Scaling agile. Agile across the enterprise
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This document discusses scaling agile across large organizations. It introduces agile mindset, values, principles and practices. It also covers several frameworks for scaling agile such as Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), and Disciplined Agile Delivery (DAD). Adopting agile requires changes to organizational culture and giving autonomy and mastery to self-organizing teams. Scaling agile is not just about processes but transforming the mindset and empowering people.
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Scaling agile. Agile across the enterprise
- 1. Scaling Agile: Agile across the Enterprise Darren Wilmshurst ACIB CITP MBCS Simon Powers CSM, CSP, SAFe Program Consultant, LeSS Practitioner, DAD Green Belt
- 3. 3 Introduction: Simon Powers Austin Powers – No relation
- 4. 4 Stand-up Your experience with Agility 1 = Very Little Experience/No Experience 2 = Some Experience 3 = Experienced 4 = Very Experienced 5 = Expert
- 6. 6 Where is you pain?
- 7. 7 Mindset Values Principles Practices Tools & Processes We use JIRA We do stand-ups We are co-located We do just enough documentation We work together What is agile?
- 8. 8 Mindset Values Principles Practices Tools & Processes Agile manifesto Source: http://agilemanifesto.org
- 9. 9 12 Principles of the Agile Manifesto 1. Our highest priority is to satisfy the customer through early and continuous delivery of business value. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver business value frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. … Mindset Values Principles Practices Tools & ProcessesSource: http://agilemanifesto.org
- 10. 10 12 Principles of the Agile Manifesto … 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Business value is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. … Mindset Values Principles Practices Tools & ProcessesSource: http://agilemanifesto.org
- 11. 11 12 Principles of the Agile Manifesto … 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. Mindset Values Principles Practices Tools & Processes
- 13. 13 Agile is not only scrum Source: ht©2015 VersionOne, Inc. All rights reserved. State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
- 14. 14 Sprint 24 hours Product Backlog Anyone can contribute Ordered by Product Owner Sprint Backlog Backlog tasks expanded by team Potentially Shippable Product Increment Daily Scrum Meeting Scrum: workflow
- 15. 15 Development teamProduct owner One person decides No dependencies No special roles 1 month or less Value hypothesis Value* 9 people or less ScrumMaster Owns the process DEMON: Why is scrum hard?
- 17. 17© RADTAC 2014 Agile Anomaly “W A T E R…S C R U M...F A L L”L
- 18. 18Michael Sahota, An Agile Adoption and Transformation Survival Guide © RADTAC 2014 Agile by Stealth
- 20. 20 The Agile Mind If you want to adopt the AGILE MIND You must be prepared to change the mind you have now At scale – this is organisational culture
- 21. 21 Motivation
- 22. 22 Purpose. Why do you turn up to work?
- 23. 23 Anything is possible. You must have purpose
- 24. 24 Autonomy – self-organisation Who is the manager?
- 25. 25 The role of management is to lead
- 26. 26 Mastery – Through community of practice
- 27. 27 Why do communities not last OR FAIL? TOM DEMARCO - SLACK
- 28. 28Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill. What’s your culture?
- 29. 29 47% 41% 9% 3% Source: http://collectiveedgecoaching.com/2010/07/agile__culture/ Agile friendly culture
- 30. 30 Scaling Frameworks Mindset Values Principles Practices Tools & Processes • Large Scale Scrum – Craig Larman and Bas Vodde • Disciplined Agile Delivery – Scott Ambler and Mark Lines • Scaled Agile Framework – Dean Leffingwell • Organisational Structure - culture • Transparency – empirical process • Alignment across teams around purpose • Continuous Improvement - mastery • Self-organisation - autonomy • Cadence for delivery • Role definition • Technical excellence - mastery
- 31. 31© RADTAC 2014 Scaled Agile Framework (SAFe)
- 32. 32 DevOps UX Systems architect Business owners Release management Systems team Product management AgilePM (RTE) Shared SAFe defines many roles at a program level
- 33. 33 Large Scale Scrum (LeSS)
- 34. 34 Disciplined Agile Delivery (DAD)
- 35. 35 DAD - Goal Based
- 36. 36 Key notes • Agile is not easy • Agile is more than team based process • Agile is more than process • Agile changes the way you work • Agile aligns the organisation around its purpose, empowers staff to master excellence and gives you the space to do your job. • Agile is based upon human values – Honesty, Trust, Courage, Respect, and Service • Agile gives competitive advantage • Agile is here to stay
- 37. 37 Unique in supplying certified training, coaching & talent via Culture and Agile practices. Come meet Radtac THANK YOU ! Radtac Radtac Radtac @radtacltd Darren.Wilmshurst@radtac.co.uk Simon.Powers@radtac.co.uk
Editor's Notes
- Take a moment to imagine if you you and a few friend were to create a start-up: Sit together Lots of f2f communication Create something of value quickly SCRUM does create an environment a bit like a start-up AND IT WORKS One person decides 9 people of less Value created in less than a month No dependencies (good luck with that one) No PROJECT MANAGER but PROJECT MANAGEMENT occurs: Removing impediments Communication progress Managing stakeholders Ensuring project meets objectives In this model everyone outside the team is an impediments
- SAFE defines 9 roles at a program level. RTE facilitates the Program Increment – I wonder who this could be!!