Scaling Agile at enterprise Chema Garcia
•Download as PPTX, PDF•
6 likes•981 views
In the last years many enterprises have decided to make Agile transformation in order to improve products delivery and to increase customer satisfaction. Also they want happy people while working on these products. Self-managed teams are working since more than a decade with success. some of these teams belong to non-agile organizations, that in some way make no easy to perform their work while ensuring Agile values and principles. When the complexity of these environments is high, new formats for communication and governance are needed. Scaled Agile Frameworks can be used in order to avoid this kind of troubles and resolve decision making with success. SAFe is one of the mayor frameworks used to scale Agile at enterprise, in this talk we will discover why.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to Scaling Agile at enterprise Chema Garcia
Similar to Scaling Agile at enterprise Chema Garcia (20)
Recently uploaded
Recently uploaded (20)
Scaling Agile at enterprise Chema Garcia
- 1. Agile Practice Scaling Agile @ Enterprise Escalando agile en las organizaciones Chema García Agile Coach @Chemagile Chema.garc@gmail.com enterpriseagilecoach Madrid NOV 27-28 2015
- 2. … Arun Govindarajan Mark Nelson Guillermo Pérez Unai Roldán Juanma Gómez Joao Barreiro Chema García Maica Trinidad Jose María Blazquez Jordi Falguera Al Goerner Deb Davenport Richard Trelleria Ramón Davila Ife Jackson ... 2015 UST Global Inc. © Confidential and proprietary. Speaker Chema Garcia Martinez Enterprise Agile Coach Chema Garcia is one of UST’s Enterprise Agile Coach. He has worked in a wide range of international industries as Financial and Banking, Logistics and Transportation, Telecom, etc. As Agile Coach and Change Agent, He specializes in Execution of Programs and ARTs, Lead teams to High Performance Teams, Agile Frameworks and Practices Chema Garcia has been in the IT business for 20+ years where has deep experience leading enterprise software initiatives. From the trenches as developer to head of software developments positions, He emphatics with business and IT, and understands both in theirs needs in order to built the right environment to deploy agile methodology. He has contributed in agile transformations since 2006. @Chemagile /enterpriseagilecoach Chema.garc@gmail.com
- 3. 2015 UST Global Inc. © Confidential and proprietary. AgileSoftwareDevelopment 3 The concept of Agile Software Development include several light weighted methodologies and approaches. The common values of all approaches are: People as the most important asset Working software with best quality Customer collaboration Openness to change AGILE
- 4. 2015 UST Global Inc. © Confidential and proprietary. Generations of Agile Literature It helps to know what your reading, and who you are listening to. • 1st Generation (approx. 1995-2002) – focus on small team dynamics • 2nd Generation (approx. 2002-2010) – move upstream to requirements and downstream to testing • 3rd Generation (approx. 2010-present) – embrace the enterprise and confront the full challenge Evolution 4 Agile Product Management Agile Release Management Agile Portfolio Management Agile Metrics & Governance Multi-Team Agile Teams New Technologies Distributed Agile Programs Agile Testing Agile Requirements The Agile Team
- 5. 2015 UST Global Inc. © Confidential and proprietary. Agile Teams Works! Evolution 5
- 6. 2015 UST Global Inc. © Confidential and proprietary. Big companies want to get this advantage Evolution 6
- 7. 7
- 8. 2015 UST Global Inc. © Confidential and proprietary. Please, Do not Scale Agile Scaling Agile 8
- 9. 2015 UST Global Inc. © Confidential and proprietary. Can you respond to? #NO_SCALE 9 Source: http://alistair.cockburn.us/ 1. Independent of anything else going on, how will you increase collaboration? 2. Accounting for everything else going on, how will you increase trial and actual deliveries to consumers? 3. How will you get people to pause and reflect on what’s happening to and around them? 4. What experiments will your people do at different levels in the organization to make a small improvement? Alistair Cockborn
