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Scaling scrum itv-share

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Colin Birds talk at ITV

Colin Birds talk at ITV

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Scaling scrum  itv-share Scaling scrum itv-share Presentation Transcript

  • Scaling Agile Colin Bird colin.bird@ripple-rock.com © 2014 ripplerock
  • What is Scaled Agile? • Organisational Agile adoption • Many teams working on the same product/programme? • Distributed teams and/or business © 2014 ripplerock
  • There are a number of competing Scaling Approaches… © 2014 ripplerock
  • SAFe from Dean Leffingwell Scaled Agile Framework™ Big Picture
  • DAD – Disciplined Agile Delivery
  • LeSS – A Principle & Pattern Approach
  • One Size Doesn’t Fit All Context Matters • Type of Problem/Product/System • Organisation Culture • Size: Organisation/Group/Programme • Agile Maturity • Geography • Constraints © 2014 ripplerock
  • Some Patterns to think about… © 2014 ripplerock
  • Agile Portfolio Management Programme 2 Programme 3 High Value Low Effort Programme 1 WIP Limit Low Value High Effort Minimal Marketable Features (MMFs) Team A Backlogs © 2013 ripplerock Team B Team C Team D Team E Programme 4
  • Agile Portfolio Management - Principles • Maximise value of software development investment – Increase ROI • Reduce project size – release sooner and more often • Reduce waste – Reduce WIP Work In Progress – Only build most valuable software • Provide visibility – Support decision making © 2014 ripplerock
  • Component versus Feature Teams Customer Backlog Component Team Solution Layer Component Team 11 Feature Team Solution Layer © 2014 ripplerock Component Team Feature Team Solution Layer Feature Team Customer Backlog Component Component Component Backlog(s) Backlog(s) Backlog(s)
  • Start Small Initial deliverables • Architecture • Development/test environments • Standards • Interfaces • Some tangible piece of business value © 2014 ripplerock 12
  • Share start and end dates • Don’t stagger Sprints like this: Team 1 Team 1 Team 2 Team 2 Team 3 Team 3 • Synchronise Sprint starts instead Team 1 Team 2 Team 3 Start © 2014 ripplerock Team 2 Team 3 Finish Start 13 Finish
  • Scrum Meetings • Stagger daily stand-up meetings to allow cross-team attendance 15 Mins 15 Mins 15 Mins Team 1 Team 2 Team 3 © 2014 ripplerock 14
  • Scrum of Scrums Scrum of Scrums of Scrums Scrum of Scrums Daily Scrums © 2014 ripplerock 15
  • Scaling the Product Owner Programme Product Owner Product Line/Stream Owners Product Owners © 2014 ripplerock 16
  • Communities of Practice • Augment the multi-team structure with orthogonal, virtual teams • Informal or semi-formal • Meet periodically • Discuss and resolve issues related to their specialty – May want to work off their own community backlog © 2014 ripplerock 17
  • Spotify • Squad – Equivalent to a Scrum team – Autonomous as possible • Tribes – Same office < 100 people – Common area of the system – Organised for minimum interdependency • Chapter – Skills community – Chapter Lead is line manager • Guilds – Community of interest – Cross Tribe group – Guild Unconferences Source: Henrik Kniberg & Anders Ivarsson Oct 2012
  • More Patterns • Minimise cross-timezone communication – Match team structure to geography • Internal Open(ish) Source – for common services/components • Enable cross-pollination – Chief Architect on walkabout – Communities – Allow gradual team member cycle • Improvement Ideas Board – “Definition of Awesome” © 2013 ripplerock
  • Scaling Strategies & Principles © 2014 ripplerock
  • Scaling Strategies 1/2 • Organisational Change must be part of the scaling process • Keep it Lean – systematically remove waste – Just enough Process – monitor meeting time to working time ratio – Just enough Roles – monitor % of people managing/guiding process – Remove bureaucracy • Monitor and Reduce Cycle time of the system – How long it takes a requirement to pass through the system – Enable fast feedback cycles – all the way through the system • Optimise the working environment for intra and inter team collaboration – Co-locate teams within geographical boundaries – Meeting areas, whiteboards, etc… © 2013 ripplerock
  • Scaling Strategies 2/2 • Continuous Delivery – Work towards a friction free path to live • Decouple architecture as much as possible to maximise autonomy • Always be close to a working, integrated product – Demo integrated working system frequently • Make language your own – Spotify Guilds, Tribes, Squads, etc. work because they came up with the terminology • Continually evolve the process, organisation, structures, tools, etc. – If its perfect now – it won’t be in 6 months! © 2013 ripplerock
  • Scale Principles • Favour Autonomy over Consistency – Team processes do not have to be 100% consistent – Autonomy doesn't necessarily lead to lack of alignment • • • • Favour Trust over Control Monitor Value & Impact rather than Velocity Make Failure Recovery more important than Failure Avoidance Value Innovation over Predictability – 100% Predictability = 0% Innovation • Use Experiments & Data rather than Arguments & Opinion • Focus on Community rather than Structure Adapted from: Henrik Kniberg Culture over Process SG Paris 2013 © 2013 ripplerock
  • Scaling Agile Summary • Use a Principles led approach to try appropriate scaling patterns – Adapt and combine as necessary – Continuously evolve – Inspect and Adapt! – Stay Agile & Lean © 2013 ripplerock