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Comparing Ways to 
Scale Agile 
Agile Product and Project Managers Melbourne 28/10/2014 
Bernd Schiffer
Ken 
Schwaber 
“A core premise of agile is that the 
people doing the work are the 
people who can best figure out 
how to do it. The job of 
management is to do anything to 
help them do so, not suffocate 
them with SAFe. 
"unSAFe at any speed" by Ken Schwaber (06.08.2013, http://kenschwaber.wordpress.com/2013/08/06/unsafe-at-any-speed )
David 
Anderson 
“This approach fits right in with 
the requirements in CMMI ML3 for 
process tailoring. It could be 
straight out of a 1990s textbook 
on process engineering. 
"Kanban - the anti-SAFe for almost a decade already" by David Anderson (31.07.2013, 
http://www.djaa.com/kanban-anti-safe-almost-decade-already )
Neil 
Killick 
“I’ve just watched a presentation 
that’s made me so angry it’s 
prompted me to write my first 
blog post in ages! … I’m not a fan of 
the “Scaled Agile Framework” to 
say the least. … Yuk yuk yuk! 
"The Horror Of The Scaled Agile Framework" by Neil Killick (21.03.2012, http://neilkillick.com/2012/03/21/the-horror-of-the-scaled-agile-framework )
Chris 
“Matts 
Someone just shot the Agile brand 
in the back of the head… 
"Two Legs Good." by Chris Matts (30.08.2013, 
http://theitriskmanager.wordpress.com/2013/08/30/two-legs-good )
Dave 
Snowden 
“Put brutally SAFe seemed to be PRINCE II 
camouflaged in Agile language. … SAFe is not 
only a betrayal of the promise offered by 
AGILE but is a massive retrograde step 
giving the managerial class an excuse to 
avoid any significant change. 
"SAFe: the infantilism of management" by Dave Snowden (25.03.2014, http://cognitive-edge.com/blog/entry/6238/safe-the-infantilism-of-management )
Mike 
“Cohn 
L.A.F.A.B.L.E - Large Agile 
Framework Appropriate for Big, 
Lumbering Enterprises 
"L.A.F.A.B.L.E - Large Agile Framework Appropriate for Big, Lumbering Enterprises" by Mike Cohn 
(04.2013, http://lafable.com )
Peter 
Hundermark 
“… contains a lot of “process voodoo” that 
will not be required in most cases. … 
confusingly complicated framework … . 
SAFe heightens the risk of just applying 
“lipstick to the pig” and not dealing with the 
fundamental changes that are required in 
every organisation 
"Scaling Scrum to the Organisation" by Peter Hundermark (14.01.2014, 
http://www.scrumsense.com/blog/scaling-scrum-organisation )
“Shitty Agile For Enterprises 
Martin 
Fowler 
17.06.2014 https://twitter.com/berndschiffer/status/478793485642776576
Overview These are the scaling approaches I explored and compared so far. 
interactive knowledge base for SAFe 
implementing agile practices at enterprise 
scale 
Scaled Agile Framework it’s a 
Agile landscape for enterprises with 
portfolio Kanban, Scrum teams, and 
Dean Leffingwell Extreme Programming techniques + more 
Agile Software Requirements 
by Dean Leffingwell 
idea 
people 
behind this 
main book/article 
roles 
all of them, e.g., business owners, release 
train engineer, product managers, system 
architects, UX professionals, development 
management, and many more 
http://scaledagileframework.com 
hierarchy with three levels: epics on portfolio level, features on program level, stories 
on team level 
minimum unit of people is the Agile Release Train (50-125 persons) 
wants to have answers upfront for everything (leadership, architecture, portfolio, 
teams, culture, etc.) 
key aspects 
home 
SAFe 
Scaled Agile Framework 
some 
diagrams SAFeScaled Agile Framework a governed, hybrid approach that DAD 
Disciplined Agile Delivery it’s a 
provides a solid foundation from which to 
scale agile solution delivery within 
enterprise-class organisations 
Building on mainstream methods 
is the DAD process decision framework, 
providing an end-to-end approach for agile 
Scott Ambler and Mark Lines software delivery. + more 
Disciplined Agile Delivery 
by Mark Lines and Scott Ambler 
idea 
people 
behind this 
main book/article 
roles 
primary (stakeholder, product owner, 
team member, team lead, architecture 
owner) and secondary (specialist, domain 
expert, technical expert, independent 
tester, integrator) 
home DAD 
DAD 
Disciplined Agile Delivery 
Disciplined Agile Delivery some 
http://disciplinedagileconsortium.org 
people-first, learning oriented, hybrid, full delivery lifecycle, process goal driven, 
solution focused, risk-value lifecycle, enterprise aware 
defined life-cycle (inception, construction, transition) 
mashes Scrum, XP, Kanban, Lean Startup, Outside-in software development, Agile Data, 
Agile Modeling (AM), Unified Process 
key aspects 
diagrams 
DAD Exploratory Lifecycle 
About this lifecycle: 
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org 
Observe & 
Measure 
Deploy 
DAD Continuous Delivery Lifecycle 
Measure 
Productize 
Build a 
Envision Little 
Keep going 
Hypothesis 
Pivot 
Proven 
Idea 
Disproven 
Idea 
Fixed Delivery Date 
ϓ This lifecycle is followed by agile or lean teams that find themselves in startup or research 
situations, typically when their stakeholders do not understand what their potential user base wants. 
ϓ Development proceeds via a series of quick learning experiments designed to home in on what 
stakeholders actually want. 
Options 
ϓ This lifecycle is often a replacement for the Inception phase of other DAD life cycles 
About this lifecycle: 
Replenishment 
modeling session 
ϓ This lifecycle is best utilized by Product Teams. 
ϓ The Inception Phase occured in the distant past, and is, in fact, 
an historical artifact unless the product vision changes. 
ϓ The Transition Phase has become an activity rather than an 
explicit phase through automation and discipline. 
ϓ Supports DevOps by streamlining continuous delivery of con-sumable 
solutions to stakeholders. 