- 10. 2015 UST Global Inc. © Confidential and proprietary. Very Large Inspect & Adapt Journey #NO_SCALE 10
- 11. 2015 UST Global Inc. © Confidential and proprietary. Main concerns of Scaling is about Complexity Scaling Agile 11
- 12. 2015 UST Global Inc. © Confidential and proprietary. Big products – Spreads: need more teams Complexity 12
- 13. 2015 UST Global Inc. © Confidential and proprietary. Multi-channel/tier/layer : need more coordination Complexity 13
- 14. 2015 UST Global Inc. © Confidential and proprietary. … and have more integration issues Complexity 14
- 15. 2015 UST Global Inc. © Confidential and proprietary. Value delivery: need Alignment Complexity 15
- 16. 2015 UST Global Inc. © Confidential and proprietary. Value delivery: need Synchronization Complexity 16
- 17. 2015 UST Global Inc. © Confidential and proprietary. Communication Complexity 17
- 18. 2015 UST Global Inc. © Confidential and proprietary. Communication @ scale Complexity 18
- 19. 2015 UST Global Inc. © Confidential and proprietary. How to Fight with Complexity Scaling Agile 19 • Transparency • Code Quality • Alignment • Program Execution
- 20. 2015 UST Global Inc. © Confidential and proprietary. How to Fight with Complexity: Transparency Scaling Agile 20
- 21. 2015 UST Global Inc. © Confidential and proprietary. How to Fight with Complexity: Code Quality Scaling Agile 21
- 22. 2015 UST Global Inc. © Confidential and proprietary. How to Fight with Complexity: Alignment Scaling Agile 22
- 23. 2015 UST Global Inc. © Confidential and proprietary. How to Fight with Complexity: Program Execution Scaling Agile 23
- 24. 2015 UST Global Inc. © Confidential and proprietary. But nothing works without changing the mindset Scaling Agile 24
- 25. 2015 UST Global Inc. © Confidential and proprietary. Changing the mindset of people From Boss to Leader Scaling Agile 25
- 26. 2015 UST Global Inc. © Confidential and proprietary. Changing the culture of Organization Scaling Agile 26 Source: Reinventing Organizations (Frederic Laloux)
- 27. 2015 UST Global Inc. © Confidential and proprietary. Communicate Vision from top level to everybody Scaling Agile 27
- 28. 2015 UST Global Inc. © Confidential and proprietary. Work around motivated people Scaling Agile 28
- 29. 2015 UST Global Inc. © Confidential and proprietary. Diverse people Scaling Agile 29 To nurture rich insights and intuitions, a knowledge-creating company needs diversity in the pool of talents available within the company. This diversity enhances requisite variety, which is one of the enabling conditions for the organization. Ikujiro Nonaka, Hirotaka Takeuchi
- 30. 2015 UST Global Inc. © Confidential and proprietary. …And Trust People Scaling Agile 30
- 31. 2015 UST Global Inc. © Confidential and proprietary. Ready to Scale? Scaling Agile 31
- 32. 2015 UST Global Inc. © Confidential and proprietary. Sure? Scaling Agile 32
- 33. 2015 UST Global Inc. © Confidential and proprietary. We need change agents Scaling Agile 33 Solid Professional experience Faces challenges head-on Loves technology Keeps pace with new tech developments Draws parallels with other industries Listen to other people’s challenges Cares about the organization success Attains personal fulfilment through team success Mixes inventiveness and analytical thinking
- 34. 2015 UST Global Inc. © Confidential and proprietary. Scaling Typical scenario (Best case) Scaling Agile 34 Product A Product B
- 35. 2015 UST Global Inc. © Confidential and proprietary. Minimize dependencies Scaling Agile 35 Product A Program/Product Mngmt ROADMAP Sprint A B C D 1 2 3 4 5
- 36. 2015 UST Global Inc. © Confidential and proprietary. Why dependencies appear? Scaling Agile 36 Observe how your teams do their work. Learn from their behaviours. Consider optimizations.
