The document discusses various frameworks for scaling agile development in large organizations. It introduces Disciplined Agile Delivery (DAD), the Scaling Agile Framework (SAFe), Agility Path, Continuous Improvement Framework (CIF), and Large Scale Scrum. DAD is described as a decision-oriented framework, while SAFe is presented as more prescriptive. The document emphasizes that principles are more important than practices and that adopting an agile mindset is key to successful scaling.
21. Does Agile Scale? YES!
Scaling:
• The majority of agile teams are geographically distributed in some manner
• Organizations have reported successful agile programs of 500+ people
• One third of agile teams are in regulatory situations
• 75% of organizations doing agile are doing so on medium complexity or greater projects
• 17% of organizations are successfully applying agile in outsourcing situations
• 78% of teams are working with legacy systems
• 32% of organizations report successful interaction between enterprise architects and agile
teams
• 11% of organizations report that their governance strategy works well with agile teams
(yikes)
Source:
• DDJ November 2009 State of the IT Union Survey, www.ambysoft.com/surveys/
29. Problems of Scaling
SoS – Scrum Of Scrums
– Becomes more difficult after 6 or so Teams
– Planning & Ceremonial Events conflict
Doesn’t really address a Portfolio & Program View
– Still thinks of smaller “projects”
– Planning Roadmap horizons are still short
Fails to recognize that Waterfall still exists
Governance & Authority start to fail
– No Clear Content Authority once you scale to a Program or Portfolio level
– Who resolves priorities across dozens of teams?
– Who then drives releases?
31. 31
Scaling
We do not need to scale every aspect of
Agile
32. 32
Problems of Scaling
Reporting & Metrics aren’t sufficient across large numbers of
teams or programs
Traditional sources of information (Scrum/Agile Alliance)
aren’t mature to help this
– Note: In Jan ‘2013 Ken Schwaber introduced CIF – Continuous Improvement
Framework
36. What Should a Scaled Framework
Address?
Multiple Agile Teams
– Should be able to handle dozens of teams (Scrum
starts to break around 7)
– Incorporation of XP Engineering practices
Waterfall Teams
– They still exist. Not everything can be Agile
Program Level planning and views
37. What Should a Scaled Framework
Address?
Governance and shared resources
(like Enterprise/System Architects, UX, etc.)
Specialized teams for Release
planning, system integration
Clear content authority
Portfolio Management and the
management of WIP (strategic level)
41. Concept: The Agile 3C Rhythm
The Coordinate-Collaborate-Conclude rhythm occurs at several scales on a DAD project:
Inception
Coordinate
Construction
Collaborate
Transition
Conclude
Release rhythm
Iteration
Planning
Coordinate
Development
Collaborate
Stabilize
Conclude
Iteration rhythm
Coordination
Meeting
Coordinate
Daily work
Collaborate
Stabilize
Conclude
Daily rhythm
58. A Matter of Managerial Culture
Evidence-Based Management (“EBM”):
• Roots in the medical practice.
• The application of direct, objective evidence* by managers
to make decisions.
• For software development, EBM is employed to maximize
the value of software to the entire organization.
Evidence, broadly construed, is anything presented in support of an assertion:
• Strongest type of evidence is that which provides direct proof of the validity of the
assertion.
• Weakest type of evidence is that which is merely consistent with the assertion, but
doesn’t rule out contradictory assertions, as in circumstantial evidence.
*Source: Wikipedia
66. Scale Scrum Beyond Your Team
• “We have worked with thousand of organizations that are
attempting to become more effective and more agile.
• They usually start by implementing Scrum.
• Then they are faced with the issue of how to get the most out
of their investment in Scrum.
• They wonder how to manage its scaling throughout the
organization.”
67.
68. CIF Overview
• CIF consists of two interacting processes: product
development and continuous improvement.
71. Scaling Lean & Agile Development
• Large Scale Scrum is Scrum: change implications
• Fractal structure
• Feature teams vs Components Teams
• Lean Concepts and Principles
• Complex Systems
• Queues theory
87. Culture > Process
• Shu-level Scrum can get you out a ditch, but won’t make you fly.
– Learn the rules so you can break them.
• Healthy Culture heals broken process.
– Hack the culture, and process will follow.
• Agile is Fragile.
– It is only sustainable over the long term if all parts of the organization are committed to
it.
• You are the culture.
– Model the behavior you want to see.