Copyright 2014 Disciplined Agile Consortium 
Work items are 
pulled when 
capacity is available 
to address them 
Operate and 
support solution 
in production 
Daily work 
DAD Advanced/Lean Lifecycle 
Enhancement Requests 
and Defect Reports 
Retrospective 
Demo 
Release 
solution 
Coordination 
Meeting 
Initial 
Architectural 
Vision 
Construction T 
Continuous stream of development 
Sufficient functionality 
New 
Work 
Feedback 
Learnings 
Strategy 
Production ready 
Delighted stakeholders 
Expedite 
Intangible 
New 
Features 
Business Value 
Business Value 
Fixed Delivery Date 
Expedite 
Intangible 
Options 
Replenishment 
modeling session 
Work items are 
pulled when 
capacity is available 
to address them 
Operate and 
support solution 
in production 
Learnings 
Strategy 
DAD Basic/Scrum-Based Lifecycle 
Enhancement Requests 
and Defect Reports 
New 
Features 
Initial 
Requirements 
Initial 
modeling, 
planning, and 
organization 
Daily work 
Retrospective 
Demo 
Release 
solution into 
production 
Coordination 
Meeting 
New 
Features 
Feedback 
Construction Transition 
Continuous stream of development 
Inception 
Stakeholder vision Sufficient functionality 
Daily 
Work 
Iteration 
Production ready 
Delighted stakeholders 
Proven architecture 
Identify, prioritize, 
and select projects 
Envision the 
future 
About this lifecycle: 
ϓ This lifecycle is best utilized by mature teams who need to release regularly, 
leading towards a continuous delivery strategy using a Lean approach. 
ϓ Development activities (e.g. demos, retrospectives, requirements elicitation, 
...) occur as needed in a continuous manner throughout construction. 
ϓ Work is prioritized and pulled into the team on a just-in-time basis. 
ϓ Work in progress is minimized. 
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org 
About this lifecycle: 
Highest-Priority 
Daily Coordination 
Meeting 
Consumable 
Solution 
Iteration review & 
retrospective: Demo to 
stakeholders, determine 
strategy for next iteration, and 
learn from your experiences 
Iteration 
Inception Construction Transition 
ϓ This Scrum-based lifecycle is typically used by project teams new to agile software 
development. 
ϓ The team produces a consumable solution at the end of each construction iteration 
(typically 1-3 weeks in length). 
ϓ Work items are typically prioritized based on a combination of business value and 
technical risk. 
Operate and 
support solution 
Initial Vision in production 
and Funding 
Funding & 
Feedback 
Tasks 
Initial 
Requirements 
and Release 
Plan 
Initial 
modeling, 
planning, and 
organization 
Initial 
Architectural 
Vision 
Consumable 
Solution 
Release 
solution into 
production 
One or more short iterations Many short iterations producing a potentially consumable solution each iteration One or more 
short iterations 
Stakeholder vision 
Proven architecture 
Sufficient functionality 
Production ready 
Project viability 
(several) 
Delighted stakeholders 
Envision the 
future 
Business Roadmap, 
Technology Roadmap 
Enhancement Requests 
and Defect Reports 
Backlog 
Work Items 
Iteration planning 
session to select work 
items and identify work 
tasks for current iteration 
Work 
Items 
Identify, prioritize, 
and select projects 
Identify, prioritize, 
and select projects 
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org 
EBMgt … is an approach to managing EBMgt 
software organisations for the value they 
deliver to the organization as a whole. 
Evidence-Based Management™ it’s a 
idea 
What Scrum is for software 
development, EBMgt is for whole 
organisations; using Scrum to change on 
Ken Schwaber & Gunther Verheyen organisational level. + more 
"The Agility Guide to Evidence-Based 
Change" by Ken Schwaber 
(2014, http://www.ebmgt.org/portals/agilitypath/The%20Agility 
%20Guide%20v1.5.pdf version 1.5 http://www.ebmgt.org/Agility-Guide ) 
The Agility Guide to 
Evidence-Based Change 
Using Scrum to Transform Your Enterprise 
Version 1.5 
Developed and sustained by Ken Schwaber & Scrum.org 
people 
behind this 
main book/article 
roles 
SM, PO, Change Team (Single Enterprise and 
several Domain Agility Teams) 
EBMgt 
Evidence-Based Management™ 
home 
measure, diagnose, and improve are items in an iterative cycle (inspect and adapt) 
different domains addressed by approach: enterprise, process, productivity, quality, 
value 
measure with metrics time to market, value, and ability to innovate 
these metrics are so called "direct evidence of value", hence the name EBMgt, in 
contrast to circumstantial evidence like "Are doing all the Scrum meetings?” 
metric results are combined in Agile Index (single number) 
diagnosis is individual for each organisation 
key aspects 
http://ebmgt.org 
EBMgt 
Evidence-Based Management™ 
some 
diagrams 
The Enterprise Transition Framework ETF 
… leads and supports an organization 
through the process of becoming more 
Agile. 
Enterprise Transition Framework™ it’s a 
Assessment, strategy, pilot phase, roll out 
as part of an inspect and adapt life cycle 
Andrea Tomasini and Martin Kearns + more 
Agile Transition - What you need to 
know before starting 
by Andrea Tomasini and Martin Kearns 
idea 
people 
behind this 
main book/article 
roles 
leadership team 
http://www.agile42.com/en/agile-transition/etf 
pilot projects 
train internal coaches 
Agile strategy map 
independent of organisation's size 
analysis of vision & strategy, organisation & structure, people & skills, products & 
technology 
key aspects 
home 
ETF 
Enterprise Transition Framework™ 
some 
diagrams ETFEnterprise Transition Framework™ 
it’s LeSS Large-scale Scrum is regular Scrum 
a 
Large-Scale Scrum applied to large-scale development. 
regular Scrum applied to large-scale 
Craig Larman and Bass Vodde development 
Scaling Lean And Agile 
by Craig Larman and Bas Vodde 
idea 
people 
behind this 
main book/article 
roles 
Scrum roles plus 
Area PO (only in >10) 
http://www.craiglarman.com/wiki/index.php?title=Large-Scale_Scrum 
two frameworks: less or equal 10 teams, and more than 10 teams 
pure Scrum - everything else has to be evolved individually per organisation 
key aspects 
home 
LeSS 
Large-Scale Scrum 
SA@S I made this acronym up! 
Scaling Agile @ Spotify it’s a 
LeSSLarge-Scaling Agile @ Spotify 
with Tribes, Squads, Chapters & Guilds 
Henrik Kniberg & Anders Ivars on 
some 
Scale Scrum Oct 2012 
diagramsDealing with multiple teams in a product development organization is always a chal enge! 