- 37. 2015 UST Global Inc. © Confidential and proprietary. Select type of teams Scaling Agile 37 Source: http://scaledagileframework.com
- 38. 2015 UST Global Inc. © Confidential and proprietary. Select type of teams Scaling Agile 38 Source: http://scaledagileframework.com
- 39. 2015 UST Global Inc. © Confidential and proprietary. Levels to Scale Enterprise Portfolio Program Project Scaling Agile 39 Some teams, 1 product Many teams, some products Many teams, many products Several portfolios
- 40. 2015 UST Global Inc. © Confidential and proprietary. Need a framework to scale? Agile Scaling Frameworks 40
- 41. 2015 UST Global Inc. © Confidential and proprietary. Frameworks give you guidance Agile Scaling Frameworks 41
- 42. 2015 UST Global Inc. © Confidential and proprietary. Frameworks are based on good and real expertise Agile Scaling Frameworks 42 “You must unlearn what you have learned.” – Yoda
- 43. 2015 UST Global Inc. © Confidential and proprietary. Frameworks increase your success probability Agile Scaling Frameworks 43
- 44. 2015 UST Global Inc. © Confidential and proprietary. Scaling is Common Sense + Framework Agile Scaling Frameworks 44
- 45. 2015 UST Global Inc. © Confidential and proprietary. It’s up to you Agile Scaling Frameworks 45 You should think for yourself and come up with better ideas than mine. Taiichi Ohno You are a fool if you do what I say. You are a greater fool if you don’t do as I say.
- 46. 2015 UST Global Inc. © Confidential and proprietary. Large-escaled Scrum as Scrum – (LeSS) Agile Scaling Frameworks 46 Fractal teams Scaled Scrum Ceremonies Synchronization Roles Bas Vodde & Craig Larman
- 47. 2015 UST Global Inc. © Confidential and proprietary. Disciplined agile Delivery - DaD Agile Scaling Frameworks 47 Initial considerations - Inception Enterprise Architecture Production & Operations Scott Ambler
- 48. 2015 UST Global Inc. © Confidential and proprietary. SAFe –Scaled Agile Framework Agile Scaling Frameworks 48 Full Portfolio Governance Focused on value Explicit coordination roles Dean Leffinwell
- 49. 2015 UST Global Inc. © Confidential and proprietary. Spotify model Agile Scaling Frameworks 49 Full People oriented Flow of knowledge Henrik Kniberg & Anders Ivarsson
- 50. 2015 UST Global Inc. © Confidential and proprietary. NEXUS – The exoskeleton of Scaled Scrum Agile Scaling Frameworks 50 Focus on minimizing dependencies SoS Ceremonies Ken Schwaber
- 51. 2015 UST Global Inc. © Confidential and proprietary. S@S – Scrum at Scale Agile Scaling Frameworks 51 Very new proposal Enterprise level Vision Jeff Shuterland
- 52. 2015 UST Global Inc. © Confidential and proprietary. Common in all Frameworks Core Agile Values Lean Scrum, Kanban, XP Agile Scaling Frameworks 52
- 53. 2015 UST Global Inc. © Confidential and proprietary. Main difference: Enterprise levels Scope Teams Program Portfolio Enterprise Agile Scaling Frameworks 53
- 54. 2015 UST Global Inc. © Confidential and proprietary. Scaling Agile 2015 Survey Scaling Trends 54
- 55. 2015 UST Global Inc. © Confidential and proprietary. Respondent Demographics Scaling Trends 55
- 56. 2015 UST Global Inc. © Confidential and proprietary. Respondent Demographics Scaling Trends 56
- 57. 2015 UST Global Inc. © Confidential and proprietary. Respondent Demographics Scaling Trends 57
- 58. 2015 UST Global Inc. © Confidential and proprietary. Respondent Demographics Scaling Trends 58
- 59. 2015 UST Global Inc. © Confidential and proprietary. Respondent Demographics Scaling Trends 59
- 60. 2015 UST Global Inc. © Confidential and proprietary. Most Used Framework Scaling Trends 60
- 61. 2015 UST Global Inc. © Confidential and proprietary. Other responses Scaling Trends 61
- 62. 2015 UST Global Inc. © Confidential and proprietary. REASONS FOR ADOPTING A SCALING FRAMEWORK Scaling Trends 62 Arguments for LeSS: “Gradual adoption at the huge scale, minimal mixture of structure added to the Scrum framework. A bottom-up approach rather than top-down which still permits empirical process control to be used”. “LeSS is clearly in the Scrum and Agile tradition. The benefits are Continuous Integration, Internal Open Source, Team-controlled build systems and more agility for the meetings. For example, Sprint Planning may be held with representatives of each team, rather than all members of all teams.” “I support clients adopting Agile and will take from all the frameworks to meet the clients needs. LeSS is well suited for multiple teams pulling from a common backlog.”
