rethinking the agile enterprise

Rethinking the agile enterpriseBrandon Byars

Testing

Integrating

Showcasing

RequirementsDefinition

Scope ProjectFunding

MarketResearch

“Agile” ReleaseManagement

Batch size

Scaled Agile Framework™ Big Picture

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What prevents us from being agile at

scale?

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leading causes of paralysis

• Focus on business alignment over IT efficiency

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The alignment trap

Leading causes of paralysis

• Focus on business alignment over IT efficiency• Tech debt

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prod

uctiv

ity

time

XP

waterfall

Leading causes of paralysis

• Focus on business alignment over IT efficiency• Tech debt• Centralization

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Economies of scale

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Leading causes of paralysis

• Focus on business alignment over IT efficiency• Tech debt• Centralization• Budgeting

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http://search.dilbert.com/comic/Leadership%20By%20Words

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Don’t just do something,

STAND THERE!!!

The three tradesmen

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eXtreme Enterprise

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Values & principles

Values:•trust•independence•pride of ownership•feedback

Principles:•decentralization•design to throw away•fail fast / fail cheap•plurality•devolve accounting to value centers

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Practice: products over projects

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Customer focused

Competitive marketplace

Cost / customization balance

Customer support

Practice: Vc funding model

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http://www.quicksprout.com/2009/01/21/how-to-raise-venture-capital/

Practice: business process precedes automation

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Business process experimentation with out of

band integration

Lightweight integration

Full integration

Practice: experiments precede large capex spend

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Practice: full lifecycle ownership

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Funding approval

Development

Operations

Upgrades and retirement

Practice: all shared code is publicly hosted

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Open source curation

Optional adoption

Runtime integration

No domain logic

Practice: replaceability as a first class “ility”

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Limit depreciable lifetime

Eschew centralized solutions

Careful package selection and implementation

Communication > Implementation

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The Douglas Adams rules

TV

spam

grunge

REST Snapchat

twerkingme

me @ 15

me @ 35

Inherent context

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Ids => URLsState => State MachineN/A => Referer headers

Practice: dissolve shared services

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Analysis App QA Security DBA Release Ops

1 week4 weeks

1 week2 weeks1 week

2 weeks2 days

1 week1 day

2 weeks3 days

12 weeks

Customer

Practice: dissolve information technology

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Align automation with business units

Centralized IT decisions made by top management

Cost / benefit analysis on business, not IT

Manifesto for enterprise agility

I have imagined better ways of running enterprises by sitting and thinking inside my ivory tower.

Through this work I have come to value:

Economies of flow over economies of scaleDevolved accountability over standardsSystems thinking over analytical thinking

Replaceability over reusability

That is, while there is value in the items on the right, I value the items on the left more

Brandon Byars

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THANK YOU

Brandon Byarsemail: bbyars@thoughtworks.comtwitter: @BrandonByars