一，Rocket Mortgage比大多数规模化敏捷实施更成功，交付周期减少了46.5%。在 SAFe的基础上实施Scrum@Scale的目标是进一步缩短交付周期，提高质量，并提升客户和团队的满意度。
8.1 Cycle Time Reduction（缩短交付周期）
By leveraging the Scaled Scrum practices described above, in addition to the organizational Scaled Agile rollout, Client Marketing was able further to improve feature delivery cycle times, feature throughput, and planned work (commitment) completion rates. Table 1 shows that Client Marketing reduced the average feature cycle time by 75%, from 86 days to 21 days. The first year saw a 51% reduction, from 86 days to 42 days, with another 50% reduction to 21 days the second year. The result was that the implementation of Scaled Scrum brought down cycle time another 55.12% over Scaled Agile alone. Additionally, feature predictability improved by a factor of 3x with a cycle time standard deviation reduction from 46 days to 14 days. When normalized for 10-week releases, feature throughput also increased by 340% for the train. Commitment completion increased by 91% for Client Marketing, bringing it on par with the rest of the organization.
通过利用上述的Scrum@Scale实践，在原来组织层面SAFe推广的基础上，客户营销部能够进一步改善特性交付周期，特性吞吐量，以及承诺完成率。表1显示，客户营销部将平均特性周期时间减少了75%，从86天减少到21天。第一年减少了51%，从86天减少到42天，第二年又减少了50%，达到21天。结果表明，实施Scrum@Scale后，交付周期比单独实施SAFe又减少了55.12%。此外，需求的可预测性提高了3倍，交付周期的标准差从46天减少到14天。如果将10周的发布规范化，特性吞吐量增加了340%。客户营销部的承诺完成率提高了91%，使其与组织的其他部门持平。
Table 1. Pre- and Post-Scaled Scrum and Agile Metrics
表1. Scrum@Scale和SAFe执行前、后的和度量指标
1、 Feature Cycle Times for Client Marketing were 83 days and11.6 days
2、Feature throughput for Client Marketing was 5
3、 Commitment completion for Client Marketing was 46%
1. 客户营销部的交付周期为83天和11.6天
2. 客户营销部的特性吞吐量为5
3. 客户营销部的承诺完成率为46%。
8.2 Improved Administration Efficiency 提升管理效能
Through restructuring roles and modifying its approach to software quality, deployment operations, and product ownership, Client Marketing saw a change in its ratio of non-delivery roles (team leaders, business analysts, quality assurance) to production-focused roles (engineers and developers). The overall change went from ~2:1 in Q3 2017 to ~1:2 by Q3 2019, indicating an increased focus on delivering working software rather than managerial overhead. Figure 3 shows the correlation between cycle time reduction (top chart blue line) and the decrease of admin roles (bottom chart blue line). Section one reveals a negative trend where cycle times and non-delivery roles were both increasing. Section two represents the period of change from admin roles. Section three indicates the onboarding of additional teams and adding PO roles (considered non- delivery roles for these graphs, thus the rise in the bottom chart).
Figure 3. Rocket Mortgage Role Restructuring
图3 Rocket Mortgage 角色重组
通过重组角色和修改其对软件质量、部署操作和产品所有权的方法，客户营销部的非交付角色（团队领导、业务分析师、质量保证）与交付角色（工程师和开发人员）的比例发生了变化：总的来说从2017年第三季度Q3的大约2:1到2019年第三季度Q3的大约1:2. 这表明组织越来越注重交付可工作软件，而不是管理上的开销。图3显示了交