One of the most impres ive examples we’ve se n so far is Spotify, which has kept an agile mindset despite 
having scaled to over 30 teams acros 3 cities. 
Spotify is a fascinating company that is transforming the music industry. The company has only existed 6 
years and already has over 15 mil ion active users and over 4 mil ion paying. The product itself can be 
likened to “a magical music player in which you can instantly find and play every song in the world”. 
Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice -­ 
I've be n lo king for someone to implement this matrix format since 19 2 :) so it is real y welcome to se .” 
So how is this managed? 
We have both presented at conferences and be n caught in engaging discus ions around how we work at 
Spotify and how the company handles agile with hundreds of developers. Many people are fascinated by 
this, so we decided to write an article about it. 
Disclaimer: We didn’t invent this model. Spotify is (like any go d agile company) evolving fast. This article 
is only a snapshot of our cur ent way of working -­ a journey in progres , not a journey completed. By the 
time you read this, things have already changed. 
1/14 
One of the most impressive examples [for dealing with multiple 
teams in a product development organization] … is Spotify 
autonomy, mastery, purpose 
result in high-performance teams 
all of Spotify's employees (spreading the word: 
Henrik Kniberg, Anders Ivarsson, and Joakim Sundén) 
Scaling Agile @ Spotify by Henrik Kniberg and 
Anders Ivarsson (10.2012, https://dl.dropboxusercontent.com/u/ 
1018963/Articles/SpotifyScaling.pdf ) 
idea 
people 
behind this 
main book/article 
roles 
dedicated PO per squad; Agile coaching as needed; 
stable feature teams; chapter lead; tribe lead 
home 
SA@S I made this acronym up! 
Scrum, Kanban, XP, hybrids at team level (teams are free to chose) 
autonomous squads 
special interest groups called chapters to address mastery 
several squads form tribes (20-100 ppl) 
measurable quarterly goals for squads 
key aspects 
… 
Scaling Agile @ Spotify 
SA@S I made this acronym up! 
Scaling Agile @ Spotify 
some 
diagrams 
“Big Projects” 
57 
https://dl.dropbox.com/u/1018963/Articles/HowSpotifyBuildsProducts.pdf 
it’s a 
a set of guiding principles 
ScALeD Woohoo, it’s a recursive acronym! 
ScALeD Agile Lean Development 
autonomy, mastery, purpose 
result in high-performance teams 
Peter Beck, Markus Gärtner, Christoph 
Mathis, Stefan Roock, Andreas Schliep … 
idea 
people 
behind this 
main book/article 
… 
roles 
ScALeD Woohoo, it’s a recursive acronym! 
ScALeD Agile Lean Development 
http://scaledprinciples.org 
principles in the categories excited customers, happy and productive employees, global 
optimisation, supportive leadership, continuous improvement 
reads like a manifest for Agile scaling 
key aspects 
home 
ScALeD Woohoo, it’s a recursive acronym! 
ScALeD Agile Lean Development 
some 
diagrams 
sorry, no 
diagrams 
so far 
it’s a idea 
a new paradigm 
…the dominant paradigm for managing product 
development … is as wrong as we were in manufacturing, 
before the Japanese unlocked the secret of lean 
manufacturing. I believe that a new paradigm is emerging, 
one that challenges the current orthodoxy of product 
development. 
Don Reinertsen 
Product Development Flow 
by Don Reinertsen 
Product Development Flow by Reinertsen 
people 
behind this 
main book/article 
PDFbyR I made this acronym up! 
… 
roles 
PDFbyR I made this acronym up! 
Product Development Flow by Reinertsen 
http://reinertsenassociates.com 
major themes are economics, queues, variability, batch size, WIP constraints, cadence 
& synchronisation & flow control, fast feedback, decentralised control 
several principles for each of the major themes 
key aspects 
home 
PDFbyR I made this acronym up! 
some 
diagrams 
sorry, no 
diagrams 
so far 
Product Development Flow by Reinertsen 
SAFe 
DAD 
EBMgt 
ETF 
LeSS 
SA@S 
ScALeD 
PDFbyR
interactive knowledge base for SAFe 
implementing agile practices at enterprise 
scale 
Scaled Agile Framework it’s a 
Agile landscape for enterprises with 
portfolio Kanban, Scrum teams, and 
Dean Leffingwell Extreme Programming techniques + more 
Agile Software Requirements 
by Dean Leffingwell 
idea 
people 
behind this 
main book/article
roles 
all of them, e.g., business owners, release 
train engineer, product managers, system 
architects, UX professionals, development 
management, and many more 
http://scaledagileframework.com 
hierarchy with three levels: epics on portfolio level, features on program level, stories 
on team level 
minimum unit of people is the Agile Release Train (50-125 persons) 
wants to have answers upfront for everything (leadership, architecture, portfolio, 
teams, culture, etc.) 
key aspects 
home 
SAFe 
Scaled Agile Framework
some 
diagrams SAFeScaled Agile Framework
a governed, hybrid approach that DAD 
provides a solid foundation from which to 
scale agile solution delivery within 
enterprise-class organisations 
Disciplined Agile Delivery it’s a 
Building on mainstream methods 
is the DAD process decision framework, 
providing an end-to-end approach for agile 
Scott Ambler and Mark Lines software delivery. + more 
Disciplined Agile Delivery 
by Mark Lines and Scott Ambler 
idea 
people 
behind this 
main book/article
roles 
primary (stakeholder, product owner, 
team member, team lead, architecture 
owner) and secondary (specialist, domain 
expert, technical expert, independent 
tester, integrator) 
home DAD 
Disciplined Agile Delivery 
http://disciplinedagileconsortium.org 
people-first, learning oriented, hybrid, full delivery lifecycle, process goal driven, 
solution focused, risk-value lifecycle, enterprise aware 
defined life-cycle (inception, construction, transition) 
mashes Scrum, XP, Kanban, Lean Startup, Outside-in software development, Agile Data, 
Agile Modeling (AM), Unified Process 
key aspects
DAD 
Disciplined Agile Delivery 
some 
diagrams 
DAD Exploratory Lifecycle 
About this lifecycle: 
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org 
Observe & 
Measure 
Deploy 
DAD Continuous Delivery Lifecycle 
Measure 
Productize 
Build a 
Envision Little 
Keep going 
Hypothesis 
Pivot 
Proven 
Idea 
Disproven 
Idea 
Fixed Delivery Date 
‧ This lifecycle is followed by agile or lean teams that find themselves in startup or research 
situations, typically when their stakeholders do not understand what their potential user base wants. 