- 63. 2015 UST Global Inc. © Confidential and proprietary. REASONS FOR ADOPTING A SCALING FRAMEWORK Scaling Trends 63 Arguments for SAFe: “Well documented, training material present. Makes the connection between agile and business.” “1) complete, from team to portfolio.2) give answers to higher management how things are organized.” “- well documented, - proved to work, - easy to adopt some minimal elements first.” “Lean/Agile/XP practices and mindset, but with an architectural runway and portfolio level governance system.” “Customer Satisfaction, Collaboration, Productivity and ROI.” “Scalable agile talking with corporate governance.” “Synchronizing teams, sharing goals with upper management, ability to build roadmap more easily.” “Formal approach that everyone can reference.”
- 64. 2015 UST Global Inc. © Confidential and proprietary. REASONS FOR ADOPTING A SCALING FRAMEWORK Scaling Trends 64 Scrum at Scale “Scrum of scrums is helping us in not deviating ourselves from the values and principles of agile/scrum” “Using Scrum to scale Scrum (the product is the organization) is a way to stay congruent with reality: life happens, we can't control it. Empiricism is a/the way to address complexity. If a project is complex, an organization is way more.” “Testing the framework is closer to my current aims. I am not convinced of the effectiveness of the others which to IT based instead organizational based.” “Business transformation. Organization intelligence increase. Full principles covered at all levels. Reduced PMO command & control induced project failures. Shared vision. Self-organizing teams.”
- 65. 2015 UST Global Inc. © Confidential and proprietary. REASONS FOR ADOPTING A SCALING FRAMEWORK Scaling Trends 65 Spotify model “Lots of collaboration between teams.”
- 66. 2015 UST Global Inc. © Confidential and proprietary. PREFERRED FRAMEWORK BY ROLE Scaling Trends 66
- 67. 2015 UST Global Inc. © Confidential and proprietary. PREFERRED FRAMEWORK BY COMPANY AGILE ECOSYSTEM SIZE Scaling Trends 67
- 68. 2015 UST Global Inc. © Confidential and proprietary. PREFERRED FRAMEWORK BY COMPANY AGILE ECOSYSTEM SIZE Scaling Trends 68
- 69. 2015 UST Global Inc. © Confidential and proprietary. PREFERRED FRAMEWORK BY COMPANY AGILE ECOSYSTEM SIZE Scaling Trends 69
- 70. 2015 UST Global Inc. © Confidential and proprietary. PREFERRED FRAMEWORK BY BUSINESS LINE Scaling Trends 70
- 71. 2015 UST Global Inc. © Confidential and proprietary. Problems that SAFe resolves well Why SAFe 71 Organize All Around Value Understand needs Build solutions Deploy Time to market
- 72. 2015 UST Global Inc. © Confidential and proprietary. Problems that SAFe resolves well Why SAFe 72 Agile Porfolio Management
- 73. 2015 UST Global Inc. © Confidential and proprietary. Problems that SAFe resolves well Why SAFe 73 Synchronize & Align
- 74. 2015 UST Global Inc. © Confidential and proprietary. Problems that SAFe resolves well Why SAFe 74 Program Execution Face-to-face release planning Aligned to a common mission via a single Program backlog Value Delivery via Features and Benefits Team-of-agile-teams (Release Train) Same Cadence for all Well defined Coordination Roles
- 75. 2015 UST Global Inc. © Confidential and proprietary. When scaling agile Check if you really need it. If sure, check if you can change something in order to no need it. All decision will be made taking in account Agile core Values. Setup your target scope, and plan the transformation. Children: don´t try to do this lonely at home. Closing 75
- 76. 2015 UST Global Inc. © Confidential and proprietary. Q&A 76
- 77. 77 Are you ready? We are hiring!
