scaling agile at enterprise chema garcia
TRANSCRIPT
Agile Practice
Scaling Agile @ EnterpriseEscalando agile en las organizaciones
Chema GarcíaAgile Coach
@Chemagile [email protected] enterpriseagilecoach
Madrid NOV 27-28 2015
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Arun Govindarajan
Mark Nelson
Guillermo Pérez
Unai Roldán
Juanma Gómez
Joao Barreiro
Chema García
Maica Trinidad
Jose María Blazquez
Jordi Falguera
Al GoernerDeb Davenport
Richard Trelleria
Ramón Davila
Ife Jackson
...
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Speaker
Chema Garcia MartinezEnterprise Agile Coach
Chema Garcia is one of UST’s Enterprise Agile Coach. He has worked in a wide range of international industries as Financial and Banking, Logistics and Transportation, Telecom, etc. As Agile Coach and Change Agent, He specializes in Execution of Programs and ARTs, Lead teams to High Performance Teams, Agile Frameworks and Practices
Chema Garcia has been in the IT business for 20+ years where has deep experience leading enterprise software initiatives. From the trenches as developer to head of software developments positions, He emphatics with business and IT, and understands both in theirs needs in order to built the right environment to deploy agile methodology. He has contributed in agile transformations since 2006.
@Chemagile
/enterpriseagilecoach
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Agile Software Development
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The concept of Agile Software Development include several light weighted methodologies and approaches.
The common values of all approaches are:People as the most important assetWorking software with best quality
Customer collaborationOpenness to change
AGILE
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Generations of Agile LiteratureIt helps to know what your reading, and who you are listening to.
• 1st Generation (approx. 1995-2002) – focus on small team dynamics• 2nd Generation (approx. 2002-2010) – move upstream to requirements and downstream to testing• 3rd Generation (approx. 2010-present) – embrace the enterprise and confront the full challenge
Evolution
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Agile Product Management
Agile Release Management
Agile Portfolio Management
Agile Metrics &
Governance
Multi-TeamAgile Teams
New Technologies
DistributedAgile Programs
Agile Testing
Agile Requirements
The Agile Team
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Agile Teams Works!
Evolution
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Big companies want to get this advantage
Evolution
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Please, Do not Scale Agile
Scaling Agile
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Can you respond to?
#NO_SCALE
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Source: http://alistair.cockburn.us/
1. Independent of anything else going on, how will you increase collaboration?
2. Accounting for everything else going on, how will you increase trial and actual deliveries to consumers?
3. How will you get people to pause and reflect on what’s happening to and around them?
4. What experiments will your people do at different levels in the organization to make a small improvement?
Alistair Cockborn
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Very Large Inspect & Adapt Journey
#NO_SCALE
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Main concerns of Scaling is about Complexity
Scaling Agile
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Big products – Spreads: need more teams
Complexity
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Multi-channel/tier/layer : need more coordination
Complexity
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… and have more integration issues
Complexity
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Value delivery: need Alignment
Complexity
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Value delivery: need Synchronization
Complexity
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Communication
Complexity
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Communication @ scale
Complexity
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How to Fight with Complexity
Scaling Agile
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• Transparency• Code Quality• Alignment• Program Execution
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How to Fight with Complexity: Transparency
Scaling Agile
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How to Fight with Complexity: Code Quality
Scaling Agile
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How to Fight with Complexity: Alignment
Scaling Agile
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How to Fight with Complexity: Program Execution
Scaling Agile
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But nothing works without changing the mindset
Scaling Agile
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Changing the mindset of peopleFrom Boss to Leader
Scaling Agile
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Changing the culture of Organization
Scaling Agile
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Source: Reinventing Organizations (Frederic Laloux)
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Communicate Vision from top level to everybody
Scaling Agile
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Work around motivated people
Scaling Agile
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Diverse people
Scaling Agile
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To nurture rich insights and intuitions, a knowledge-creating company needs diversity in the pool of talents available within the company. This diversity enhances requisite variety, which is one of the enabling conditions for the organization.
Ikujiro Nonaka, Hirotaka Takeuchi
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…And Trust People
Scaling Agile
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Ready to Scale?
Scaling Agile
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Sure?
Scaling Agile
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We need change agents
Scaling Agile
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Solid Professional experience
Faces challenges head-on
Loves technology
Keeps pace with new tech developments
Draws parallels with other industries
Listen to other people’s challenges
Cares about the organization success
Attains personal fulfilment through team success
Mixes inventiveness and analytical thinking
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Scaling Typical scenario (Best case)
Scaling Agile
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Product A
Product B
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Minimize dependencies
Scaling Agile
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Product A
Program/ProductMngmt
ROADMAP
A B C D
Sprint A B C D12345
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Why dependencies appear?
Scaling Agile
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Observe how your teams do their work.
Learn from their behaviours.
Consider optimizations.
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Select type of teams
Scaling Agile
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Source: http://scaledagileframework.com
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Select type of teams
Scaling Agile
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Source: http://scaledagileframework.com
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Levels to Scale
Enterprise
Portfolio
Program
Project
Scaling Agile
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Some teams, 1 product
Many teams, some products
Many teams, many products
Several portfolios
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Need a framework to scale?
Agile Scaling Frameworks
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Frameworks give you guidance
Agile Scaling Frameworks
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Frameworks are based on good and real expertise
Agile Scaling Frameworks
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“You must unlearn what you have learned.”– Yoda
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Frameworks increase your success probability
Agile Scaling Frameworks
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Scaling is Common Sense + Framework
Agile Scaling Frameworks
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It’s up to you
Agile Scaling Frameworks
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You should think for yourself and come up with better ideas than mine.
Taiichi Ohno
You are a fool if you do what I say.
You are a greater fool if you don’t do as I say.
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Large-escaled Scrum as Scrum – (LeSS)
Agile Scaling Frameworks
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Fractal teams
Scaled Scrum Ceremonies
Synchronization Roles
Bas Vodde & Craig Larman
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Disciplined agile Delivery - DaD
Agile Scaling Frameworks
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Initial considerations - Inception
Enterprise Architecture
Production & Operations
Scott Ambler
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SAFe –Scaled Agile Framework
Agile Scaling Frameworks
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Full Portfolio Governance
Focused on value
Explicit coordination roles
Dean Leffinwell
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Spotify model
Agile Scaling Frameworks
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Full People oriented
Flow of knowledge
Henrik Kniberg & Anders Ivarsson
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NEXUS – The exoskeleton of Scaled Scrum
Agile Scaling Frameworks
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Focus on minimizing dependencies
SoS Ceremonies
Ken Schwaber
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S@S – Scrum at Scale
Agile Scaling Frameworks
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Very new proposal
Enterprise level Vision
Jeff Shuterland
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Common in all Frameworks
Core Agile Values
Lean
Scrum, Kanban, XP
Agile Scaling Frameworks
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Main difference: Enterprise levels Scope
Teams
Program
Portfolio
Enterprise
Agile Scaling Frameworks
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Scaling Agile 2015 Survey
Scaling Trends
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Respondent Demographics
Scaling Trends
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Respondent Demographics
Scaling Trends
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Respondent Demographics
Scaling Trends
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Respondent Demographics
Scaling Trends
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Respondent Demographics
Scaling Trends
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Most Used Framework
Scaling Trends
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Other responses
Scaling Trends
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REASONS FOR ADOPTING A SCALING FRAMEWORK
Scaling Trends
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Arguments for LeSS:
“Gradual adoption at the huge scale, minimal mixture of structure added to the Scrum framework. A bottom-up approach rather than top-down which still permits empirical process control to be used”.
“LeSS is clearly in the Scrum and Agile tradition. The benefits are Continuous Integration, Internal Open Source, Team-controlled build systems and more agility for the meetings. For example, Sprint Planning may be held with representatives of each team, rather than all members of all teams.”
“I support clients adopting Agile and will take from all the frameworks to meet the clients needs. LeSS is well suited for multiple teams pulling from a common backlog.”
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REASONS FOR ADOPTING A SCALING FRAMEWORK
Scaling Trends
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Arguments for SAFe:
“Well documented, training material present. Makes the connection between agile and business.”
“1) complete, from team to portfolio.2) give answers to higher management how things are organized.”
“- well documented, - proved to work, - easy to adopt some minimal elements first.”
“Lean/Agile/XP practices and mindset, but with an architectural runway and portfolio level governance system.”
“Customer Satisfaction, Collaboration, Productivity and ROI.”
“Scalable agile talking with corporate governance.” “Synchronizing teams, sharing goals with upper management, ability to build roadmap more easily.” “Formal approach that everyone can reference.”
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REASONS FOR ADOPTING A SCALING FRAMEWORK
Scaling Trends
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Scrum at Scale
“Scrum of scrums is helping us in not deviating ourselves from the values and principles of agile/scrum”
“Using Scrum to scale Scrum (the product is the organization) is a way to stay congruent with reality: life happens, we can't control it. Empiricism is a/the way to address complexity. If a project is complex, an organization is way more.”
“Testing the framework is closer to my current aims. I am not convinced of the effectiveness of the others which to IT based instead organizational based.”
“Business transformation. Organization intelligence increase. Full principles covered at all levels. Reduced PMO command & control induced project failures. Shared vision. Self-organizing teams.”
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REASONS FOR ADOPTING A SCALING FRAMEWORK
Scaling Trends
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Spotify model
“Lots of collaboration between teams.”
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PREFERRED FRAMEWORK BY ROLE
Scaling Trends
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PREFERRED FRAMEWORK BY COMPANY AGILE ECOSYSTEM SIZE
Scaling Trends
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PREFERRED FRAMEWORK BY COMPANY AGILE ECOSYSTEM SIZE
Scaling Trends
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PREFERRED FRAMEWORK BY COMPANY AGILE ECOSYSTEM SIZE
Scaling Trends
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PREFERRED FRAMEWORK BY BUSINESS LINE
Scaling Trends
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Problems that SAFe resolves well
Why SAFe
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Organize All Around Value
Understand needs
Build solutions Deploy
Time to market
REPEAT
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Problems that SAFe resolves well
Why SAFe
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Agile Porfolio Management
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Problems that SAFe resolves well
Why SAFe
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Synchronize & Align
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Problems that SAFe resolves well
Why SAFe
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Program Execution
Face-to-face release planning Aligned to a common mission via a single Program backlog Value Delivery via Features and Benefits Team-of-agile-teams (Release Train) Same Cadence for all Well defined Coordination Roles
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When scaling agile
Check if you really need it.
If sure, check if you can change something in order to no need it.
All decision will be made taking in account Agile core Values.
Setup your target scope, and plan the transformation.
Children: don´t try to do this lonely at home.
Closing
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Q&A
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Are you ready?
We are hiring!
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The End
Thank you