‧ Development proceeds via a series of quick learning experiments designed to home in on what 
stakeholders actually want. 
Options 
‧ This lifecycle is often a replacement for the Inception phase of other DAD life cycles 
About this lifecycle: 
Replenishment 
modeling session 
‧ This lifecycle is best utilized by Product Teams. 
‧ The Inception Phase occured in the distant past, and is, in fact, 
an historical artifact unless the product vision changes. 
‧ The Transition Phase has become an activity rather than an 
explicit phase through automation and discipline. 
‧ Supports DevOps by streamlining continuous delivery of con-sumable 
solutions to stakeholders. 
Copyright 2014 Disciplined Agile Consortium 
Work items are 
pulled when 
capacity is available 
to address them 
Operate and 
support solution 
in production 
Daily work 
DAD Advanced/Lean Lifecycle 
Enhancement Requests 
and Defect Reports 
Retrospective 
Demo 
Release 
solution 
Coordination 
Meeting 
Initial 
Architectural 
Vision 
Construction T 
Continuous stream of development 
Sufficient functionality 
New 
Work 
Feedback 
Learnings 
Strategy 
Production ready 
Delighted stakeholders 
Expedite 
Intangible 
New 
Features 
Business Value 
Business Value 
Fixed Delivery Date 
Expedite 
Intangible 
Options 
Replenishment 
modeling session 
Work items are 
pulled when 
capacity is available 
to address them 
Operate and 
support solution 
in production 
Learnings 
Strategy 
DAD Basic/Scrum-Based Lifecycle 
Enhancement Requests 
and Defect Reports 
New 
Features 
Initial 
Requirements 
Initial 
modeling, 
planning, and 
organization 
Daily work 
Retrospective 
Demo 
Release 
solution into 
production 
Coordination 
Meeting 
New 
Features 
Feedback 
Construction Transition 
Continuous stream of development 
Inception 
Stakeholder vision Sufficient functionality 
Daily 
Work 
Iteration 
Production ready 
Delighted stakeholders 
Proven architecture 
Identify, prioritize, 
and select projects 
Envision the 
future 
About this lifecycle: 
‧ This lifecycle is best utilized by mature teams who need to release regularly, 
leading towards a continuous delivery strategy using a Lean approach. 
‧ Development activities (e.g. demos, retrospectives, requirements elicitation, 
...) occur as needed in a continuous manner throughout construction. 
‧ Work is prioritized and pulled into the team on a just-in-time basis. 
‧ Work in progress is minimized. 
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org 
About this lifecycle: 
Highest-Priority 
Daily Coordination 
Meeting 
Consumable 
Solution 
Iteration review & 
retrospective: Demo to 
stakeholders, determine 
strategy for next iteration, and 
learn from your experiences 
Iteration 
Inception Construction Transition 
‧ This Scrum-based lifecycle is typically used by project teams new to agile software 
development. 
‧ The team produces a consumable solution at the end of each construction iteration 
(typically 1-3 weeks in length). 
‧ Work items are typically prioritized based on a combination of business value and 
technical risk. 
Operate and 
support solution 
Initial Vision in production 
and Funding 
Funding & 
Feedback 
Tasks 
Initial 
Requirements 
and Release 
Plan 
Initial 
modeling, 
planning, and 
organization 
Initial 
Architectural 
Vision 
Consumable 
Solution 
Release 
solution into 
production 
One or more short iterations Many short iterations producing a potentially consumable solution each iteration One or more 
short iterations 
Stakeholder vision 
Proven architecture 
Sufficient functionality 
Production ready 
Project viability 
(several) 
Delighted stakeholders 
Envision the 
future 
Business Roadmap, 
Technology Roadmap 
Enhancement Requests 
and Defect Reports 
Backlog 
Work Items 
Iteration planning 
session to select work 
items and identify work 
tasks for current iteration 
Work 
Items 
Identify, prioritize, 
and select projects 
Identify, prioritize, 
and select projects 
Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org
EBMgt … is an approach to managing EBMgt 
software organisations for the value they 
deliver to the organisation as a whole. 
Evidence-Based Management™ it’s a 
idea 
What Scrum is for software 
development, EBMgt is for whole 
organisations; using Scrum to change on 
Ken Schwaber & Gunther Verheyen organisational level. + more 
"The Agility Guide to Evidence-Based 
Change" by Ken Schwaber 
(2014, http://www.ebmgt.org/portals/agilitypath/The%20Agility 
%20Guide%20v1.5.pdf version 1.5 http://www.ebmgt.org/Agility-Guide ) 
The Agility Guide to 
Evidence-Based Change 
Using Scrum to Transform Your Enterprise 
Version 1.5 
Developed and sustained by Ken Schwaber & Scrum.org 
people 
behind this 
main book/article
roles 
SM, PO, Change Team (Single Enterprise and 
several Domain Agility Teams) 
EBMgt 
Evidence-Based Management™ 
home 
measure, diagnose, and improve are items in an iterative cycle (inspect and adapt) 
different domains addressed by approach: enterprise, process, productivity, quality, 
value 
measure with metrics time to market, value, and ability to innovate 
these metrics are so called "direct evidence of value", hence the name EBMgt, in 
contrast to circumstantial evidence like "Are you doing all the Scrum meetings?” 
metric results are combined in Agile Index (single number) 
diagnosis is individual for each organisation 
key aspects 
http://ebmgt.org
EBMgt 
Evidence-Based Management™ 
some 
diagrams
The Enterprise Transition Framework ETF 
… leads and supports an organisation 
through the process of becoming more 
Agile. 
