agility at scale

8/2/2019 Agility at Scale

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By Scott W. Ambler Chief Methodologist for Agile and Lean, IBM Rational


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IBM agility@scale : Become as Agile as You Can Be

About the Author

Contents


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ContentsForewordScott Amblers work on Agile process maturity provides the structure that is needed by many companiesseeking to make the transition to Agility while still meeting their overall organizational needs and requirements.In some cases, this means establishing IT governance and compliance while others simply need just enoughprocess to get the job done. Scotts work teaches us that the Agile Manifesto emphasis of Individuals andInteractions over processes and tools, does not rule out mature repeatable process frameworks where theymake sense. More importantly, as an Agile thought leader, Scott Ambler gives us the necessary structure tounderstand Agile process maturity and thereby successfully implement Agile processes that can support partof or, in some cases, the entire systems development lifecycle. Scott raises the bar by helping us implement

disciplined agile processes which address one or more scaling factors such as team size or distributed teamsthat are critical for scaling Agility.

Agile works and the results of many Agile initiatives have been stunning in their success in terms of both qualityand productivity. With Scott Amblers help we can enhance our Agile processes to the point where we canliterally be as Agile as we can be while meeting larger organizational needs for process repeatability and LeanAgile frameworks. I encourage you to read this work carefully as it takes us on a journey to successfullyimplementing Agile processes in ways that yield dramatic results and increased success in systemsdevelopment.


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Contents


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Contents

The Agile Scaling Model (ASM)

1. Core agile development.

2. Disciplined agile delivery.

Learn More

Be As Agile As You Can Be (webcast)


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Contents

3. Agility at Scale.


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Contents

Figure 1: Agile Scaling Model (ASM)


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ContentsCore Agile Development

Scrum.

Extreme Programming (XP)

Agile Modeling (AM)

Agile Data (AD)Learn More

Scaling Scrum: Lessons from theTrenches (webcast)


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Contents

SprintBacklog

SprintTasks

WorkingSystem

Funding andFeedback

30-daySprint

DailyWork

Daily ScrumMeeting:Share Status andidentify potentialissues

Sprint review: Demo systemto stakeholders and gain fundingfor next Sprint Retrospective:Learn from your experiences

Planning session to selectrequirements for current

Sprint and to identify work tasks

Figure 2. Scrum construction life cycle


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Contents

Open Unied Process (OpenUP)

Dynamic System Development Method(DSDM)

Disciplined Agile Delivery

Learn More

Take the Agile Fitness Survey
http://jazz.net/evaluate/mcif/selfcheckhttp://jazz.net/evaluate/mcif/selfcheck


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Contents

Disciplined Agile Delivery (DAD)
http://jazz.net/evaluate/mcif/selfcheckhttp://jazz.net/evaluate/mcif/selfcheckhttp://jazz.net/evaluate/mcif/selfcheckhttp://jazz.net/evaluate/mcif/selfcheckhttp://jazz.net/evaluate/mcif/selfcheck


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Contents

Figure 3. Disciplined Agile Delivery (DAD) system-development life cycle


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Contents Are You Really Agile?

1. Value.

2. Validation.

3. Active stakeholder participation.

4. Self organization.

5. Improvement.


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ContentsAgility at Scale

Learn More

Adapt Agile Methods for ComplexEnvironments (whitepaper)
http://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDFhttp://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDFhttp://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDFhttp://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDFhttp://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDFhttp://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDFhttp://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDF


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Contents

Team Size

Geographical Distribution

Regulatory Compliance

Domain Complexity

Organizational Distribution

Technical Complexity

Enterprise Discipline

Organizational Complexity

Under 10Developers

Co-located

Low Risk

Straightforward

GloballyDistributed

Thousands ofDevelopers

Low Risk

Intricate/ Emerging

Collaborative

Homogenous

Flexible

ProjectFocus

EnterpriseFocus

Rigid

Heterogeneous/ Legacy

Contractual

Simple Complex

Figure 4. Potential scaling factors for software development
http://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDFhttp://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDFhttp://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDFhttp://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDFhttp://www.ibm.com/common/ssi/fcgi-bin/ssialias?infotype=PM&subtype=BR&appname=SWGE_RA_RA_USEN&htmlfid=RAB14021USEN&attachment=RAB14021USEN.PDF


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Contents

Agile Online Bartering
http://www.jazz.net/http://www.jazz.net/


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Contents


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Contents

Become as Agile as You Can Be


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Contents4. Explicitly manage your process-improvement efforts.

5. Invest in your staff.

1. Recognize that the true goal is toimprove.

2. Have a plan.

3. Gain some experience.Learn More

Organize Global Agile Teams(Agile 101 class)
https://www14.software.ibm.com/webapp/iwm/web/signup.do?source=dw-c-wcsdpr&S_PKG=112410Ahttps://www14.software.ibm.com/webapp/iwm/web/signup.do?source=dw-c-wcsdpr&S_PKG=112410Ahttps://www14.software.ibm.com/webapp/iwm/web/signup.do?source=dw-c-wcsdpr&S_PKG=112410Ahttps://www14.software.ibm.com/webapp/iwm/web/signup.do?source=dw-c-wcsdpr&S_PKG=112410A


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ContentsReferences and Suggested Resources1.