Editor's Notes
- Bienvenidos a esta charla sobre escalado de agile en las grandes organizaciones, durante la presentación trataré de introducir las varias de las opciones que se pueden contemplar a la hora de escalar las metodologías Agile en organizaciones grandes y complejas.
- Mi nombre es Chema Garcia, trabajo en UST Global, es una corporación norteamericana dedicada a las tecnologías, uno de sus servicios estrella es la práctica Agile y la gestión de todo el cambio que implica, desde la consultoría estratégica hasta el delivery de nuestros servicios de coaching. Estamos presentes a nivel mundial y dirigimos las transformaciones de corporaciones globales que requieren una orquestación muy delicada que garantice el éxito de la transformación. Contamos con un equipo de coaches multidisciplinares con presencia en todo el mundo (Australia, India, Estados Unidos, México, Sudamérica, Reino unido, España, Turquía) que nos permite crear una comunidad de practicas muy potente que nos permite mantenernos a la vanguardia de nuestra práctica.
- Aunque probablemente todos los aquí presentes ya lo sepamos, pero siempre es importante recordar los valores que promovemos y en mi caso además, los que trato de infundir a las personas que desean adoptar esta nueva forma de pensar y hacer software. Hay que recordar que la condición indispensable que debe darse cuando escalamos agile, es que ninguno de sus valores deben verse dañados al tomar decisiones de escala, en el momento en que alguno de los 4 valores fundamentales no se cumpla, diremos sin temor a equivocarnos que no se está escalando Agile. Y esto va muy en la línea de que no se trata de hacer Agile, sino de ser Agile, y ser agile significa tomar todas las decisiones de acuerdo a esos 4 principios de nuestro manifiesto. He querido poner únicamente la cuestiones que más valoramos, si recordáis en la versión del manifiesto indica, personas y sus interacciones sobre procesos y herramientas, software funcionando sobre documentación, colaboración del cliente sobre la negociación de contratos, Responder al cambio sobre seguir un plan establecido. Decimos que aunque los conceptos de la derecha tienen valor, valoramos más los de la izquierda, que son los que se muestran en esta diapositiva. Lo hago así porque en el proceso de escalado, muchas veces se cae en la tentación de poner en la balanza conceptos de ambos extremos y se generan diálogos estériles y gasto innecesario, ya que los valores Agile son esos y no otros, por lo tanto si estos no se tienen en cuenta o se modifican, estaremos escalando algún tipo de proceso con ciertos tintes agile, pero no será agile, es más, si se hace de una manera intencionada puede generar situaciones que impidan de facto la transformación.
- Veamos ahora la evolución del foco de interés de las publicaciones científicas y especializadas a cerca de la metodología: Podemos decir que desde 1995 hasta el año 2002, estaban centradas en el funcionamiento de los equipos en si mismos, determinar y analizar los comportamientos de los individuos alrededor de unas metas comunes, como surgía la auto-organización, como emergía el liderazgo, como aprende el equipo de manera incremental. Que caracteriza a esas personas y equipos que les permite realizar más y mejor trabajo. La segunda generación que podemos considerar va desde 2002 hasta 2010, y abre el intervalo o separa el zoom para ganar una mayor distancia, por arriba, interesándose más en la definición agile de requisitos, pero también llegando y abordando a un nivel mayor de detalle la cuestión de testing en entornos Agile. Desde 2010 hasta nuestros días el foco aun ha sido más amplio, hemos cambiado la lente, hemos puesto un gran angular para contemplar todos los escenarios en los que debe intervenir la empresa del siglo XXI para abordar una transformación completa y exitosa, así aparecen las cuestiones de gestión de realeses, las métricas y el gobierno, la gestión agile de productos, la gestión agile de portfolio, multi equipos, programas distribuidos, y todo ello sin perder de vista el panorama galopante que las tecnologías nos presentan, que nos están retando casi a diario para ver si somos capaces de explotar las nuevas capacidades que sacan al mercado.