Enterprise Transition Framework™ it’s a 
Assessment, strategy, pilot phase, roll out 
as part of an inspect and adapt life cycle 
Andrea Tomasini and Martin Kearns + more 
Agile Transition - What you need to 
know before starting 
by Andrea Tomasini and Martin Kearns 
idea 
people 
behind this 
main book/article
roles 
leadership team 
http://www.agile42.com/en/agile-transition/etf 
pilot projects 
train internal coaches 
Agile strategy map 
independent of organisation's size 
analysis of vision & strategy, organisation & structure, people & skills, products & 
technology 
key aspects 
home 
ETF 
Enterprise Transition Framework™
some 
diagrams ETFEnterprise Transition Framework™
it’s LeSS Large-scale Scrum is regular Scrum 
a 
Large-Scale Scrum applied to large-scale development. 
regular Scrum applied to large-scale 
Craig Larman and Bass Vodde development 
Scaling Lean And Agile 
by Craig Larman and Bas Vodde 
idea 
people 
behind this 
main book/article
roles 
Scrum roles plus 
Area PO (only in >10) 
http://www.craiglarman.com/wiki/index.php?title=Large-Scale_Scrum 
two frameworks: less than or equal to 10 teams, and more than 10 teams 
pure Scrum - everything else has to be evolved individually per organisation 
key aspects 
home 
LeSS 
Large-Scale Scrum
some 
diagramsLeSSLarge-Scale Scrum
SA@S I made this acronym up! 
Scaling Agile @ Spotify it’s a 
Scaling Agile @ Spotify 
with Tribes, Squads, Chapters & Guilds 
Henrik Kniberg & Anders Ivarsson 
Oct 2012 
Dealing with multiple teams in a product development organization is always a challenge! 
One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite 
having scaled to over 30 teams across 3 cities. 
Spotify is a fascinating company that is transforming the music industry. The company has only existed 6 
years and already has over 15 million active users and over 4 million paying. The product itself can be 
likened to “a magical music player in which you can instantly find and play every song in the world”. 
Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice -­ 
I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.” 
So how is this managed? 
We have both presented at conferences and been caught in engaging discussions around how we work at 
Spotify and how the company handles agile with hundreds of developers. Many people are fascinated by 
this, so we decided to write an article about it. 
Disclaimer: We didn’t invent this model. Spotify is (like any good agile company) evolving fast. This article 
is only a snapshot of our current way of working -­ a journey in progress, not a journey completed. By the 
time you read this, things have already changed. 
1/14 
One of the most impressive examples [for dealing with multiple 
teams in a product development organisation] … is Spotify 
autonomy, mastery, purpose 
result in high-performance teams 
all of Spotify's employees (spreading the word: 
Henrik Kniberg, Anders Ivarsson, and Joakim Sundén) 
Scaling Agile @ Spotify by Henrik Kniberg and 
Anders Ivarsson (10.2012, https://dl.dropboxusercontent.com/u/ 
1018963/Articles/SpotifyScaling.pdf ) 
idea 
people 
behind this 
main book/article
roles 
dedicated PO per squad; Agile coaching as needed; 
stable feature teams; chapter lead; tribe lead 
home 
SA@S I made this acronym up! 
Scrum, Kanban, XP, hybrids at team level (teams are free to choose) 
autonomous squads 
special interest groups called chapters to address mastery 
several squads form tribes (20-100 ppl) 
measurable quarterly goals for squads 
key aspects 
… 
Scaling Agile @ Spotify
SA@S I made this acronym up! 
Scaling Agile @ Spotify 
some 
diagrams 
“Big Projects” 
57 
https://dl.dropbox.com/u/1018963/Articles/HowSpotifyBuildsProducts.pdf
it’s a 
a set of guiding principles 
ScALeD Woohoo, it’s a recursive acronym! 
ScALeD Agile Lean Development 
autonomy, mastery, purpose 
result in high-performance teams 
Peter Beck, Markus Gärtner, Christoph 
Mathis, Stefan Roock, Andreas Schliep … 
idea 
people 
behind this 
main book/article
… 
roles 
ScALeD Woohoo, it’s a recursive acronym! 
ScALeD Agile Lean Development 
http://scaledprinciples.org 
principles in the categories: excited customers, happy and productive employees, global 
optimisation, supportive leadership, continuous improvement 
reads like a manifest for Agile scaling 
key aspects 
home
ScALeD Woohoo, it’s a recursive acronym! 
ScALeD Agile Lean Development 
some 
diagrams
it’s a idea 
a new paradigm 
…the dominant paradigm for managing product 
development … is as wrong as we were in manufacturing, 
before the Japanese unlocked the secret of lean 
manufacturing. I believe that a new paradigm is emerging, 
one that challenges the current orthodoxy of product 
development. 
Don Reinertsen 
Product Development Flow 
by Don Reinertsen 
Product Development Flow by Reinertsen 
people 
behind this 
main book/article 
PDFbyR I made this acronym up!
… 
roles 
PDFbyR I made this acronym up! 
Product Development Flow by Reinertsen 
http://reinertsenassociates.com 
major themes are economics, queues, variability, batch size, WIP constraints, cadence 
& synchronisation & flow control, fast feedback, decentralised control 
several principles for each of the major themes 
key aspects 
home
PDFbyR I made this acronym up! 
some 
diagrams 
sorry, no 
diagrams 
so far 
Product Development Flow by Reinertsen
Comparison: Blueprint vs. Principles 
Where is the scaling approach’s focus 
on a scale from 0 (very much blueprint and specs) to 10 (all about principles)? 
10 
8 
6 
4 
2 
0 
9 10 10 8 
5 5 
0 0 
SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
Comparison: Commercialisation 
How massively has this scaling approach been commercialised, i.e. exploited in a way designed to make a profit, 
on a scale from 0 (looks very much like it) to 10 (not at all)? 
9 
7.2 
5.4 
3.6 
1.8 
0 
8 
7 
9 
8 
5 
3 
0 0 
SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
Comparison: Scaling 
How does this scaling approach actually handle scaling, i.e. a linear transformation that enlarges objects, on a scale 
from 0 (does not scale, i.e. works only with super big orgs) to 10 (does scale, i.e. works with very small orgs)? 
What I mean is: does it work with 2 teams? 
10 
8 
6 
4 
2 
0 
10 10 10 10 
5 5 
0 0 
SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
Comparison: Celebrity 
How famous, well known, and often used is this scaling approach in the Agile community on a scale from 0 (not at 
all) to 10 (ubiquitous)? 
10 
8 
6 
4 
2 
0 
10 
1 
10 
8 
3 2 
5 
10 
SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
How likely is it that I (Bernd Schiffer) would recommend this scaling approach to a customer of mine, on a scale 
10 
8 
6 
4 
2 
0 
Comparison: Recommendation 
from 0 (very unlikely) to 10 (very likely)? 
