP LaserJet Printers for 18 years, and he previously designed satellite control systems for Hughes Aircraft Company. He also is one of the strongest advocates of agile approaches and helped get the organization started down this path before anyone really knew we were doing agile. His hobbies are family (he’s married, with two daughters and two sons) and playing racquetball. In agile, we’ve found that a program manager should spend most of his/her time watching the metrics and quietly coordinating behind-the-scenes to cater to the bottleneck. In our sprint checkpoints, we tend to minimize slideware and maximize problem solving and demos of new user stories.
Pat Fulghum is architect of the HP LaserJet FutureSmart firmware and its development team’s agile toolset. Pat’s been at HP for 24 years. He found out during the past few years that his favorite escape is scuba diving in Maui with his family (he is married and has a son and a daughter). A large-scale agile initiative requires a central architect who can help maintain architectural integrity amid many pressures to do otherwise (which keeps the system enabled for the future) and who has the vision for making sure the architecture supports both firmware development and qualification. Pat still loves to get in and dig deep to solve vexing technical challenges. He also loves to find developer productivity improvements (build time, triage time) and has been the passion behind our “10x productivity improvement” vision.
Most helpful customer reviews
13 of 14 people found the following review helpful.
Finally... A Non-fiction Story of Agile Success
By T Anderson
I must admit that before I began reading this book I truly thought it was going to be another twisted story of an attempt at agile that failed in everyone's eyes except for those that needed to say it was a success. That is what I am used to.
It is kind of like when I am on a product reference call to CIO. The product is always great and the company who sold it is always wonderful. Why some people think the CIO is going to say they didn't do their due diligence when picking a vendor, and the product and company we are asking about sucks, is beyond me?
They never do. The same is true of almost all the agile projects I have seen. They end over budget, buggy, and pretty much the same way most projects end that use any other process, but they are always deemed a success by those involved.
I was ready to tell myself I was correct in my assumption when I got blasted on page 2 with the Agile Manifesto, but decided to give them to the end of the chapter. In the next section of the chapter they caught my attention with the last of a list of 6 topics which was their take on Agile/Lean Principles. Number 6 was practitioners should define agile/lean practices.
I find myself saying the same thing all the time on a ton of different projects. When it comes to leading large complex agile projects, if you have not come up through the ranks being mentored on successful agile projects, and learning through experience, not books, you have no business defining process and leading the project. I have met very few people who agree with this line of thought and it impressed me that the authors did.
That one line of thought pushed me to read chapter 2. Again I was pleasantly surprised with the authors discussing the need to engineer a solution. Not implement a process, but engineer a solution. By the end of this chapter the authors had done a great job summarizing where their teams use their resources now and assembled some excellent development objectives.
Another thing the authors discussed was the capacity of their organization to absorb change. This is something that is almost always overlooked when bringing in new development processes, agile or not, this is something that needs to be looked at throughout the entire organization. This is usually just isolated to the development teams, but the new processes affect every department when they are implemented correctly.
At the end of the chapter the authors list their achievements:
-2008 to present overall development costs reduced by 40%
-Number of programs under development increased by 140%
-Development costs per program down 78%
-Firmware resources now driving innovation increased by a factor of 8 (from 5% working on new features to 40%)
I am sure these seem exaggerated, and that is what I believed until I read the next two chapters. Over the course of the next two chapters the authors fully won me over. They proceeded to outline implementing a Software Product Line using their own process language. I know from my own experience that when Software Product Line Engineering is done correctly it will always produce improvements like those listed above.
The authors nail exactly what enables their ability to implement an iterative agile process, and that would be investing in the right architecture. Any sizable project that doesn't invest in the architecture and claims they are able to pull off the project in an agile way is full of crap, period.
Product Line Engineering is the process that offers the highest level of agility over all other processes. It is tailorable for different levels of ceremony and is therefore able to run lighter than Scrum given the right team and right environment.
One of the main benefits of Product Line Engineering is the ability to collect metrics and in Chapter 5 the authors identify how to take advantage of them the right way, which is not to manage by metrics, but to use the metrics to understand where to have conversations about what is not getting done. Chapter 5 also outlines their iterative process.
The book continues to cover excellent process practices throughout the rest of the book, and they are applied to a real world project which drives home their value even more. Below are all the chapters included in the book.
