Your SlideShare is downloading. ×
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Imperatives for scaling agile
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Imperatives for scaling agile

229

Published on

This Presentation covers the prerequisites for scaling agile - at a technical level and at a organizational level. Covers some of the transformation required at a organizational level for scaling …

This Presentation covers the prerequisites for scaling agile - at a technical level and at a organizational level. Covers some of the transformation required at a organizational level for scaling agile.

Published in: Technology, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
229
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Imperatives for Scaling Agile JUN 17 S R V Subrahmaniam PMP, ACP, CSM Principal Consultant Agile Altimetrik
  • 2. Slide 2 Are Agile practices fractal at Scale? Principles Scale fractally Underlying Principles of Transperancy, Visibility, Frequent Inspection and Adaptation, Continous Improvement apply Practices do not Iteration ceremonies and roles which work with teams may not work with bigger set-ups Pythogoras Tree CONTEXT A fractal is a natural phenomena and a mathematical set. What they have in common is a repeating pattern that displays at every scale.
  • 3. Slide 3 When Scaling, the context is different CONTEXT Single team Agile at Scale 7-9 > 100sTeam Size Co-located GlobalGographic Distribution Single Division Multi-departmentOrganizational Distribution Less or none Life CriticalCompliance Straightforward ComplexDomain Complexity Straightforward Multi-platform / complexTechnical Complexity Less or none Upstream / DownstreamIntegration needs Homogenous Heterogenous mixEnvironment complexity
  • 4. Slide 4 Issues come to fore when you scale Pythogoras Tree CONTEXT When you move from a team to Program or Portfolio agility, the organizational fault lines tend to surface and these have no easy solutions.
  • 5. OUR STRENGTH A diversity of talents working all together is our one and unique strength. With large teams, the mechanisms to integrate work and management is key.
  • 6. Slide 6 TECHNOLOGY Tools Environment Continous Integration STRUCTURE Projectized set-ups One Team Assessing the readiness - Is your Enterprize ready for scaling? PREPAREDNESS $ PROCESSES Project / Program Management Process and Quality Budgeting
  • 7. Slide 7 Technical Compatibility TECHNICAL PREPAREDNESS Is the technical environment mature and congenial for integrating work. Dev. & Test environments Tools Automated Build and Test Set-ups
  • 8. Slide 8 Multi Stage Continous Integration Copy from Mainline Marge to Mainline Test Test Develop Test & Merge Stable Code Merge Developers merge code to local team branch Different teams merge their code to mainline branch Stable code at Program Level http://damonpoole.blogspot.in/2008/01/multi-stage-continuous-integration-part_05.html TECHNICAL PREPAREDNESS
  • 9. Slide 9 Extent of Departmentalization ORGANIZATIONAL PREPAREDNESS 1. Access to specialist resources DB, Infrastructure set-up, Testing, Test automation etc., 2. Stable association Specialists spending meaningful time. 4. Processes and SoPs Are these supportive of Agile way of working 5. Responsiveness Timely response to situational context & emerging priority 6. Reporting structure Career growth, apprisals and training 3. Full time Association Specialists spending meaningful time.
  • 10. Slide 10 Structure towards Integrated teams - from Role or Skill based teams ORGANIZATIONAL PREPAREDNESS High Departmentalization Organic Structure Mechanistic Structure High Vertical & Horizontal Integration Decision Decentralization Low Task Formalization Strong hierarchy Close Supervision Fosters Innovation Fosters Efficiency
  • 11. Slide 11 Organizational Transformation SERVICES CULTURE PROCESSES STRUCTURE
  • 12. Slide 12 Other enablers ORGANIZATIONAL PREPAREDNESS Planning and Funding Mechanisms Rolling wave planning & incremental funding Orientation of Business Amenability to emergent requirements & variable scope Project Governance set-ups Customizability of Tools and metrics; Compliance and audits P & Q processes Are they prescriptive?
  • 13. Slide 13 ORGANIZATIONAL PREPAREDNESS Foster a culture supportive of Agile Culture Attention to detail Growth orientation Outcome Orientation People Orientation Team Orientation Innovation and risk taking Agile related Neutral
  • 14. Slide 14 One View of Product and Program ABOUT US „ Is the project doing good? PMO Office „Is the practices Consistent? Senior Designer Requirements Roadmap, Releases, Modules, Dependencies Translating Vision into a backlog Architecture & Technical Infrastructure Piecing together all components into one One which fosters high cohesion, de-coupled design supportive of emergent design.
  • 15. QUESTIONS & ANSWERS Go ahead. Don‘t hesitate.
  • 16. Slide 16 Let us stay in touch! CONTACT Twitter twitter.com/srv_subbu LinkedIn linkedin.com/in/subrahmaniamsrv E-Mail Srv.subbu@yahoo.in
  • 17. THANK YOU For your attention!

×