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10.

Parting Thoughts
https://www14.software.ibm.com/webapp/iwm/web/signup.do?source=dw-c-wcsdpr&S_PKG=112410Ahttps://www14.software.ibm.com/webapp/iwm/web/signup.do?source=dw-c-wcsdpr&S_PKG=112410Ahttps://www14.software.ibm.com/webapp/iwm/web/signup.do?source=dw-c-wcsdpr&S_PKG=112410Ahttps://www14.software.ibm.com/webapp/iwm/web/signup.do?source=dw-c-wcsdpr&S_PKG=112410Ahttps://www14.software.ibm.com/webapp/iwm/web/signup.do?source=dw-c-wcsdpr&S_PKG=112410Ahttp://www.ambysoft.com/surveys/stateOfITUnion200907.htmlhttp://www.ambysoft.com/surveys/stateOfITUnion200907.htmlhttp://www.ambysoft.com/surveys/success2008.htmlhttp://www.ambysoft.com/surveys/success2010.htmlftp://ftp.software.ibm.com/common/ssi/sa/wh/n/raw14204usen/RAW14204USEN.PDFftp://ftp.software.ibm.com/common/ssi/sa/wh/n/raw14204usen/RAW14204USEN.PDFhttps://www.ibm.com/developerworks/mydeveloperworks/blogs/ambler/entry/disciplined_agile_deliveryhttp://www.ambysoft.com/surveys/howAgileAreYou2010.htmlhttp://www.ambysoft.com/surveys/howAgileAreYou2010.htmlhttp://www.ambysoft.com/essays/agileTesting.htmlhttp://www.ambysoft.com/essays/agileTesting.htmlhttp://www.ibm.com/developerworks/rational/library/edge/08/may08/kroll_krebs/index.htmlhttp://www.ibm.com/developerworks/rational/library/edge/08/may08/kroll_krebs/index.htmlhttp://www-01.ibm.com/software/rational/agile/http://www-01.ibm.com/software/rational/agile/http://www.ibm.com/developerworks/rational/library/edge/08/may08/kroll_krebs/index.htmlhttp://www.ibm.com/developerworks/rational/library/edge/08/may08/kroll_krebs/index.htmlhttp://www.ambysoft.com/essays/agileTesting.html%0Dhttp://www.ambysoft.com/essays/agileTesting.htmlhttp://www.ambysoft.com/essays/agileTesting.htmlhttp://www.ambysoft.com/surveys/howAgileAreYou2010.htmlhttp://www.ambysoft.com/surveys/howAgileAreYou2010.htmlhttps://www.ibm.com/developerworks/mydeveloperworks/blogs/ambler/entry/disciplined_agile_delivery%0Dhttps://www.ibm.com/developerworks/mydeveloperworks/blogs/ambler/entry/disciplined_agile_deliveryftp://ftp.software.ibm.com/common/ssi/sa/wh/n/raw14204usen/RAW14204USEN.PDFftp://ftp.software.ibm.com/common/ssi/sa/wh/n/raw14204usen/RAW14204USEN.PDFhttp://www.ambysoft.com/surveys/success2010.htmlhttp://www.ambysoft.com/surveys/success2008.htmlhttp://www.ambysoft.com/surveys/stateOfITUnion200907.htmlhttp://www.ambysoft.com/surveys/stateOfITUnion200907.html


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Contents

About the Author

ibm.com

ibm.com Learn MoreIBM Agile Development

Scott W. Ambler
http://www.ibm.com/software/rational/leadership/leaders/#scott%20http://www.ibm.com/software/rational/leadership/leaders/#scott%20http://www.ibm.com/software/rational/leadership/leaders/#scott%20http://www.ibm.com/software/rational/leadership/leaders/#scott%20http://www.ibm.com/developerworks/blogs/page/amblerhttp://www.ibm.com/developerworks/blogs/page/amblerhttp://www.ibm.com/developerworks/blogs/page/amblerhttp://www-01.ibm.com/software/rational/agile/http://www-01.ibm.com/software/rational/agile/http://www.ibm.com/developerworks/blogs/page/amblerhttp://www.ibm.com/developerworks/blogs/page/amblerhttp://www.ibm.com/software/rational/leadership/leaders/#scott%20http://www.ibm.com/software/rational/leadership/leaders/#scott%20


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Copyright IBM Corporation 2010

IBM Global ServicesRoute 100Somers, NY 10589U.S.A.

Produced in the United States of AmericaNovember 2010

All Rights Reserved

IBM, the IBM logo, ibm.com, IBM agilty@scale and Rationalare trademarks or registered trademarks of InternationalBusiness Machines Corporation in the United States, othercountries, or both.If these and other IBM trademarked terms are marked ontheir rst occurrence in this information with a trademark symbol ( or ), these symbols indicate U.S. registered orcommon law trademarks owned by IBM at the time thisinformation was published. Such trademarks may also beregistered or common law trademarks in other countries.

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