Scaling agile. Agile across the enterprise

Scaling Agile: Agile across the Enterprise

Darren Wilmshurst ACIB CITP MBCS

Simon Powers CSM, CSP, SAFe Program Consultant, LeSS Practitioner, DAD Green Belt

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Introduction: Darren Wilmshurst

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Introduction: Simon Powers

Austin Powers – No relation

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Stand-up

Your experience with Agility

1 = Very Little Experience/No Experience

2 = Some Experience

3 = Experienced

4 = Very Experienced

5 = Expert

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Why agile?

Source: https://www.startwithwhy.com/

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Where is you pain?

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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?

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Mindset

Values

Principles

Practices

Tools &

Processes

Agile manifesto

Source: http://agilemanifesto.org

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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

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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

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12 Principles of the Agile Manifesto

…

9. Continuous attention to technical excellence and good designenhances 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

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Practices

Mindset

Values

Principles

Practices

Tools &

Processes

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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.

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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

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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?

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Predictability

17© RADTAC 2014

Agile Anomaly

“W A T E R…S C R U M...F A L L”L

18Michael Sahota, An Agile Adoption and Transformation Survival Guide © RADTAC 2014

Agile by Stealth

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Iceberg

Mindset

Values

Principles

Practices

Tools &

Processes

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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

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Motivation

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Purpose. Why do you turn up to work?

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Anything is possible. You must have purpose

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Autonomy – self-organisation

Who is the manager?

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The role of management is to lead

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Mastery – Through community of practice

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Why do communities not last OR FAIL?

TOM DEMARCO - SLACK

28Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill.

What’s your culture?

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47%

41% 9%

3%

Source: http://collectiveedgecoaching.com/2010/07/agile__culture/

Agile friendly culture

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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© RADTAC 2014

Scaled Agile Framework (SAFe)

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DevOps

UX

Systems architect

Business owners

Release management

Systems team

Product management

AgilePM(RTE)

Shared

SAFe defines many roles at a program level

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Large Scale Scrum (LeSS)

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Disciplined Agile Delivery (DAD)

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DAD - Goal Based

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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

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