Post on 15-Apr-2017
Enterprise Agile Project Management Institute
Portland ChapterSeptember 15, 2015
John Gugel, PMP, PMI-ACP, CSP, SAFe SPC
• Agile Coach• Scrum Master• Product Owner• PMI-ACP Instructor
• Nike• Symantec• Xerox • Symphony
Teleca
Roles Companies• SAFe Agilest
(SA) Training• SAFe
Practitioner (SP) Training• Enterprise
Transformation
Services
www.linkedin/in/johnlgugeljohn@gugel.net
Agenda
• What is Scaling Agile to the Enterprise Level?• High-level Overview of Five Agile Scaling Approaches• Focusing on the portfolio or enterprise level
• Contrasts of Strengths and Weaknesses• Summary
What is Scaling Agile?• Going beyond the team level – what does that mean?• Scrum Works Well With Co-located Teams• A Few Agile Teams, Multiple, Hundreds• Geographically Located Teams, Dependencies
• What Framework or Approach to Use?• Natural Growth or Enterprise Transformation?
Different Scaling Approaches
• Scrum of Scrums• Large Scale Scrum (LeSS)• Disciplined Agile Delivery (DAD)• Scaled Agile Framework (SAFe)• Nexus
Scrum of Scrums• Natural Step for Scaling Agile• Multi-team Daily Standup• Not a Status Meeting• Identify Dependencies or Address Integration Pain Points
Between Teams• Technical Representative From Each Team• Missing Portfolio Component
Large Scale Scrum (LeSS)• Two Frameworks – LeSS -up to 50, LeSS Huge - 100’s on a single
product• A Single Product Backlog (because it’s for a product, not a team),• One Potentially Shippable Product Increment at the end of each Sprint,• One (overall) Product Owner,• Many complete, cross-functional teams (with no specialist teams),• One Sprint.• All teams are in common sprint to deliver common PSPI
Copyright © 2014 The LeSS Company B.V. All Rights Reserved
LeSS• Sprint Planning Part 1 (2 members per team to identify dependencies),
Part 2 (entire team)• Daily Scrum (each team)• Scrum of Scrums or Town Hall (several times a week)• Overall Product Backlog Refinement ( 2 members per team), Product
Backlog Refinement (entire team)• Sprint Review – (2 members per team) “science fair” • Overall Retrospective – (each sprint with team), Joint – first week of
subsequent sprint with 1 team member)Copyright © 2014 The LeSS Company B.V. All Rights Reserved
Disciplined Agile Framework (DAD)
• Hybrid Agile Approach• 4 Lifecycles – Agile Basic, Advanced Lean, CI,
Exploratory• Delivery Phaseso Inceptiono Constructiono Transitiono Ongoing
Copyright ©, 2014, Disciplined Agile Consortium
Disciplined Agile Framework• Focus on all solution activities (DevOps, Governance, Data
Management)• Primary Roles• Team Lead• Product Owner• Architecture Owner• Team Member• Stakeholder
• Secondary Roles (At Scale – Temporary)Copyright ©, 2014, Disciplined Agile Consortium
Scaled Agile (SAFe)
Core Values• Alignment• Code Quality• Program Execution• Transparency• Scales successfully to large numbers of practitioners and teams• Develop on cadence – release on demand
© 2008 - 2012 Leffingwell, LLC, Scaled Agile, Inc. and Pearson Education, Inc. All rights reserved.
Scaled Agile Framework™ Big Picture
SAFe 4.0• New treatment and inclusion of Kanban systems at
Portfolio, Value Stream and Program Levels• Enterprise icon; highlighting the connection of the
program portfolio to the enterprise strategy• Inclusion of Customer and Solution Context• Program and Solution Epics• Value Stream Coordinator• Solution Architect• XP attributes to Engineering and Quality Practices• Communities of Practices
Scaled Professional Scrum (Nexus)
• Based on Scrum (Exoskeleton)• 3-9 Scrum Teams working on a single product backlog • Nexus + unification of more than one Nexus• “Done” integrated increment every sprint• Nexus Integration Team (PO, SM, Integration Team)• Nexus Daily Scrum, Sprint Review, Retrospective• Focused on dependencies and interoperation between teams
Copyright Scrum.org, 2015 All Rights Reserved
Nexus • Nexus Integration Team – PO, SM and 1 or more team members• Nexus Sprint Planning – coordinate the activities of the Scrum
Teams• Nexus Daily Scrum – representatives from individual Scrum Teams • Nexus Sprint Retrospective – Parts 1, 2, 3 multiple, individual
teams, track actions • Refinement – Parts 1, 2 cross- teams, focus on dependences
Copyright Scrum.org, 2015 All Rights Reserved
Framework Comparison LeSS DADs SAFe Nexus (Scrum of
Scrums)Core Agile Principals
Adherence to Scrum rules
Does not strictly adhere to scrum
Code Quality, Lean, Scrum and Kanban
Extension of scrum
Code Quality Technical Excellence
High Promotes XP concepts
Augments Scrum
Size Less – 8 Teams, Huge – 1000s
1000s ARTs 50 -125 developers, multiple ARTs
3-9 Teams – 100 peopleNexus Plus – multiple
Organizational Levels
Portfolio – lowProgram – lowTeam - medium
Portfolio – mediumProgram – highTeam - high
*Portfolio – mediumProgram – highTeam - high
Portfolio – lowProgram – lowTeam - Medium
Prescriptiveness Less structured Many approaches – tailor 22 Templates
Structure around release planning, trains flexible design
Low – based on Scrum
Certifications Certified LeSS Coaching Partner
Disciplined Agile Consortium white, yellow, green, black belts
SAFe Academy– SPC, SA, SP
Scrum. Org Scaled Professional
Tools Minimalist approach
TFS template (independent of tools)
Version One, JIRA, Rally
Unknown
Summary
Selection Factors For Adopting an Approach or Framework• Co-located Teams• Organizational Complexity and Maturity• Accessibility to Qualified Coaches and Training• Delivery Cadence• Maturity - New Versions • Tools • Strong Case Studies
Questions