10 10 10 10 
1 
3 
1 
3 
SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
Don’t Scale! Very often the No 1 option for people looking at scaling approaches. 
awesome article “Recruit 
Do Things that Don’t Scale 
by Paul Graham 
( http://paulgraham.com/ds.html ) 
Fragile 
Delight 
Experience 
Consult
‣@berndschiffer 
‣@bold_mover 
‣ coaching@berndschiffer.com 
‣ http://slideshare.net/berndschiffer 
‣ http://berndschiffer.com 
‣ http://boldmover.com 
‣ http://agiletrail.com 
Thank 
you! 
Comparing 
Ways to 
Scale Agile 
Bernd Schiffer 
Agile Product and Project Managers 
Melbourne 28/10/2014

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Comparing Ways to Scale Agile at Agile Product and Project Manager Meetup

  • 1. Comparing Ways to Scale Agile Agile Product and Project Managers Melbourne 28/10/2014 Bernd Schiffer
  • 2. Ken Schwaber “A core premise of agile is that the people doing the work are the people who can best figure out how to do it. The job of management is to do anything to help them do so, not suffocate them with SAFe. "unSAFe at any speed" by Ken Schwaber (06.08.2013, http://kenschwaber.wordpress.com/2013/08/06/unsafe-at-any-speed )
  • 3. David Anderson “This approach fits right in with the requirements in CMMI ML3 for process tailoring. It could be straight out of a 1990s textbook on process engineering. "Kanban - the anti-SAFe for almost a decade already" by David Anderson (31.07.2013, http://www.djaa.com/kanban-anti-safe-almost-decade-already )
  • 4. Neil Killick “I’ve just watched a presentation that’s made me so angry it’s prompted me to write my first blog post in ages! … I’m not a fan of the “Scaled Agile Framework” to say the least. … Yuk yuk yuk! "The Horror Of The Scaled Agile Framework" by Neil Killick (21.03.2012, http://neilkillick.com/2012/03/21/the-horror-of-the-scaled-agile-framework )
  • 5. Chris “Matts Someone just shot the Agile brand in the back of the head… "Two Legs Good." by Chris Matts (30.08.2013, http://theitriskmanager.wordpress.com/2013/08/30/two-legs-good )
  • 6. Dave Snowden “Put brutally SAFe seemed to be PRINCE II camouflaged in Agile language. … SAFe is not only a betrayal of the promise offered by AGILE but is a massive retrograde step giving the managerial class an excuse to avoid any significant change. "SAFe: the infantilism of management" by Dave Snowden (25.03.2014, http://cognitive-edge.com/blog/entry/6238/safe-the-infantilism-of-management )
  • 7. Mike “Cohn L.A.F.A.B.L.E - Large Agile Framework Appropriate for Big, Lumbering Enterprises "L.A.F.A.B.L.E - Large Agile Framework Appropriate for Big, Lumbering Enterprises" by Mike Cohn (04.2013, http://lafable.com )
  • 8. Peter Hundermark “… contains a lot of “process voodoo” that will not be required in most cases. … confusingly complicated framework … . SAFe heightens the risk of just applying “lipstick to the pig” and not dealing with the fundamental changes that are required in every organisation "Scaling Scrum to the Organisation" by Peter Hundermark (14.01.2014, http://www.scrumsense.com/blog/scaling-scrum-organisation )
  • 9. “Shitty Agile For Enterprises Martin Fowler 17.06.2014 https://twitter.com/berndschiffer/status/478793485642776576
  • 10. Overview These are the scaling approaches I explored and compared so far. interactive knowledge base for SAFe implementing agile practices at enterprise scale Scaled Agile Framework it’s a Agile landscape for enterprises with portfolio Kanban, Scrum teams, and Dean Leffingwell Extreme Programming techniques + more Agile Software Requirements by Dean Leffingwell idea people behind this main book/article roles all of them, e.g., business owners, release train engineer, product managers, system architects, UX professionals, development management, and many more http://scaledagileframework.com hierarchy with three levels: epics on portfolio level, features on program level, stories on team level minimum unit of people is the Agile Release Train (50-125 persons) wants to have answers upfront for everything (leadership, architecture, portfolio, teams, culture, etc.) key aspects home SAFe Scaled Agile Framework some diagrams SAFeScaled Agile Framework a governed, hybrid approach that DAD Disciplined Agile Delivery it’s a provides a solid foundation from which to scale agile solution delivery within enterprise-class organisations Building on mainstream methods is the DAD process decision framework, providing an end-to-end approach for agile Scott Ambler and Mark Lines software delivery. + more Disciplined Agile Delivery by Mark Lines and Scott Ambler idea people behind this main book/article roles primary (stakeholder, product owner, team member, team lead, architecture owner) and secondary (specialist, domain expert, technical expert, independent tester, integrator) home DAD DAD Disciplined Agile Delivery Disciplined Agile Delivery some http://disciplinedagileconsortium.org people-first, learning oriented, hybrid, full delivery lifecycle, process goal driven, solution focused, risk-value lifecycle, enterprise aware defined life-cycle (inception, construction, transition) mashes Scrum, XP, Kanban, Lean Startup, Outside-in software development, Agile Data, Agile Modeling (AM), Unified Process key aspects diagrams DAD Exploratory Lifecycle About this lifecycle: Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org Observe & Measure Deploy DAD Continuous Delivery Lifecycle Measure Productize Build a Envision Little Keep going Hypothesis Pivot Proven Idea Disproven Idea Fixed Delivery Date ϓ This lifecycle is followed by agile or lean teams that find themselves in startup or research situations, typically when their stakeholders do not understand what their potential user base wants. ϓ Development proceeds via a series of quick learning experiments designed to home in on what stakeholders actually want. Options ϓ This lifecycle is often a replacement for the Inception phase of other DAD life cycles About this lifecycle: Replenishment modeling session ϓ This lifecycle is best utilized by Product Teams. ϓ The Inception Phase occured in the distant past, and is, in fact, an historical artifact unless the product vision changes. ϓ The Transition Phase has become an activity rather than an explicit phase through automation and discipline. ϓ Supports DevOps by streamlining continuous delivery of con-sumable solutions to stakeholders. Copyright 2014 Disciplined Agile Consortium Work items are pulled when capacity is available to address them Operate and support solution in production Daily work DAD Advanced/Lean Lifecycle Enhancement Requests and Defect Reports Retrospective Demo Release solution Coordination Meeting Initial Architectural Vision Construction T Continuous stream of development Sufficient functionality New Work Feedback Learnings Strategy Production ready Delighted stakeholders Expedite Intangible New Features Business Value Business Value Fixed Delivery Date Expedite Intangible Options Replenishment modeling session Work items are pulled when capacity is available to address them Operate and support solution in production Learnings Strategy DAD Basic/Scrum-Based Lifecycle Enhancement Requests and Defect Reports New Features Initial Requirements Initial modeling, planning, and organization Daily work Retrospective Demo Release solution into production Coordination Meeting New Features Feedback Construction Transition Continuous stream of development Inception Stakeholder vision Sufficient functionality Daily Work Iteration Production ready Delighted stakeholders Proven architecture Identify, prioritize, and select projects Envision the future About this lifecycle: ϓ This lifecycle is best utilized by mature teams who need to release regularly, leading towards a continuous delivery strategy using a Lean approach. ϓ Development activities (e.g. demos, retrospectives, requirements elicitation, ...) occur as needed in a continuous manner throughout construction. ϓ Work is prioritized and pulled into the team on a just-in-time basis. ϓ Work in progress is minimized. Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org About this lifecycle: Highest-Priority Daily Coordination Meeting Consumable Solution Iteration review & retrospective: Demo to stakeholders, determine strategy for next iteration, and learn from your experiences Iteration Inception Construction Transition ϓ This Scrum-based lifecycle is typically used by project teams new to agile software development. ϓ The team produces a consumable solution at the end of each construction iteration (typically 1-3 weeks in length). ϓ Work items are typically prioritized based on a combination of business value and technical risk. Operate and support solution Initial Vision in production and Funding Funding & Feedback Tasks Initial Requirements and Release Plan Initial modeling, planning, and organization Initial Architectural Vision Consumable Solution Release solution into production One or more short iterations Many short iterations producing a potentially consumable solution each iteration One or more short iterations Stakeholder vision Proven architecture Sufficient functionality Production ready Project viability (several) Delighted stakeholders Envision the future Business Roadmap, Technology Roadmap Enhancement Requests and Defect Reports Backlog Work Items Iteration planning session to select work items and identify work tasks for current iteration Work Items Identify, prioritize, and select projects Identify, prioritize, and select projects Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org EBMgt … is an approach to managing EBMgt software organisations for the value they deliver to the organization as a whole. Evidence-Based Management™ it’s a idea What Scrum is for software development, EBMgt is for whole organisations; using Scrum to change on Ken Schwaber & Gunther Verheyen organisational level. + more "The Agility Guide to Evidence-Based Change" by Ken Schwaber (2014, http://www.ebmgt.org/portals/agilitypath/The%20Agility %20Guide%20v1.5.pdf version 1.5 http://www.ebmgt.org/Agility-Guide ) The Agility Guide to Evidence-Based Change Using Scrum to Transform Your Enterprise Version 1.5 Developed and sustained by Ken Schwaber & Scrum.org people behind this main book/article roles SM, PO, Change Team (Single Enterprise and several Domain Agility Teams) EBMgt Evidence-Based Management™ home measure, diagnose, and improve are items in an iterative cycle (inspect and adapt) different domains addressed by approach: enterprise, process, productivity, quality, value measure with metrics time to market, value, and ability to innovate these metrics are so called "direct evidence of value", hence the name EBMgt, in contrast to circumstantial evidence like "Are doing all the Scrum meetings?” metric results are combined in Agile Index (single number) diagnosis is individual for each organisation key aspects http://ebmgt.org EBMgt Evidence-Based Management™ some diagrams The Enterprise Transition Framework ETF … leads and supports an organization through the process of becoming more Agile. Enterprise Transition Framework™ it’s a Assessment, strategy, pilot phase, roll out as part of an inspect and adapt life cycle Andrea Tomasini and Martin Kearns + more Agile Transition - What you need to know before starting by Andrea Tomasini and Martin Kearns idea people behind this main book/article roles leadership team http://www.agile42.com/en/agile-transition/etf pilot projects train internal coaches Agile strategy map independent of organisation's size analysis of vision & strategy, organisation & structure, people & skills, products & technology key aspects home ETF Enterprise Transition Framework™ some diagrams ETFEnterprise Transition Framework™ it’s LeSS Large-scale Scrum is regular Scrum a Large-Scale Scrum applied to large-scale development. regular Scrum applied to large-scale Craig Larman and Bass Vodde development Scaling Lean And Agile by Craig Larman and Bas Vodde idea people behind this main book/article roles Scrum roles plus Area PO (only in >10) http://www.craiglarman.com/wiki/index.php?title=Large-Scale_Scrum two frameworks: less or equal 10 teams, and more than 10 teams pure Scrum - everything else has to be evolved individually per organisation key aspects home LeSS Large-Scale Scrum SA@S I made this acronym up! Scaling Agile @ Spotify it’s a LeSSLarge-Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Henrik Kniberg & Anders Ivars on some Scale Scrum Oct 2012 diagramsDealing with multiple teams in a product development organization is always a chal enge! One of the most impres ive examples we’ve se n so far is Spotify, which has kept an agile mindset despite having scaled to over 30 teams acros 3 cities. Spotify is a fascinating company that is transforming the music industry. The company has only existed 6 years and already has over 15 mil ion active users and over 4 mil ion paying. The product itself can be likened to “a magical music player in which you can instantly find and play every song in the world”. Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice -­ I've be n lo king for someone to implement this matrix format since 19 2 :) so it is real y welcome to se .” So how is this managed? We have both presented at conferences and be n caught in engaging discus ions around how we work at Spotify and how the company handles agile with hundreds of developers. Many people are fascinated by this, so we decided to write an article about it. Disclaimer: We didn’t invent this model. Spotify is (like any go d agile company) evolving fast. This article is only a snapshot of our cur ent way of working -­ a journey in progres , not a journey completed. By the time you read this, things have already changed. 