Chapter 1. Agile Principles versus Practices
Chapter 2. Tuning Agile to Your Business Objectives
Chapter 3. Aligning Architecture with Business Objectives
Chapter 4. How to Establish a New Architecture Using Agile Concepts
Chapter 5. The Real Secret to Success in Large-Scale Agile
Chapter 6. Continuous Integration and Quality Systems
Chapter 7. Taming the Planning Beast
Chapter 8. Unique Challenges of Estimating Large Innovations
Chapter 9. Our Take on Project Management for Large-Scale Agile
Chapter 10. Organizational Approach: Managing to Disadvantages
Chapter 11. Effective Agile Development Across U.S. and Indian Cultures
Chapter 12. The Right Tools: Quantum Leaps in Productivity
Chapter 13. Real-World Agile Results: HP FutureSmart Firmware
Chapter 14. Change Management in Moving Toward Enterprise Agility
Chapter 15. Differences in Our Perspective on Scaling Agile
Chapter 16. Taking the First Step
Unlike a lot of books I have read on implementing agile practices on large scale projects I believe the results of this project were reported accurately.
I also believed the results were achieved with an iterative agile process. They are honest about the issues they ran into and they hammer on prototyping for architectural issues, which is definitely the way to go.
The author's writing styles make the book an easy read and the story that is told along the way is a very interesting one. I did not get bored with even one page of this book.
This book is a must read for any CIO, Enterprise Architect, Software Architect, Project Manager, or other IT roles in charge of or involved with large scale initiatives that they are hoping to pull off in an agile way. The book tells the story of how to achieve success based on a real world success, not a made up fictional case study.
9 of 10 people found the following review helpful.
Large-Scale Agile Development
By Anto Jurkovic
This is a story written by the people (director of engineering, program manager, and architect) who were the part of the team who applied agile principles on a large scale development. A story about the ongoing innovation and delivery of a multimillion dollar business.
Before they started their environment was fast changing, around 400 people distributed around the world, diversified culture (four states, three continents), firmware for MFP devices (multiple product support, millions lines of code), and architecture changes. The firmware development cost drivers were 95% and just 5% adding innovation:
- 10% of staffing was for "build bosses"
- 20% of resources were spent doing detailed planning for future feature
- 25% of resources were consumed porting the existing codebase and features from one product to another
- 15% of development costs were for manual test execution
- 25% of development resources were deployed supporting existing products
After more than 3 years long journey, organization's culture changes, they reached point of 40% for innovations.
How they did it? They identified their current business realities and strategic objectives: cost and cycle-time drivers (biggest pain points) and value proposition. They applied agile and lean core principles and practices in steps, didn't follow all of them blindly and at the end they've come up with their own top six agile/lean principles:
1. Reduce overhead and waste (keep it simple).
2. Don't overfill your plate (limited WIP - Work in Process)
3. Cater to the bottleneck.
4. Integrate early and often.
5. Planning rhythm.
6. Practitioners should define agile/lean practices.
They reduced coordination and meeting overhead by putting metrics monitoring at everyone's fingertips. They reached 10x productivity improvements using continuous integration, automated multilevel qualification, user story definition, and light-touch capacity prediction.
Important messages:
- Often the only way to know what works is to find out what doesn't.
- You can't start by trying to do everything. Start the journey and be ready to adjust and learn how to make your organization more productive along the way.
- Be guided by the power of agile principles applied to your business and its unique personality, opportunities, and constraints
- Adapt them to your business needs, and definitely put them into practice and follow your favorite agile methodology. But frequently go back to those principles and confirm you're still aligned with the ones that are critical for your success.
The first step of this transformation is changing the mindset of the organization to appreciate the inherent uncertainty of software development.
3 of 3 people found the following review helpful.
Agile Wisdom and Techniques
By Amazon Customer
I am a software project management professional involved in implementing Agile practices into organizations. I enjoyed this book a lot, and was able to take away a good deal of practices and tips I can implement immediately. The book is written in an easy, conversational tone, and it feels like sitting down with the authors over a beer discussing Agile, what works and doesn't work for their company.
There are a number of books in the market that will give you the theory of Agile and Scrum, and will present to you the methods that strictly adhere to the "pure" version of the particular methodology (the Schwaber books for example). While those treatises have its place, I often wished there were more books on implementing Agile methods in large, complex, and high performing organizations. This book fills that void. The authors unabashedly declare which methods are dropped, and which are modified to fit HP's culture and way of working. I find that information is just as valuable as recounting the textbook elements.
For me, one of the pearls of wisdom is in Chapter 7 titled "Convincing the Business: Agile Planning is Okay" (p. 86). In my experience, trying to convince business partners that moving away from the rigid schedules of waterfall makes good sense is often one of IT's biggest battles in adopting Agile techniques. I will be reusing what was set forth by the authors in my practice.
It's clear that Guver, Young, and Fulghun have fought hard to drive their departments and management chain within HP to bring in Agile. Their book is chock full of examples and war stories on that journey. If the reader is looking for some real world illustrations of getting Agile to work, pick up this book.
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