An orientation in Agile frameworks including ideas for enterprise level operation.

1. Agile Frameworks
A BRIEF ORIENTATION
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2. Most Agilist’s View
Waterfall is sometimes
Agile XP
described within Agile as
“Big Up Front Design”
Waterfall
scrum
Kanban
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3. Your Author’s View
Agile XP
Waterfall
scrum
Kanban
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4. Stacey Matrix
AGILE MANAGEMENT
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5. Stacey Matrix
Far From
Agreement
Chaotic
Socially
Agreement
Complicated
Complex
Simple
Technically
Close To
Agreement Complicated
Close To
Certainty
Certainty Far From
Certainty
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6. Stacey Matrix: Simplfying
Far From
Known
Chaotic
Requirements
Socially
Agreement
Complex
Complicated
Simple
Technically
Known Far From
Certainty Known
Technology
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7. Decision Mechanisms
Far From
Innovation
Known
Chaotic
Creativity
Requirements
Compromise Debate
Political “Zone of Complexity”
Decisions
Serendipity
Standards
Guidance
Monitoring Trial & Error
Experimenting
“Rational”
Judgment Decisions
Decisions
Known Far From
Known
Technology
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8. Examples
Far From
Known
Chaotic
Emergency
Response
Requirements
Nuclear
Power
Complex
Plant
Location
Complicated
Airplanes
Simple
Bridge 1st Man
On The
Bicycle Moon
Known Far From
Known
Technology
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9. Operating Practices
Far From
Known
Chaotic
Novel Practice
Requirements
Complex
Emergent Practice
Complicated
Good Practice
Simple
Best Practice
Known Far From
Known
Technology
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10. Applying Agile Frameworks
Far From
Known
Chaotic
Agile / Kanban
Requirements
Complex
Agile / scrum
Complicated
Simple
Waterfall
Known Far From
Known
Technology
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11. Roles / Titles
Product
Far From Management
Known
Chaotic
Product
Requirements
Ownership
Program
Management
Engineering
Management
Known Far From
Known
Technology
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12. Product Planning for Emerging Requirements
LEARNING TO SURF
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13. Waves V3 V3
Cupertino Cupertino
? ?
Time Time
Horizon Horizon
V2 V2
Berkeley Berkeley
? ?
V1
Atlanta
You Are Here X
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14. Waves V3 V3
Cupertino Cupertino
? ?
momentum’s
Time direction
V2 V2
Berkeley Berkeley
? ?
V1
Atlanta
Surfboard
You Are Here X
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15. V3 V3
Cupertino Cupertino
? ?
whenever
Time objectives slip outside
V2 V2 the cone of
Berkeley Berkeley momentum
? ?
RISK creeps in
V1
Anticipate 3 iterations to
Atlanta
Manage “Cone of Uncertainty”
You Are Here X
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16. Challenge
Unchecked momentum
continues unconscious direction
Time
V2 V2
Berkeley Berkeley
? ?
Best direction?
V1
Atlanta
You Are Here X
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17. Issue
V3
Cupertino
Time
Unconscious
V2 forward motion
Berkeley = RISK
of squandered momentum
and short timeline
X
V1
delivery pressure
Atlanta
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18. Surfing
Anticipating 3 iterations V3
Helps smooth shifts Cupertino
A guess at 3rd iteration
V2 V2
Berkeley Berkeley
Helps set 2nd iteration
and channel momentum
V1
Atlanta
X
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19. Anticipate
Even if directions V3 V3
shift over time Cupertino Cupertino
A guess at 3rd iteration
V2 V2
Berkeley Berkeley
Helps set 2nd iteration
and channel momentum
V1
Atlanta
X
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20. Outsurf Competition
V3 V3
Cupertino Cupertino
Time
V2 V2
Berkeley Berkeley
V1 Anticipate 3 iterations
Atlanta AND tune direction over time
To address RISK
X AND maintain
Market responsiveness
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21. Teaching the Team to Surf
USING AGILE
TO SURF BIG WAVES
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22. Basics: Single Teams
Iteration
Backlog
Iteration
aka
Sprint
Product
Backlog
1d
Typically
Sprint Commit
aka
1-4 wks
Potentially
Shippable
Team Increment
Time Horizon
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23. Multiple Teams
Typical Agile Practice:
Run “Scrum of Scrums”
to coordinate across teams
Potentially
Shippable
Increment
Time Horizon
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24. Complex Products
Solely using “Scrum of Scrums”
across teams
Potentially
Shippable
Increment
Time Horizon
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25. Complex Products
Solely using “Scrum of Scrums”
across teams can miss market shifts
and lead to reactive operation
V3
V2
X
V1 Potentially
Shippable
Increment
Time Horizon
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26. Scaled Agile Framework
details
how to grow
Agile
techniques
across multiple
project teams
more available at scaledagileframework.com
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27. Surfing with Agile: Execution
Portfolio
Business
Architecture
Program
Use Scrum of Scrums
across program execution
(Re) Act
Team
Time Horizon
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28. Surfing with Agile: Anticipation
Portfolio
Business
X
Anticipate
Architecture
Anticipate Business & Technology
conditions for a 3 release horizon
Program
(Re) Act
Team
Time Horizon
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29. Looking Across AND Ahead
Portfolio
Business
X
Anticipate
Architecture
Coordinate plans both across
execution & ahead of market Cross Team
Handshake
Coordinate
Program
(Re) Act
Team
Time Horizon
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30. Bernie Maloney, CSP
PE, CSM, CSPO
Agile Coach
Turning Strategies into Results
For People, Teams & Businesses
From Startup to Beyond $100M
twitter.com/#!/ berniemaloney
slideshare.net/ berniemaloney
about.me/ berniemaloney
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31. Saturday November 3, 2012
Nokia, Sunnyvale
VOTE: bit.ly/mcsv12influence
Building Products that Delight Customers:
Hands-on Product Management
30 Students
Stanford Continuing Studies – BUS 15
1st Class: January 28, 2013
BERNIE’S FUTURE PRESENTATIONS
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32. Ut Prosim. Namaste.
FIN
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