Going far beyond the limits of a team approach to agile, Scott Ambler explores a disciplined, full-lifecycle methodology for agile software delivery. In this interactive hands-on session, learn how to initiate a large-scale agile project, exploring ways to extend Scrum's value-driven development approach to include both value and risk in the equation. Discover project governance practices that will increase your team's chance of success. Explore with Scott the agile practices—Extreme Programming, Agile Modeling, Agile Data, and the Unified Process—he has found most valuable for large agile teams. Throughout the session, learn to apply the Agile Scaling Model to determine what set of agile practices and techniques will work best for you and your organization. Bring your biggest agile challenges and be prepared to dig into ways to adjust your approach for greater success.
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"Disciplined Agile Delivery: Extending Scrum to the
Scott Ambler works with organizations worldwide to help them improve their software processes. Scott is the founder of the Agile Modeling, Agile Data, Disciplined Agile Delivery, and Enterprise Unified Process methodologies, and creator of the Agile Scaling Model. A senior contributing editor with Dr. Dobb’s Journal, Scott is the coauthor of twenty-one books, including Refactoring Databases, Agile Modeling, Agile Database Techniques, The Object Primer 3rd Edition, The Enterprise Unified Process, and Disciplined Agile Delivery. Visit his home page ScottAmbler.com and blog.
• Disciplined Agile Delivery (DAD)• You Have Choices• What it Means to Scale Agile Delivery• Governing Agile Teams• Agile People at Scale• Agile Practices at Scale• Enterprise Agile• Parting Thoughts
• Governance strategies built into DAD:– Risk-value lifecycle– Light-weight milestone reviews– “Standard” opportunities for increased visibility and to steer the team
provided by agile– Enterprise awareness– Robust stakeholder definition
• In general, it requires discipline to follow many agile practices and philosophies
• But, it also requires discipline to:– Reduce the feedback cycle– Learn continuously– Deliver solutions incrementally– Be goal driven– Enterprise aware– Streamline Inception and
• Formal point counting• Planning poker (wide-band delphi)• Similar sized items• Educated guess by the team• Educated guess by an experienced individual• Cost/schedule set by the stakeholders
• With a DAD-based approach, scaling becomes straightforward because a handful of process goals take the brunt of the tailoring:– Explore initial scope– Identify initial technical strategy– Move closer to a deployable release– Coordinate activities
• Team roles and responsibilities• Individual roles and responsibilities• Decision rights and decision making process• Governing body• Exceptions and escalation processes• Knowledge sharing processes• Metrics strategy• Risk mitigation• Reward structure• Status reporting• Audit processes• Policies, standards, and guidelines• Artifacts and their lifecycles
• Sustain and extend your IT strategies and objectives, which in turn should reflect your corporate strategies and objectives
• Determine how the company will execute its strategy by selecting and prioritizing the most valuable initiatives to undertake
• Empower teams to carry out their work• Help to ensure that delivery teams:
– Regularly and consistently create real business value– Provide appropriate return on investment (ROI)– Deliver consumable solutions in a timely and relevant manner– Work effectively with their project stakeholders– Work effectively with their IT colleagues– Adopt processes and organizational structures that encourage successful IT
solution delivery– Present accurate and timely information to project stakeholders– Mitigate the risks associated with the project
Traditional assumptions that conflict with agile:– You can judge team progress from generation of artifacts– Delivery teams should work in a serial manner– You want teams to follow a common, repeatable process– Projects should be driven by senior IT management
Exercise: I Don’t Want to Be Governed
• This is a role playing exercise• Pair up• One person is an agile developer who doesn’t
believe that governance is necessary• The other person is a senior manager who will
argue for the need for agile governance• For five minutes, have a back and forth
discussion with your pair• At the end, identify three solid points that favor
governing agile teams and three solid points against doing so
• Disciplined practices:– Risk-value lifecycle– Explicit light-weight milestones– Follow enterprise development guidelines– Work closely with enterprise professionals– Development intelligence via automated
• For large teams there are several coordination subteams:– Architecture Owners – Responsible for technical coordination– Product Owners – Responsible for requirements coordination– Project Management – Responsible for team coordination and management
• How it works:– Early in the project the respective visions are agreed to by key members of each
coordination team (plus others)– Throughout the project these teams coordinate their respective issues on a regular basis
API First/Test Suite API• When there are many people developing a shared set of components you should
invest time at the beginning of the project to identify the components and define the interfaces to those components– “Component” is used to indicate any shared technical resource such as a set of
web services, a shared data source, a programming library, a framework, and so on
– Many teams will choose to write the interface stubs and tests at this time so that they have something to integrate
• Effectively a rigorous application of Agile Model’s Architecture Envisioning and Just Barely Good Enough practices
Teams will self organize their work strategy, their structure, and their collaboration paths to reflect the context of the situation that they find themselves in
An agile enterprise has two key characteristics*:• Response ability – The physical ability to act
is derived from two sources, an organizational structure that enables change and an organizational culture that facilitates change
• Knowledge management – The intellectual ability to find appropriate things to act on and encompasses both top-down knowledge portfolio management (KPM) and bottom-up collaborative learning
• In general, it requires discipline to follow many agile practices and philosophies
• But, it also requires discipline to:– Reduce the feedback cycle– Learn continuously– Deliver solutions incrementally– Be goal driven– Enterprise aware– Streamline Inception and
DAD leverages proven strategies from several sources,providing a decision framework to guide your adoption and
tailoring of them in a context-driven manner.
A Disciplined Ending….
Please…– Take the opportunity to thank your teammates – we all learned together– Fill out the workshop evaluation form(s)– Turn in the evaluation(s) to the instructor
Disciplined Agile Yellow Belt – Indication that the person is new to disciplined agile but eager to
learn– Validate basic knowledge via a test
Disciplined Agile Green Belt– Indication that the person is striving to be a professional– Potential to be a junior coach– Difficult test and several years of proven experience
Disciplined Agile Black Belt– Indication that the person is an expert– Often a senior coach, instructor, or agile transformation lead– Board-level certification