Workshop with an introduction to Scaling Agile, the different axes when scaling, risks on scaling Agile and a compact solution to a transparant, flexible and easy-to-use format for Program, Portfolio and Project management within a Scalig Agile context. We called this the Submay map:)

1. TestNet Workshop
30 April 2015

3. YOUR HOSTS FOR TODAY
Cesario Ramos Anko Tijman Derk-Jan de
Grood
@cesarioramos @AnkoTijman @DerkJandeGrood

4. We do not want to
discus the
challenges with
Agile, but the
challenges when
SCALING agile
GOALS OF THIS WORKSHOP

6. WHAT IS SCALING?
WHAT IS SCALING AGILE?
WHY IS IT IMPORTANT TO YOU?

7. WE GOT IT TO WORK FOR ONE TEAM…

8. AND NOW THEY WANT TO SCALE….

9. 65%
52%
50% 49%
38% 35%
26%
19%
12%
HOW MUCH TIME DO YOU SPEND IN A TYPICAL
DAY DOING THE FOLLOWING ACTIVITIES?
Source: Forrester Research: Developer survey Q1, 2013

10. SCALING AMPLIFIES DYSFUNCTIONS
ORGANIZATION & PROCESSES
LEARNING

11. SCALING AMPLIFIES DYSFUNCTIONS
ORGANIZATION & PROCESSES
LEARNING
BUILD
WRONG
THINGS
FASTER

12. SCALING AMPLIFIES DYSFUNCTIONS
ORGANIZATION & PROCESSES
LEARNING BUILD ONLY
THE RIGHT
THING
RIGHT
BUILD
WRONG
THINGS
FASTER

13. SCALING AMPLIFIES DYSFUNCTIONS
ORGANIZATION & PROCESSES
LEARNING
BUILD ONLY
THE RIGHT
THING
RIGHT
BUILD
WRONG
THINGS
FASTER
DESCALING.
MORE WITH
LESS

14. SUCCESFULL SCRUM IMPLEMENTATION

16. GROUP ASSIGNMENT: DIMENSIONS
• In what dimensions can
you scale your agile
implementation?
• What would be the
benefit?

17. 5 DIMENSIONS OF SCALIING
Dimensions
# Teams
working on
the same
product
# Products
developed
using Agile
#
department
s that adopt
Agile
Amount
Business
involvemen
t
Agile
Maturity

18. WHAT
FRAMEWORKS DO
YOU KNOW?

20. SCALING AMPLIFIES DYSFUNCTIONS
ORGANIZATION & PROCESSES
LEARNING
BUILD ONLY
THE RIGHT
THING
RIGHT
BUILD
WRONG
THINGS
FASTER
DESCALING.
MORE WITH
LESS

21. LARGE SCALED SCRUM - LESS

22. SCALING AMPLIFIES DYSFUNCTIONS
ORGANIZATION & PROCESSES
LEARNING
BUILD ONLY
THE RIGHT
THING
RIGHT
BUILD
WRONG
THINGS
FASTER
DESCALING.
MORE WITH
LESS

23. P R O F E S S I O N A L A G I L E C O A C H T R Y - O U T 23
SCALED PROFESSIONAL SCRUM

24. SCALING AMPLIFIES DYSFUNCTIONS
ORGANIZATION & PROCESSES
LEARNING
BUILD ONLY
THE RIGHT
THING
RIGHT
BUILD
WRONG
THINGS
FASTER
DESCALING.
MORE WITH
LESS

25. What
challenges do
you experience
with scaling?
GROUP ASSIGNMENT: CHALLENGES

26. CHALLENGES WHEN SCALING?
What challenges do you
experience with scaling
• Involving stakeholders
• Portfolio management
• Market releases
• Distributed teams
• Immature Agile teams
• Syncing work between
teams
• Etc…

27. MAIN TAKEAWAYS

29. BALANCING FREEDOM AND PROCEDURES

30. TRANSPARENCY

31. DIALOGUES

32. COLLABORATION

33. CONTINUOUS IMPROVEMENT

34. MAIN LESSON

36. A BETTER WAY TO REPORT

37. SCRUM BOARD & BURNDOWN

38. REQUIREMENTS
Tell about the strategy of the project
Create insight in inter-team
dependencies
Predict bottlenecks
Provide progress info
Trigger communication
Create transparency
Visual One-pager

40. 4 5
6
1 3
7 8 9
11 12 QGQG
2
15July
1Aug.
15Aug.
1Sept.
15Sept.
10
To be done (on
time)
In progress (on
time)
In progress
(critical)
Done
Order processing
Front End Web
shop
Payment
Delivery
In progress
(delayed)
24 July 2013
6a
Project X
Subway map
Date: <Date >
By: <Name>

42. Order processing
Front End Web shop
Payment
Delivery
DIFFERENT LINES

43. 4 5
6
1 3
7 8 9
11 12 QGQG
2
10
24 July 2013
6a
DEPENDENCIES & STRATEGY

44. 4 5
6
1 3
7 8 9
3.C
redit
m
anagem
ent
ensures
that
only
paid
goods
are
delivered
4.U
sercan
access
site
and
create
account
5.ProductD
B
is
correctly
M
igrated
and
usercan
add
selected
products
to
shopping
basket
6.U
sercan
select
and
pay
product
8.O
rders
can
be
processed
7.O
rders
are
handled
to
back
office
11.FrontO
ffice
orders
are
processed:Picking,boxing
and
delivery
QG
1.Paym
ents
can
be
m
ade
2
2.Paym
ents
are
processed
on
financialdept.
10
6a.U
ser
gets
track
nd
trace
ifications

45. BENEFIT BASED REPORTING

46. TIME TABLE
To be done (on me)
In progress (on me)
In progress (cri cal)
Done
In progress (delayed)

47. DATE LINES

48. BRIDGES

49. 2
2.CDRtemplates
exchanged
1
4
1.Callscenario’s
Idenfied
4.CRUDscenario’s
defin
e
d
3
3.BillingInterfaces
connected-
processingofCDR
5
5.Callingtests
6
6.Payment
scheduledefine
d
8
8.Wholesale
adapons
9
7.Wholesale
billingtested
7
7.CRUDscenario’s
tested
13
11.DP
14
14.Pilot
15
15.DH
10
10.
Processes
iden
fied
11
11.Process
adap
ons
12
12.
Trainingto
operators
To be done (on me)
In progress (on me)
In progress (cri cal)
Done
CRUD/Provisioning
Call scenario’s and WS
CDR
Processes
In progress (delayed)
Ptoject x
Subway map
Date: 21 feb 2014
By: Derk-Jan/Wim

50. DIY: A WEB SHOP
Make a draft subwaymap for the development and testing of a
webshop.
• The product group will decide on the assortment, the pricing
and will deliver the product catalogue including the artwork and
descriptions.
• An external web developer will setup the CMS system and add
graphical design made by Marketing.
• Marketing will also deliver the structure of site and the texts for
the static pages.
• An User and functional acceptance test needs to be executed
prior to going live, but the management loves to have
intermediate reports on the progress and quality of the system.
• site in your CMS.
What would your subway map look like?

53. WHEN EVERYTHING GOES DIFFERENT?

57. WHAT IS THE DIFFERENCE BETWEEN PERT AND
SUBWAYMAP?
4
5
6
1
3
7
8
9
11
12
QG
QG
2
10
6a

58. SUMMARY
Business
Goals
Agile Pilot
is a
Success
We want
more..!
Scaling
Challenges
Solution:
Use a
framework
Lightweight
Implementation
with
Subwaymap
Hooray:
More
Business
results
Stuck in
procedures
Hooray:
SAFe 2.0
Certification
We want
more…!
more…!
more…!
4
5
6
1
3
7
8
9
11
12
QG
QG
2
10
6a

59. MORE TO READ?
Template and Quick reference
card:
http://djdegrood.wordpress.com/2013/10/17/progre
ss-reporting-with-the-subway-map/
Article by us three
We are working on the draft,
Expected soon !

60. We do not want to
discus the
challenges with
Agile, but the
challenges when
SCALING agile
GOALS OF THIS WORKSHOP

62. MAIN LESSON

63. SAFE
• Layer on top of Scrum to
coordinate the big mess and
give predictability.
• Adds roles, meetings,
artefacts etc. Just like RUP.
• Learning from Program
Execution and the given
process defines the way of
learning.

64. 64
LESS
• Scaling Scrum up and out
without adding layers or
processes.
• Teams take care of
coordination.
• PO Team works with the
market and teams.
• Managers become coaches.
• Feature Teams specialize in
customer-centric and
product direction.

65. • Patterns and practices that
have proven useful and
probably should work for you
as well.
• Based on the core of self-
organization and empirical
processes.
• Strong focus on technical
practices.
SCALED PROFESSIONAL SCRUM

66. COORDINATION CHAOS
FLOW EFFICIENCY
RESOURCEEFFICIENCY
Optimize Cost
& Utilization
Optimize
Learning
& Value
Coordination
Chaos
Source: Ari Tikka