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ADOPTING LEFFINGWELL'S SCALED AGILE FRAMEWORK: THE THEORY AND PRACTICE

EM CAMPBELL-PRETTY, GM STRATEGIC DELIVERY

@PrettyAgile

www.prettyagile.com

MARK RICHARDS, PRINCIPLE CONSULTANT, RICHDATA

@MarkAtScale

www.agilenotanchy.com

5 Wagile Teams

4 Projects

3PRESENTATION TITLE | PRESENTER NAME | DATE |

THE EDW AGILE RELEASE TRAIN

Average delivery cycle time down from 12 month to 3 months Frequency of delivery increased from quarterly to fortnightly Cost to deliver down 50% 95% decrease in product defects 100% projects delivered on time and on budget Happy project sponsors (NPS 29) Happy teams (Team NPS 43 )

THE AGILE RELEASE TRAIN

• A virtual organization of 5 – 12 teams (50-100 individuals) that plans, commits, and executes together

• Common cadence and normalized story point estimating

• Aligned to a common mission via a single program backlog

• Operates under architectural and UX guidance

• Produces valuable and evaluate-able system-level Potentially Shippable Increments (PSI) every 8-12 weeks

The ART is a long-lived, self-organizing team of agile teams that delivers solutions

Define new functionality Implement Acceptance

Test Deploy

Repeat until further notice. Project chartering not required.

EPICS

FEATURES

STORIES

THE BEST WAY TO START

Train everyone at the same time

Same instructor, same method

Cost effective

Align all teams to common objectives

Commitment Continue training

during planning

Orientation for specialty roles

Open spaces Tool training for teams

Training: SAFe

ScrumXP

Release Planning

Enterprise ScrumMaster

Quickstart

Enterprise Product Owner

Quickstart

Mon Tue Wed Thu Fri

Too

l train

ing

You Are

Agile,Now

When you find the first train, go “All In” and “All at Once”

HOW WE STARTED

STRUCTURING THE AGILE RELEASE TRAIN

Deployment Services

Pipeline Services(connecting, feeding, and shielding the delivery teams. Identification of strategic opportunities)

Development Service(engaged and delivering directly to Epic/Feature Owners)

Leadership Team ‘Loco’+ Specialist Chapters(virtual teams made from the workers themselves)

SD

System Team(identifies, manages, and eliminates bottlenecks)

Team Collaboration

VISUALISE THE PROGRAM PORTFOLIO

SCALING THE SPRINT

RELEASE PLANNING

• Two days every 8-12 weeks• Everyone attends in person if at all possible • Product Management owns feature priorities• Development team owns story planning and high-level estimates• Architects, UX folks work as intermediaries for governance,

interfaces and dependencies• Result: A committed set of program objectives for the next PSI

Cadence-based PSI/Release Planning meetings are the “pacemaker” of the agile enterprise

‘PSI-LITE’ BECOMES UNITY DAY

1515

16PRESENTATION TITLE | PRESENTER NAME | DATE |

THE FOUNDATION IS LEAN LEADERSHIP

16PRESENTATION TITLE | PRESENTER NAME | DATE |

SCALING THE PRODUCT OWNER

Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12

SCALING THE PRODUCT OWNER

EPIC OWNER

FEATURE OWNER

PRODUCT OWNER

THE RELEASE BOARD FEATURE LEVEL

CONTINUOUS INTER-TEAM COORDINATION

• Agile team members may visit other team’s…

• Backlog grooming: to see what’s coming next sprint, request adjustments

• Sprint planning: request adjustments

• Daily standups: follow up on execution

• Team Demo: summarize current stage

Agile teams self-manage dependencies and resolve risks

Agile Team 1

Agile Team 2

Dependent story

Join other team scrum ceremony

22PRESENTATION TITLE | PRESENTER NAME | DATE |

SCALING COMMUNICATION:THE DAILY COCKTAIL PARTY

9:00am 9:15am 930am

9:45am

SAFE SCRUM / XP

A LITTLE TASTE OF OUR CULTURE

http://www.prettyagile.com/2013/05/the-power-of-haka.html

QUESTIONS?