事半功倍的规模化敏捷实践案例︱规模化敏捷

rations, Security, and Enterprise Services. This restructuring happened all at once: the organization shifted from technology capability-centered platforms in the third quarter of 2018 to 23 value-focused release trains in the fourth quarter of 2018 (42 as of April 2021). The Scaled Agile restructure allowed teams to plan, commit, and execute together, communicating in a unified Agile language and adhering to standardized processes. Technology teams at Rocket Mortgage were becoming more focused on delivering value for common business and technology missions.

 

SAFe转型将团队组织成以业务价值流为中心的发布火车集合，采用共同的规模化敏捷方法。这些被称为 "流 "的发布火车组围绕类似的业务和技术能力进行战略调整，明确涵盖产品工程、数据智能、基础设施和运营、安全和企业服务等关键任务领域。这种重组不是渐进式的，而是一下子就发生的：该组织在2018年第三季度从以技术能力为中心的平台转变为2018年第四季度以价值为中心的23列发布火车（截至2021年4月有42列）。SAFe的重组使团队能够一起计划、承诺和执行，用统一的敏捷语言进行沟通，并遵守标准化的流程。Rocket Mortgage的技术团队也越来越专注于为共同的业务和技术任务交付价值。

 

The Scaled Agile transition also included rolling out several tools and measurement guidelines and provided training and coaching resources. All leaders from the technology and product organization, along with many team members and business leaders, were trained in Scaled Agile and development lifecycle practices over thirty days during the third quarter of 2018. Each release train created a DevOps roadmap, tracking their progress on the DevOps wheel [20]. Several large-scale initiatives introduced standardized methods and pipelines into the software development lifecycle. Internal tools were also created leveraging integrations with the company's primary work-tracking tools and rolled out to provide visibility into progress and establish consistent productivity measurements.

 

SAFe的转型还包括推出一些工具和度量规范，并提供培训和辅导资源。在2018年第三季度，来自技术和产品组织的所有领导，以及许多团队成员和业务领导，在三十天内接受了SAFe）和开发生命周期实践的培训。每个发布火车都创建了一个DevOps路线图，跟踪他们在DevOps环上的进展[20]。一些大规模的举措将标准化的方法和流水线引入软件开发生命周期，还创建了内部工具，利用与公司的主要工作跟踪工具的集成，提供对工作进展的可视化，并建立一致的生产力度量。

 

After restructuring into release trains, while the epic portfolio remained, it was trimmed from 275 epics in July 2018 to just 37 by October 2019, reflecting only large solution (multi-release train) initiatives. Epics were prioritized through a continuous refinement process by a handful of leaders, with ownership of feature-and team-level work transferred to the release trains, with the ultimate goal of empowering self- sufficient release trains and autonomous value delivery. The Scaled Agile rollout drastically improved feature delivery time and predictability across the organization by a factor of 2x. Feature Cycle Time was cut by more than half, from 71 days down to 33 days. The