1/14 One of the most impressive examples [for dealing with multiple teams in a product development organization] … is Spotify autonomy, mastery, purpose result in high-performance teams all of Spotify's employees (spreading the word: Henrik Kniberg, Anders Ivarsson, and Joakim Sundén) Scaling Agile @ Spotify by Henrik Kniberg and Anders Ivarsson (10.2012, https://dl.dropboxusercontent.com/u/ 1018963/Articles/SpotifyScaling.pdf ) idea people behind this main book/article roles dedicated PO per squad; Agile coaching as needed; stable feature teams; chapter lead; tribe lead home SA@S I made this acronym up! Scrum, Kanban, XP, hybrids at team level (teams are free to chose) autonomous squads special interest groups called chapters to address mastery several squads form tribes (20-100 ppl) measurable quarterly goals for squads key aspects … Scaling Agile @ Spotify SA@S I made this acronym up! Scaling Agile @ Spotify some diagrams “Big Projects” 57 https://dl.dropbox.com/u/1018963/Articles/HowSpotifyBuildsProducts.pdf it’s a a set of guiding principles ScALeD Woohoo, it’s a recursive acronym! ScALeD Agile Lean Development autonomy, mastery, purpose result in high-performance teams Peter Beck, Markus Gärtner, Christoph Mathis, Stefan Roock, Andreas Schliep … idea people behind this main book/article … roles ScALeD Woohoo, it’s a recursive acronym! ScALeD Agile Lean Development http://scaledprinciples.org principles in the categories excited customers, happy and productive employees, global optimisation, supportive leadership, continuous improvement reads like a manifest for Agile scaling key aspects home ScALeD Woohoo, it’s a recursive acronym! ScALeD Agile Lean Development some diagrams sorry, no diagrams so far it’s a idea a new paradigm …the dominant paradigm for managing product development … is as wrong as we were in manufacturing, before the Japanese unlocked the secret of lean manufacturing. I believe that a new paradigm is emerging, one that challenges the current orthodoxy of product development. Don Reinertsen Product Development Flow by Don Reinertsen Product Development Flow by Reinertsen people behind this main book/article PDFbyR I made this acronym up! … roles PDFbyR I made this acronym up! Product Development Flow by Reinertsen http://reinertsenassociates.com major themes are economics, queues, variability, batch size, WIP constraints, cadence & synchronisation & flow control, fast feedback, decentralised control several principles for each of the major themes key aspects home PDFbyR I made this acronym up! some diagrams sorry, no diagrams so far Product Development Flow by Reinertsen SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
  • 11. interactive knowledge base for SAFe implementing agile practices at enterprise scale Scaled Agile Framework it’s a Agile landscape for enterprises with portfolio Kanban, Scrum teams, and Dean Leffingwell Extreme Programming techniques + more Agile Software Requirements by Dean Leffingwell idea people behind this main book/article
  • 12. roles all of them, e.g., business owners, release train engineer, product managers, system architects, UX professionals, development management, and many more http://scaledagileframework.com hierarchy with three levels: epics on portfolio level, features on program level, stories on team level minimum unit of people is the Agile Release Train (50-125 persons) wants to have answers upfront for everything (leadership, architecture, portfolio, teams, culture, etc.) key aspects home SAFe Scaled Agile Framework
  • 13. some diagrams SAFeScaled Agile Framework
  • 14. a governed, hybrid approach that DAD provides a solid foundation from which to scale agile solution delivery within enterprise-class organisations Disciplined Agile Delivery it’s a Building on mainstream methods is the DAD process decision framework, providing an end-to-end approach for agile Scott Ambler and Mark Lines software delivery. + more Disciplined Agile Delivery by Mark Lines and Scott Ambler idea people behind this main book/article
  • 15. roles primary (stakeholder, product owner, team member, team lead, architecture owner) and secondary (specialist, domain expert, technical expert, independent tester, integrator) home DAD Disciplined Agile Delivery http://disciplinedagileconsortium.org people-first, learning oriented, hybrid, full delivery lifecycle, process goal driven, solution focused, risk-value lifecycle, enterprise aware defined life-cycle (inception, construction, transition) mashes Scrum, XP, Kanban, Lean Startup, Outside-in software development, Agile Data, Agile Modeling (AM), Unified Process key aspects
  • 16. DAD Disciplined Agile Delivery some diagrams DAD Exploratory Lifecycle About this lifecycle: Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org Observe & Measure Deploy DAD Continuous Delivery Lifecycle Measure Productize Build a Envision Little Keep going Hypothesis Pivot Proven Idea Disproven Idea Fixed Delivery Date ‧ This lifecycle is followed by agile or lean teams that find themselves in startup or research situations, typically when their stakeholders do not understand what their potential user base wants. ‧ Development proceeds via a series of quick learning experiments designed to home in on what stakeholders actually want. Options ‧ This lifecycle is often a replacement for the Inception phase of other DAD life cycles About this lifecycle: Replenishment modeling session ‧ This lifecycle is best utilized by Product Teams. ‧ The Inception Phase occured in the distant past, and is, in fact, an historical artifact unless the product vision changes. ‧ The Transition Phase has become an activity rather than an explicit phase through automation and discipline. ‧ Supports DevOps by streamlining continuous delivery of con-sumable solutions to stakeholders. Copyright 2014 Disciplined Agile Consortium Work items are pulled when capacity is available to address them Operate and support solution in production Daily work DAD Advanced/Lean Lifecycle Enhancement Requests and Defect Reports Retrospective Demo Release solution Coordination Meeting Initial Architectural Vision Construction T Continuous stream of development Sufficient functionality New Work Feedback Learnings Strategy Production ready Delighted stakeholders Expedite Intangible New Features Business Value Business Value Fixed Delivery Date Expedite Intangible Options Replenishment modeling session Work items are pulled when capacity is available to address them Operate and support solution in production Learnings Strategy DAD Basic/Scrum-Based Lifecycle Enhancement Requests and Defect Reports New Features Initial Requirements Initial modeling, planning, and organization Daily work Retrospective Demo Release solution into production Coordination Meeting New Features Feedback Construction Transition Continuous stream of development Inception Stakeholder vision Sufficient functionality Daily Work Iteration Production ready Delighted stakeholders Proven architecture Identify, prioritize, and select projects Envision the future About this lifecycle: ‧ This lifecycle is best utilized by mature teams who need to release regularly, leading towards a continuous delivery strategy using a Lean approach. ‧ Development activities (e.g. demos, retrospectives, requirements elicitation, ...) occur as needed in a continuous manner throughout construction. ‧ Work is prioritized and pulled into the team on a just-in-time basis. ