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1. AGILE ENTERPRISES ARE HYBRIDS
IS YOUR PMO READY?
Scott Ambler
Vice President & Chief Scientist, Disciplined Agile
Project Management Institute
@scottwambler
Copyright 2021 Project Management Institute
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2. Scott Ambler
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pmi.org/disciplined-agile
• Co-creator of Disciplined Agile
• VP & Chief Scientist, Disciplined Agile at PMI
• Twitter: @scottwambler
• linkedin.com/in/sambler/

3. Agenda
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• Enterprise Agility
• Hybrid agile
• Hybrid organizations
• Value delivery offices (VDOs)
• Learn more

4. Enterprise agility
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5. The Disciplined Agile (DA) Mindset
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6. Enterprise
Agility
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7. Hybrid Agile
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8. Your WoW
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Tribes
Continuous Integration
Continuous Deployment
Test driven development (TDD)
Pair programming
Mob programming
Daily standups
Taskboards
Burndowns
Burnups
OKRs
GQM
Squads
Program Increments (PIs)
Release Planning
Net Promoter Score (NPS)
Guilds
Scrum
Epics
User stories
Technical Debt
Product Owners
Architecture Owners
Spikes
MVPs
MBIs
Automated tests
Acceptance Tests
Regression testing
BDD
ATDD
DevOps
Refactoring
Database refactoring
Generalizing specialists
User Experience
Design
Split testing
Exploratory testing
Active stakeholder participation
Onsite customer
Demos
Shift left
Shift right
Canary testing
Backlogs
Open space
Dashboards
Static analysis
Dynamic analysis
Business canvas

9. Context Counts
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One way of working
(WoW) for all of your
teams will not suffice!
Teams must be allowed to
choose and then evolve
their WoW to meet the
unique and changing
situation that they face.

10. Hybrid
organizations
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11. © Project Management Institute. All rights reserved.
Program
Lean Exploratory
Continuous
Delivery: Lean
Continuous
Delivery: Agile
Agile
Scrum-based Kanban-based
Project
Lifecycles
Product
Lifecycles
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Serial
Citizen
Development
Teams need a fit-for-
purpose approach

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Example: Trucking Co. has 3 major initiatives this year
Helio Product
Software – Build,
operate and maintain
the custom truck
routing application.
Gridiron Project
Hardware - Installing
vehicle tracking and
diagnostics kit in 500
trucks.
Homestead Project
Construction - Build
a new 10-bay truck
maintenance facility.

13. © Project Management Institute. All rights reserved.
Value Delivery Offices
(VDOs)
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14. The Value Delivery Office
A Value Delivery Office
(VDO) enables teams to
deliver value to customers.
Teams work in context-
sensitive manners, therefore
VDO will adopt flexible
approaches to governance.
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15. Helio
Software
Knowledge Work
Intangible
Team
Program
Portfolio
P
PC
Gridiron
Hardware
Knowledge Work
Tangible
Homestead
Construction
Industrial Work
Tangible
M
etric
Type
Organizational
Level
Trucking Co. Metrics Landscape
• Flow
Distribution
• Defect density
• # Trucks
installed
• # Driver no-
shows
• Cumulative
Flow Diagrams
• Pilot driver
satisfaction
• Earned Value
• Site safety
incidents
During:
• Release burndown
After:
• Fuel savings
• Driver hour savings
• Driver
Feedback
• Unit scrap
ratio
• WBS tasks
completed
• # of changes
requests
Production (P) and
Production Capability (PC)
Production = How well are
we delivering value?
e.g. Features delivered, ROI,
Throughput
Production Capability =
How is our capability?
e.g. eNPS, # experiments,
Team health
During:
• Earned Value
After:
• Third party
maintenance
savings
• Running costs
During:
• # Trucks deployed
After:
• Preventative
maintenance
savings
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16. Risk-based life cycle milestones
Consistent governance across disparate WoW
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Milestone Fundamental Question Asked
Stakeholder vision Do stakeholders agree with your strategy?
Proven architecture Can you actually build this?
Continued viability Does the effort still make sense?
Sufficient functionality Does it make sense to release the current solution?
Production ready Will the solution work in production?
Delighted stakeholders Are stakeholders happy with the deployed solution?
Inception Construction Transition
Initiate the endeavor Development of a potentially consumable solution Deploy the solution
Proven architecture
Stakeholder vision
Continued viability
(several)
Sufficient functionality
Production ready
Delighted stakeholders

