SIQ PPT Template - Marketing Guidelines

Scaling Agile is scaling peopleWhat does it mean to scale Agile?

Copyright 2013 SolutionsIQ. All rights reserved.The Scaling metaphor

Copyright 2013 SolutionsIQ. All rights reserved.Policies Roles and responsibilities Reporting relationships Business processes Infrastructure And

The stuff organizations are made of Copyright 2013 SolutionsIQ. All rights reserved.People

Copyright 2013 SolutionsIQ. All rights reserved.Network metaphor

Copyright 2013 SolutionsIQ. All rights reserved.Swarm metaphor

Copyright 2013 SolutionsIQ. All rights reserved.Human systems

Copyright 2013 SolutionsIQ. All rights reserved.Know what Agile value you want to preserve Scaling Agile means changing or removing old structure and adding new structureMake sure that scaling structure does not impede the Agile value that you wish to scale Principles for scaling Agile Copyright 2013 SolutionsIQ. All rights reserved.The family corresponds to team

Copyright 2013 SolutionsIQ. All rights reserved.SmallLong lastingClear boundariesShared purposePrivate spaceEmpoweredSingle assignment

Family pattern for team collaboration

Copyright 2013 SolutionsIQ. All rights reserved.Small Teams should be family-sized (>2; < 10).The small size is needed because deep collaboration requires intimate communication and intimate communication does not scale.This is a key reason why scaling Agile requires integrating many small teams rather than increasing team size.2. Long lasting Teams should be built to persist.People need time to develop into teams. However, once they do, their performance increases exponentially compared to what they could do individually (if at all). Team performance should also improve over time. Agile teams should be treated as business assets with enduring business value, not as operational expenses. Like all business assets, they are investments managed to produce an optimal future return.3. Clear boundaries Clarity on who is on the team, what the team controls, and what the team is responsible for.If team membership never stabilizes and the team can be penetrated at will by outsiders, then it will be difficult to create the environment necessary for the team to make significant commitments to each other or the broader organization.4. Shared objective and purpose The team needs to willingly agree to commit to a common objective or purpose.Without a shared objective it will be difficult for team members to work through dissent and develop the consensus necessary for meaningful progress.5. Private, shared space A place the team can work together without external disruptions.The team needs a shared environment and privacy to build the trust and relationships necessary for effective collaboration and that shields them from external disruptions.6. Empowered The team is able to organically self-organize and create their own procedures and policies.Without the ability to self-determine, the team will have difficulty getting aligned, making collective commitments, and forming a collective identity.7. Single team assignment Each team member is dedicated full-time to one team.There are exceptions: Specialists such as DBAs or UX experts may be shared across teams. However, team members mostly need to be dedicated. Multiple assignments inevitably leads to unresolvable conflicts, unmeaningful commitments, and lack of empowerment.

11Agile practices

Scrum XP Lean Copyright 2013 SolutionsIQ. All rights reserved.Scrum XP Lean

12Family pattern for team collaboration

Unit of production A long lasting assetConsistent high quality

Copyright 2013 SolutionsIQ. All rights reserved.Small Teams should be family-sized (>2; < 10).The small size is needed because deep collaboration requires intimate communication and intimate communication does not scale.This is a key reason why scaling Agile requires integrating many small teams rather than increasing team size.2. Long lasting Teams should be built to persist.People need time to develop into teams. However, once they do, their performance increases exponentially compared to what they could do individually (if at all). Team performance should also improve over time. Agile teams should be treated as business assets with enduring business value, not as operational expenses. Like all business assets, they are investments managed to produce an optimal future return.3. Clear boundaries Clarity on who is on the team, what the team controls, and what the team is responsible for.If team membership never stabilizes and the team can be penetrated at will by outsiders, then it will be difficult to create the environment necessary for the team to make significant commitments to each other or the broader organization.4. Shared objective and purpose The team needs to willingly agree to commit to a common objective or purpose.Without a shared objective it will be difficult for team members to work through dissent and develop the consensus necessary for meaningful progress.5. Private, shared space A place the team can work together without external disruptions.The team needs a shared environment and privacy to build the trust and relationships necessary for effective collaboration and that shields them from external disruptions.6. Empowered The team is able to organically self-organize and create their own procedures and policies.Without the ability to self-determine, the team will have difficulty getting aligned, making collective commitments, and forming a collective identity.7. Single team assignment Each team member is dedicated full-time to one team.There are exceptions: Specialists such as DBAs or UX experts may be shared across teams. However, team members mostly need to be dedicated. Multiple assignments inevitably leads to unresolvable conflicts, unmeaningful commitments, and lack of empowerment.

13Scaling to support teams

Work stream input and output rhythm-Supervisor role & responsibilities +Supervisor role & responsibilities + Business collaborators+Team space Policy: expense tracking

Copyright 2013 SolutionsIQ. All rights reserved.What is a guiding principle Why we need them14The village corresponds to program

Copyright 2013 SolutionsIQ. All rights reserved.Tribal identity

Copyright 2013 SolutionsIQ. All rights reserved.Shared community, tribal identity Support & provisioning of teams Integrating team output into an economically viable product

Village pattern for programs

Copyright 2013 SolutionsIQ. All rights reserved.Scaling to support programs

Attitudes about bad newsUnneeded approvals +Release planning activities & space+Business collaboration+New types of teams+Communities of practice +New feedback channels

Copyright 2013 SolutionsIQ. All rights reserved.What is a guiding principle Why we need them18The port city corresponds to the portfolio

Copyright 2013 SolutionsIQ. All rights reserved.Port city pattern for portfoliosMarket forecasting Investments decisionsRisk management strategy Contract & compliance management

Copyright 2013 SolutionsIQ. All rights reserved.20Scaling to support portfolios

Risk management strategyFixed charters, outmoded policies +Incremental investment +New management teams+Business collaboration+Feedback channels from customers+Feedback channels from programs

Copyright 2013 SolutionsIQ. All rights reserved.What is a guiding principle Why we need them21The nation pattern for company

Copyright 2013 SolutionsIQ. All rights reserved.National featuresRule of law: transparency, clear guidelines Citizenship: rights and responsibilitiesBrand and corporate culture Infrastructure & channel strategyCompetitive defense

Copyright 2013 SolutionsIQ. All rights reserved.Scaling to support the enterprise

Company as platformIndividual performance systems +Local decision-making+Executive teams+Company-wide feedback channels Culture of learning and experimentation

Copyright 2013 SolutionsIQ. All rights reserved.What is a guiding principle Why we need them24

Questions Copyright 2013 SolutionsIQ. All rights reserved.25