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Agile@Scale For your Organisation – What‘s the Right Mix of Principles and Practices?

Leatherman Day, Telefónica Germany

München, 25.06.2014

Josef.Scherer@KEGON.de

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Agile Management Consultant

Solution Focused Coach

30 years of experience in software development

7 years of experience with Large Scale Scrum

3 Enterprise Agile Transitions (bwin, ADAG, Telekom P&I)

Scaled Agile Framework (SAFe) Program Consultant and Trainer

Josef Scherer

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Training and Consulting for Agile@Enterprise

Leading SAFe consulting company in Germany (5 SPCs, 5 SAs)

Scaled Agile Inc. Partner

Customers using SAFe

KEGON AG

Scaling Agile Practices & Self-Similarity

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Questions about Scaling Practices

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What is your primary business goal for improvement? (decrease T2M or TCO, increase customer satisfaction, …)

Do you need to scale at all to reach that goal?

What kind of scaling is more important to reach that goal? (vertical or horizontal or both)

What scaling practices could help you to reach that goal?

Are there any quick wins by using low effort, high impact practices?

Vertical & Horizontal Scaling

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http://www.it-agile.de/wissen/agile-skalierung-ueber-die-prinzipien/

Number of Teams

Coverage of Value Stream

Vertical Scaling, Ready & Done

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Number of Teams? (vertical)

Coverage of Value Stream? (horizontal)

Marketing, Product Management, SW Development, Operations

Number of Organisational Levels? (both)

Classic Functional: Team, Department, Division, Enterprise

SAFe: Team, Program, Portfolio, Business Unit, Enterprise

Large Scale Scrum: Feature Team, Requirement Area, Product

Levels of Inspect&Adapt Cycles? (both)

Iteration, Release, Road Map, Product Vision, Business Model

What is Scaled?

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Organisational properties that apply at all levels

Roles

Team, Product Owner, Scrum Master, Architect

Artefacts

Backlog, Increment

Timeboxes/Events

Planning, Scrum, Review, Retrospective

Other agile practices

DoD, DoR, Test First

Fractal, Self-Similarity of Scrum

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Scaled Roles

Agile Release Train (ART) -> Value Streams, Business Units?

Product Management -> Program Portfolio Management

System Architect -> Enterprise Architect

Release Train Engineer (RTE) -> Agile Portfolio Master?

Scaled Artefacts

Program Backlog (Features) -> Portfolio Backlog (Epics)

Scaled Inspect and Adapt Events

Release Planning -> Strategic Planning?

System Demo -> Review Investment Themes?

Problem Solving Workshop -> Improvement Portfolio Mgt.?

Self-Similarity & SAFe Protfolio Level?

One Product Manager as overall Product Owner

One Product Backlog per Product

One Area Product Owner per Requirement Area

Feature Teams with domain knowledge

Joint Sprint Meetings

Planning 1

Review

Retrospective

PBL Refinement

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Large Scale Scrum (LeSS)

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Vertical Scaling @Spotify

Scaling Teams & CoPs @Spotify

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Engineering Practices

Pair Work

Shared Code Ownership (internal open source)

Continuous Integration, Continuous Delivery

Test First (ATDD & TDD)

Communities of Practice (CoPs)

Scrum Master, Agile Coaches

Product Owner

Agile Testing

Agile Architecture

Other important Scaling Practices

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Feature Teams -> Micro Service Architecture

http://www.it-agile.de/wissen/skalierbare-software-architekturen/

Scaling Lean & Agile Principles

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Dee Hock (CEO VISA) The Birth of the Chaordic Age

Simple, clear purpose and principles give rise to complex, intelligent behavior.

Questions about Scaling Principles

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Again: What is your primary business goal for improvement?

What principles are relevant to reach that goal?

What weighting of purpose and autonomy is right for your culture?

What ballance of principles & practices is appropriate for you teams?

Principles > Practices

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Lean House

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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.

Product Development Flow

Don Reinertsen

Principles of Product

Development Flow

1. Take an economic view

2. Actively manage queues

3. Understand and exploit

variability

4. Reduce batch sizes

5. Apply WIP constraints

6. Control flow under uncertainty:

cadence and synchronization

7. Get feedback as fast as possible

8. Decentralize control

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©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.

Lean Foundation: Leadership

Management is trained in

lean thinking

Bases decisions on this

long term philosophy

1. Take a Systems View

2. Embrace the Agile

Manifesto

3. Implement Product

Development Flow

4. Unlock the Intrinsic

Motivation of Knowledge

Workers

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Our highest priority is to satisfy the customer through early and continuous delivery

of valuable software. …

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need,

and trust them to get the job done. …

Simplicity--the art of maximizing the amount of work not done--is essential.

The best architectures, requirements, and designs emerge from self-organizing teams.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts

its behavior accordingly.

Principles behind the Agile Manifesto

Drive: Autonomy, Mastery, Purpose

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Purpose enables Autonomy

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4 Levels of Team Autonomy

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Alignment & Autonomy @Spotify

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Alignment in SAFe

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LeSS Principles & Themes

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For scaling, Large Scale Scrum (LeSS) hits a sweet-spot balance between defined Scrum practices and the principles of empirical process control.

Larman, Vodde 2014, Large Scale Scrum.