- Lo que ha la fecha de hoy tenemos muy claro, es que los equipos agile funcionan, y funcionan muy bien. Ya sea en start ups, en pequeñas empresas, como en el seno de las grandes organizaciones, tenemos muchos datos y casos de éxito que permiten afirmar con rotundidad que este es el camino a seguir, y que esta es la forma en que las personas quieres relacionarse y trabajar.
- Por eso las grandes corporaciones están viendo que es el camino, es la ventaja competitiva que tiene el pequeño frente al grande: la Agilidad, y más concretamente la facilidad para cumplir uno de los valores Agile, respuesta al cambio. En el escenario digital de hoy, y del futuro próximo, es vital poder leer el futuro inmediato, inferir cuales van a ser las necesidades de mañana, crear una hipótesis rápida y ensayarla, obtener un feedback rápido del cliente o usuario de aquello que hemos producido, para adaptarlo mejor, o bien pivotar a otra estrategia. Esta nueva forma de entender la forma en que las empresas ofrecen sus bienes y servicios en el mercado, puede poner en situaciones de desventaja a las grandes corporaciones frente los nuevos y cada vez más numerosos pequeños competidores, una lucha continua de David contra Goliat.
- Por eso las grandes empresas quieren cambiar, quieren transformarse, son conscientes de que ignorar esta situación puede dar al traste con muchas de ellas. Están decididas a entrar en ese escenario dinámico, en el que prima, la pasión por hacer cosas geniales, construidas con la inteligencia colectiva y colaborativa de todos, en la que lo más importante es el valor que las personas aportan, y que la suma de todos es mucho mayor, que la aportación de cada individuo… pero …
- Por favor: no escales agile. Si crees que escalar agile es simplemente fundar muchos equipos haciendo Scrum para que saquen el doble de proyectos con la mitad, seguramente deberías volver a la primera slide (Valores del Agile Manifesto). La complejidad de ciertas organizaciones con estructuras jerárquicas muy asentadas y establecidas dificulta enormemente la tarea de la transformación. La resistencia inicial al cambio –per se- de más del 33% de las personas en los organizaciones tampoco lo van a poner nada fácil. En un entorno de organización con cultura agile, es posible que no sea necesario escalar, simplemente se es agile, pero nos encontramos en entornos en los que la cultura organizacional dista aun mucho de esto, pero lo que si tienen claro las organizaciones es que deben adaptarse a los nuevos tiempos. Según Charles Darwin, en su teoría de la evolución de las especies, la especie que sobrevive no es la más fuerte, sino la que sabe adaptarse a los cambios. Con todo, al igual que en la naturaleza, ahí especies que se extinguen, y con las compañías si no ponen los medios necesarios para que el escalado sea lo más plano posible, también se extinguirán.
- Cockburn nos presenta un marco de decisiones para conducir a la organización hasta una estructura plana en la que no sea necesario aplicar marcos de escalado. Se trata de realizar iterativamente estas preguntas: Cómo puedo aumentar la colaboración? Cómo puedo aumentar las entregas de valor a los clientes? Cómo puedo pausar a la gente para que reflexione que está pasando con ellos y con lo que les rodea? Qué experimentos podemos realizar a los diferentes niveles de la empresa para realizar pequeñas mejoras? De forma iterativa podrémos ir modificando nuestra organización para llegar a un escenario más adecuado para la adopción de Agile.