Uploaded byLitheSpeed
Scaling Agile: A Guide for the Perplexed
This document provides an overview of scaling agile development in an organization. It discusses why organizations scale agile, such as to improve organizational agility. It then outlines a four phase approach to jumpstarting scaling: assess the current state, align initiatives, accelerate progress incrementally, and reflect and progress further. Specific techniques are discussed for each phase, such as establishing agile champions, piloting programs, limiting work in process, growing stable teams, and selecting a scaling framework. The presentation concludes by emphasizing an iterative scaling strategy and finding support to move forward.
More Related Content
Similar to Scaling Agile: A Guide for the Perplexed
Scaling Agile: A Guide for the Perplexed
- 1. A Guide forthe Perplexed Sanjiv Augustine Sanjiv.Augustine@LitheSpeed.com @saugustine, @lithespeed
- 2. About Me • Presidentof LitheSpeed, LLC • Experience: • 25 years industry • 15 years of Agile • 12 years of Lean • Specialties: Agile, Lean, Innovation • Practitioner, entrepreneur, consultant, trainer, author, speaker and community organizer Sanjiv Augustine 2
- 3. Audience Poll –Agile Knowledge? “Agile” describes a set of methodologies, aligned with lean principles for focusing on value and eliminating waste. Scrum is currently the most popular of these. 3State of Agile Development Survey, Version One, http://versionone.com
- 4. Agenda 1.Why Scale Agile? 2.HowDo I JumpStart Scaling? 1. Overview 2. Assess 3. Align 4. Accelerate 3.Reflect and Progress 4.Summary & Next Steps 4
- 5.
- 6.
- 7. Organizational Agility @Nationwide • 27teams using agile within a Lean ”standard work” framework • 7 months – no critical or high bugs in production 7
- 8. Vivek Kundra’ FederalCIOs 25-point Implementation plan: 38 projects reviewed, 4 canceled, 11 rescoped and 12 have cut the time for delivery of functionality down by more than half, from two to three years down to an average of 8 months Result: $3 billion in lifecycle budget reductions. - Wikipedia on Vivek Kundra Organizational Agility @ the Gov’t 8 National Geospatial Intelligence Agency "The use of agile acquisition methods and concepts are essential to NGA's success.” NGA, via Federal Computer Week
- 9. Barriers to FurtherAgile Adoption What’s hindering us from truly leveraging Agile for organizational agility? Source: Adapted from 2015 State of Agile Development Survey, VersionOne 9
- 10. Agile Teams, WaterfallSilos 10
- 11. Organizational Misalignment withAgile Methods • Team Size 11
- 12. Organizational Misalignment withAgile Methods • QA Silo 12
- 13. Organizational Misalignment withAgile Methods • Project Multitasking 13
- 14. The Evolution ofthe 21st Century Organization John Kotter, Harvard Business School
- 15.
- 16. Welcome to AcmeCorp. Roy, CTO Amber, PMO Head Tom, ScrumMaster 16
- 17. Roy Amber Tom The Path toAgility OVERVIEW
- 18. Frameworks – Wheredo We Start? 18
- 19. Scaling Frameworks –A Tiered View Scrum of Scrums Meeting TEAMPROGRAMSPORTFOLIOS Scrum, XP, Kanban, ScrumBan SAFe® LeSS® DAD Nexus SAFe® 19 DAD AGILE PMO Spotify
- 20. Acme’s Iterative ScalingStrategy 20
- 21. Incremental Rollout Plan Month0 Month 6 Month 12 Month 18 Assess • Current State Snapshot • Vision • Incremental Rollout Strategy Align • Program Experiments • Capability Building • Cultural Shift Accelerat e • Guided Rollout • Initial Scaling Reflect & Progress • Full Scale Transformation • Scaling Framework Deployment 21
- 22. The Path toAgility: ASSESS
- 23. Initial Assessment Results Timeto Market Cost Customer Satisfaction Acme Competitors 23
- 24. The Path toAgility: ALIGN
- 25. Plan the InitialPilot Program • Establish the role of an Agile Champion • Perform budgeting and acquire funding for Agile Coaches, Team Rooms, Training, and Team Development as needed • Establish the Voice of the Customer • Determine projects and timeline for project launch(s) • Set the vision for the Product Owners • Empower the Product Owners to make decisions on behalf of the sponsor (and all other stakeholders) • Dedicate the Product Owners to the projects • Launch pilot projects with Discovery sessions 25 Thanks to Mike Cohn for the image: http://blog.mountaingoatsoftwa re.com/four-attributes-of-the- ideal-pilot-project
- 26. Baseline Process –Scrum/XP Hybrid• Scrum process baseline captured in shared repository • Initial Discovery/Launch • Architecture Spike • Release Planning with Product Backlog • Iteration 0 Planning with Iteration Backlog • Agile delivery with 2-week Sprint • Sprint Planning Meetings • Sprint Demo/Review Meetings • Sprint Retrospectives • Daily Standup Meetings • Daily Build-Test Status • Burndown charts for all work; 1 Point = 1 Ideal Day • Scope locked during the Sprint • User stories in standard format with acceptance criteria for each Story; stored in product and sprint backlogs • Automated build-and-test with Jenkins • Team rooms with project card wall • Metrics • Code Quality • Team Velocity • User Story Cycle Time • Tools • Version One for Agile Project Management • Subversion for Version Control • Ant for automated build • Jenkins for continuous integration 26
- 27. Pilot Program Results Timeto Market Cost Customer Satisfaction Acme Initial Assessment Acme Pilot Program 27
- 28. The Path toAgility: ACCELERATE
- 29. Key Scaling Fundamentals 1.Limit Work in Process (WIP) for high quality and maximum throughput. 1. Grow Small, Stable Teams to reduce thrashing and create predictable delivery. 2. Build a Network of Small Teams to scale teams in organic fashion. 3. Manage the Flow to detect and eliminate bottlenecks. 29
- 30.