17. Learn
More
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19. Successful
agile
organizations
take
responsibility
for evolving
their own
agility.
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• Using a prescriptive framework, like Scrum or
SAFe®, is a good start.
• But it does not guarantee success
• It doesn’t separate you from the competition
• For true business agility
• We need to choose our agile WoW™
• Optimizing for our unique situations
Don’t copy Spotify, become a Spotify!
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20. Call to Action:
Learn more
about
Disciplined
Agile
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PMI.org/disciplined-agile
DAC
Disciplined Agile
Coach
DAVSC
Disciplined Agile
Value Stream
Consultant
DASSM
Disciplined Agile
Senior Scrum Master
DASM
Disciplined Agile
Scrum Master
• Intro to agile and lean
• Improve at personal and team level
• Enterprise-class agile
• Lead improvement at team(s) level
• Lead improvement across disparate teams
• Lead improvement across value streams
and organization
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21. Thank You!
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pmi.org/disciplined-agile
• Twitter: @scottwambler
• linkedin.com/in/sambler/

22. BACKUP
SLIDES
FOR MORE INFORMATION:
WWW.PMI.ORG/DISCIPLINED-AGILE
SEPTEMBER 17, 2021
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23. Learn more
about
Disciplined
Agile
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Basics of Disciplined Agile online course
• An eight-module, self-paced and scenario-based introduction to how
Disciplined Agile works.
• PMI.org/da-basics
Agile Certification
• PMI.org/certifications/agile-certifications
• PMI.org/learning/training-development/authorized-training-partners/find
Books
• PMI members can download the Choose Your WoW book from
PMI.org/disciplined-agile/books/dad-handbook
Websites
• DA hub: PMI.org/disciplined-agile
• Blogs: ProjectManagement.com/blogs/

24. “It’s not just a technology thing.”
Barclays Banks on Disciplined Agile
After considering agile scaling frameworks including
SAFe and LeSS, Barclays enlisted Disciplined Agile to
help scale its agile transformation across thousands of
teams, multiple business lines, and many different
combinations of product.
Barclays plc is a 325-year
old global bank and financial
services company with over
83,000 employees and
£21.7B in revenue (2019).
Results
Throughput
300% increase in avg.
stories delivered per
month per app.
Code Complexity
50% drop in code
complexity on average
across 80+ applications
Test Code Coverage
50% increase in test code
coverage, leading to lower levels
of production incidents per app
Benefits of Agile Transformation at Barclays, Ben Linders, Sep 08, 2016
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25. “We knew it was a long-term investment.”
ICBC Implements a Company-Wide Transformation
The Insurance Corporation of
British Columbia (ICBC) is a
provincial crown corporation (a
government-owned company) that
provides auto insurance to
residents of British Columbia.
Execution
Delivered 36 successful
transformation projects
Speed
7x annual increase in
enhancement releases
over the first two years
After struggling to blend Agile and Waterfall
approaches in response to a large-scale transformation
initiative, ICBC sought out Disciplined Agile to
provide a solution that combined flexibility in project
delivery with an approach that could scale across a
large government organization.
Results
Integration
Dovetailed seamlessly with
ICBC’s existing Lean process
improvement initiative
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26. PMI’s Agile Certification Journey
PMI.org/certifications/agile-certifications
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29. T H I N K I N G P O I N T
How to read
a process
goal diagram
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30. The Process Goals for Team Agility
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DASSM
Disciplined Agile
Senior Scrum Master
DASM
Disciplined Agile
Scrum Master

32. Agile life cycle
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33. Continuous Delivery: Lean life cycle
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34. Program
life cycle
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35. Some Organizations using Disciplined Agile
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