Download - Scaling lean agile agile prage 2014 (armani)

Scaling Lean AgileFabio Armani

OpenWare@fabioarmani

• Fabio Armani– CEO of OpenWare– Lean Agile Coach &

Consultant– Organizational Change

Agent– @fabioarmani– www.open-ware.org

About Me

Agenda• Agile Development @Scale• Extended Lean Agile Frameworks

• Disciplined Agile Development (DAD)• Scaling Agile Framework (SAFe)• Agility Path + CIF• Large-scale Scrum

• Considerations• Conclusion

What Agile is NOT !!

Predictive ApproachEmpirical Mindset

Accelerate time to market Managing changing priorities Better align IT/Business Increase productivity Enhance software quality Project visibility Reduce risks

TechnicalPractices?Project

Initiation? Release intoProduction?

Operate inProduction?Enterprise

Disciplines?

ProjectSelection?

Lean Agile @Enterprise

Does Agile Scale? YES!

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/

http://www.ambysoft.com/surveys/

Small-scale vs Large-scale

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?

Scaling

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Scaling

We do not need to scale every aspect of Agile

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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 SAMPLE

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

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)

DAD - Disciplined Agile Delivery

Concept: The Agile 3C Rhythm

Inception

Coordinate

Construction

Collaborate

Transition

Conclude

Release rhythm

IterationPlanning

Coordinate

Development

Collaborate

Stabilize

Conclude

Iteration rhythm

Coordination Meeting

Coordinate

Daily work

Collaborate

Stabilize

Conclude

Daily rhythm

The Coordinate-Collaborate-Conclude rhythm occurs at several scales on a DAD project:

* Slide Courtesy of IBM

Agile Scaling Factors

DAD - Disciplined Agile Delivery• Decision Oriented Framework

SAFe - Scaled Agile Framework

Scaled Agile Framework – Big Picture

Agile Teams

Scale to Program Level

Scale to Portfolio

SAFe – Scaling Agile Framework• Prescriptive Framework

DAD vs SAFe

Agility Path

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.

A Matter of Managerial Culture

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

Direct Evidence of an Organization’s Value

Diagnosing circumstantial evidence in organizational patterns

Process Productivity Value Quality Enterprise

• Scrum• Self-

organization• Product

Backlog• Sprint Planning

• Daily Scrum• Sprint Review

• Sprint Retrospective

• Scaling Scrum

• Definition of Done

• Testing• Clean code• Test-Driven development

• Continuous Integration

• Emergent Architecture

• Accountability• Transparency

• Product Backlog• Alignment

• Release planningand orientation

• PortfolioManagement

• Engineering standards

• Architecture• QA

• ALM

• Communication• Organization

• Culture• People Practices• Sales• Lean

Agility Team• Enterprise Product Owner

– Domain Product Owner– Product Owner

• Enterprise Change Team– Domain Change Team– Change Team

• Enterprise Scrum Master– Domain Scrum Master– Scrum Master

Agility Path Events• Sprint• Sprint Planning

– Functional Change– Sprint Goal

• Weekly Scrum• Evaluation

– Sprint Review– Sprint Retrospective

Agility Path Artifacts• Practice Backlog• Sprint Backlog• Evaluation Backlog• Increment of Change

Agility Path Metrics• Agility Index• Agility Acceleration

Continuous Improvement Framework

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.”

CIF Overview• CIF consists of two interacting processes: product

development and continuous improvement.

Large-scale Scrum

Scaling Lean & Agile Development

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

Scaled Lean & Agile• Empirical oriented framework

Agenda• Agile Development• Extended Lean Agile Frameworks



…SO?

A possible way …

Culture eats Process for breakfast!

Kotter’s 8 Steps to Change

Principles > Practices

100% predictability =0% innovation

Value & Impact > Velocity

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.

Lean from the trenches

Lean Mindset

Agility Adoption Rather ThanAgile @Scale

Keep the values, keep the principles, think for yourself.

Keep the values, keep the principles, think for yourself!

Ken Schwaber




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Fabio Armaniwww.open-ware.org

@[email protected]

Download - Scaling lean agile agile prage 2014 (armani)

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