- 31. The Typical ProjectPortfolio • Too much Work in Process (too many in- flight projects) • No project prioritization by business value • Resource over-utilization • Dangerous variation (large batch sizes, unregulated demand, irregular rate of service) Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006) 31
- 32. Portfolio Realignment • Terminatesick projects • Split large projects in smaller ones • Prioritize projects by business value, at least within business unit • Limit development timeframe to months • Re-prioritize projects regularly 1 Development 3 24 Little’s Law WIP Completion Rate Business Goals & Strategy Production Sunset Cycle Time = Backlog 32
- 33. Rebalancing the Portfolio #ofProjectsinPortfolio Un-prioritizedPortfolio Prioritized Portfolio 33
- 34.
- 35. Stable Teams • Multiple,stable teams each focused on a single project at a time • Dedicated to platforms or lines of business • Platform owner prioritizes next project • Result: • Support multiple lines of business simultaneously • Focused effort results in quick delivery for individual projects • Clear accountability • Stability and predictability Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006) 35
- 36. Network of SmallTeams 36
- 37. Network of SmallTeams “…for a large organization to work it must behave like a related group of small organizations.” - E. F. Schumacher , Small is Beautiful Scaling may require, at certain levels: • Chief ScrumMasters • Strategic Product Owners • Tactical Product Owners • Lightweight Agile PMOs serving as a “guiding coalition” Accelerate! By John Kotter, HBR, November 201237
- 38. Organizational Structure • Encourageface-to-face dialogue across levels • Create overlapping management with “linking pins” • Run the Lean-Agile PMO as an Agile project team Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006) 38
- 39.
- 40. Portfolio Alignment Wall 40 •Features laid out on index cards as per overall release plan • Card colors identify agile teams • Labels identify dependent teams • Rows track feature streams • Columns track sprints/timeline
- 41. Acceleration Results Time toMarket Cost Customer Satisfaction Initial Assessment 1stAcceleration 41
- 42. The Path toAgility: REFLECT & PROGRESS
- 43. Scaling Frameworks –A Tiered View Scrum of Scrums Meeting TEAMPROGRAMSPORTFOLIOS Scrum, XP, Kanban, ScrumBan SAFe® LeSS® DAD Nexus SAFe® 43 DAD AGILE PMO Spotify
- 44. Scaled Agile Framework™Big Picture
- 45. Scaling Fundamentals Mappedto Frameworks Scaling Option Origin, Authority Relevant Scaling Technique Scrum of Scrums Jeff Sutherland, Scrum Inc • Small, Stable Teams Agile PMO Sanjiv Augustine, LitheSpeed • Small, Stable Teams • Network of Teams • Limit WIP • Manage the Flow Spotify Model Henrik Kniberg, Spotify • Small, Stable Teams • Network of Teams Scaled Agile Framework® (SAFe®) Dean Leffingwell, Scaled Agile Academy • Small, Stable Teams • Network of Teams • Limit WIP • Manage the Flow Disciplined Agile Delivery (DAD) Scott Ambler, Disciplined Agile Consortium • Small, Stable Teams • Network of Teams • Limit WIP • Manage the Flow Large Scale Scrum (LeSS) Craig Larman, Bas Vodde, Less.Works • Small, Stable Teams • Network of Teams • Limit WIP • Manage the Flow Nexus Ken Schwaber, Scrum.Org • Small, Stable Teams • Network of Teams • Limit WIP • Manage the Flow 45
- 46.
- 47. Iterative Strategy, Incremental Rollout,Fundamentals Scaling Fundamentals 1. Limit Work in Process (WIP) 2. Grow Small, Stable Teams 3. Build a Network of Small Teams 4. Manage the Flow
- 48. • Prepare anIterative Scaling Strategy • Find a trusted partner, internal or external • Read the FREE book! • Learn about Agile PMOs • Take the Certified ScrumMaster class • Find Agile Coaches, internal or external • Read the FREE book! • Take an Advanced ScrumMaster or Kanban Class • Join a local Agile Meetup • Read the FREE book! How Can We Move Forward? CTO PMO Lead ScrumMaster, Team Lead 48
- 49.
- 50. Visual Management atScale @Nationwide 50 Master Management View @ the Application Development Center, Nationwide Insurance, Columbus, Ohio
- 51. Results at Scale@Nationwide Engagement Productivity Defects Cost Associate engagement is increasing for teams who have deployed Lean, and IT has had 7 years in a row of increasing engagement. 87% of production application releases are better than industry averages. High and critical defects counts are on a 5-year positive trend while 96% of releases have ZERO defects. Costs for application maintenance have been reduced by 20%... 51
- 52. Contact Us forFurther Information Sanjiv Augustine President Sanjiv.Augustine@LitheSpeed.com Twitter: @saugustine, @lithespeed On the Web: http://www.lithespeed.com http://www.senseitool.com Please stop by our booth to learn more. 52