agile business analysis agile at scale
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Agile Business Analysis – Agile at Scale
Beat Fraefel – November 27, 2021
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■ Why Scaling?
■ Ideas and Methodologies for Scaling
♦ Independent Teams
♦ Product Owner as a Team Role
♦ Large-Scale Scrum – LeSS
♦ Scrum @ Scale
♦ SAFe® – Scaled Agile Framework
♦ Spotify Model
2Agile at Scale
Agenda
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I have to admit …
Agile is effective
scaleable?
(in complex situations)
efficient
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■ Self-organized agile teams depend on proper communication
■ A group’s complexity grows faster than its size
■ Scrum Guide on Development Team Size: “Having more than nine
members requires too much coordination. Large Development Teams
generate too much complexity for an empirical process to be useful.”
4Agile at Scale
Agility works for small teams,
but does Agility scale?
5 members -
10 connections
10 members -
45 connections
15 members - 105 connections
Communication and
coordination across
multiple teams and within
larger teams is impaired.
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Why scaling?
Agile at Scale 5
Strategic Coordination
(product width)
Tactical Coordination
(bandwidth / capacity)
Team
Unit(many teams for
one product/service)
Organization(many teams for many products/services)
Large Scale Organization(many units for many products/services)
product/service
requires one team
large scale product/service
requires many teams
1 product/service
→ 1 Product Owner
many products/services (suite)
→ many Product OwnersSource: Foegen/Kaczmarek:
Organisation in einer digitalen Zeit
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■ The need for coordination is identified too late
♦ Agile Teams may turn into Silos
♦ Lack of coordiation undermines trust in agile approach
■ Traditional hierarchical approach:
Line Managers direct and/or coordinate
♦ Push instead of Pull
♦ Often frustating for teams
♦ Prone to politics
➔ Scaling needs some structural elements – only culture does not work
6Agile at Scale
Typical Problems with Scaling Agile
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■ Why Scaling?
■ Ideas and Methodologies for Scaling
♦ Independent Teams
♦ Product Owner as a Team Role
♦ Large-Scale Scrum – LeSS
♦ Scrum @ Scale
♦ SAFe® – Scaled Agile Framework
♦ Spotify Model
7Agile at Scale
Agenda
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■ Make teams as independent as possible
to lower the need for coordination
■ «Productization»:
♦ many small, independent product-like functions instead of one
huge product
♦ strong product vision needed to set a common direction
■ Feature Teams instead of
technology/functional silos
8Agile at Scale
Independent Teams
Frontend
Backend
Database
Operations
Prod.mgmt
Te
chn
olo
gy/
Fun
ction
alS
ilos
Feature 1Product
catalog
Feature 2Payment
Feature 3Shopping
cart
Feature 4Community
Feature Teams with end-to-end responsibility
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Product Owner Role owned by an interdisciplinary, self-organized team.
→ strategic coordination
9Agile at Scale
Product Owner as a Team Role
PO Team with representatives of Product Management, Engineering, Operations
Joint responsibility for Product Backlog
Multiple development teams
Sync between teams
after each sprint
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Large-Scale Scrum – LeSS
Agile at Scale 10
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■ LeSS is Scrum
…applied to many teams
…working together
…on one product
■ One single Product Backlog, one Product Owner
■ Many cross-functional teams
♦ LeSS: Up to eight teams
♦ LeSS Huge: Up to a few thousand people on one product
■ Comprehensive website www.less.works
11Agile at Scale
What is LeSS?
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LeSS Cycle
Agile at Scale 12
Joint execution with all teams
Execution for each team separately
Image source: wibas.com
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Scrum @ Scale®
Agile at Scale 13
Scrum Team Scrum of Scrum Team
(SoS of 5 Teams)
Scrum of Scrum of Scrum Team
(SoSoS of 25 Teams)
Executive Action Team EAT
Coordinating 5 groupings of 25 teams
■ Created by Jeff Sutherland
■ Comprehensive Guide on
www.scrumatscale.com/scrum-at-scale-guide-online/
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Scrum @ Scale Framework
Agile at Scale 14
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Scaled Agile Framework – SAFe®
Key Concepts
Agile at Scale 15
■ Classic projects: Bring people to work (Staffing of projects)
SAFe: Bring work to people (stable teams are supplied with work)
■ An Agile Release Train ART is a «Team of agile Teams» which
is aligned to a joint mission (50..125 people)
♦ A Program Increment (PI) consists of 5 Sprints @ 2 weeks each
♦ Last Sprint is an Integration Sprint
♦ PI Planning: joint planning of a Program Increment, also known
as «Big Room Planning»
■ Program Management uses Kanban for Backlog Management
■ Agile Teams choose their own methodology (Scrum, Kanban, XP),
but operate on a synchronized cadence
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Essential SAFe®
Agile at Scale 17
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Portfolio SAFe®
Agile at Scale 18
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■ Team Level – as in Scrum:
Development Team, Product Owner, Scrum Master
■ Portfolio Level:
♦ Product Management: responsible for the Program Backlog;
works with Customers and Product Owners (Product Owner on Program Level)
♦ Release Train Engineer (RTE): the chief Scrum Master of the
Release Train; facilitates PI Planning (Scrum Master on Program Level)
♦ System Architect/Engineer: Define overall architecture, help
define nonfunctional requirements, determine major elements
and subsystems
♦ Business Owners: key stakeholders with business, technical and
governance responsibility
19Agile at Scale
SAFe® Roles
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WSJF – weighted shortest job first: estimation of «cost of delay»
20Agile at Scale
Prioritization in SAFe®
BV: Business value
TC: Time Criticality
RR/OE: Risk Reduction and/or Opportunity Enablement
Job Size: Duration of task
Feature BV TC RR/OE Total CoDJob Size/
DurationWSJF
A 8 5 5 18 2 9
B 5 13 1 19 3 6.3
C 3 2 5 10 13 0.8
D 13 5 3 21 8 2.6
E 2 2 13 17 5 3.4
F 1 3 2 6 3 2
Relative Values(Fibonacci numbers)A
B
C
D
EF
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Successful business model of Scaledagile Inc.
Agile at Scale21
Certified SAFe® Government PractitionerApplying Lean-Agile practices in the public sector with SAFe®
Certified SAFe® DevOps PractitionerOptimizing your value stream
Certified SAFe® Program ConsultantImplementing the Scaled Agile Framework® for Lean Enterprises
Certified SAFe® AgilistDeveloping the Five Core Competencies of the Lean Enterprise
Certified SAFe® Release Train EngineerFacilitating Lean-Agile program execution
Certified SAFe® Product Owner / Product MgrDelivering value through effective Program Increment execution
Certified SAFe® Advanced Scrum MasterAdvancing Scrum Master servant leadership with SAFe®
Certified SAFe® Scrum MasterApplying the Scrum Master role within a SAFe® enterprise
Certified SAFe® PractitionerEstablishing team agility for Agile Release Trains
Certified SAFe® Agile Software EngineerEnabling technical agility for the Lean enterprise
Certified SAFe® for ArchitectsArchitecting for continuous value flow with SAFe®
SAFe® Lean Portfolio ManagementAligning strategy with execution
SAFe® Agile Product and Solution Mgmt.Using Design Thinking to create valuable products in the Lean Enterprise
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Comprehensive Resources for SAFe® on
www.scaledagileframework.com
Agile at Scale 22
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Spotify Model
Agile at Scale 23
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Spotify Engineering Culture
Agile at Scale 24
https://engineering.atspotify.com/2014/03/27/spotify-engineering-culture-part-1/
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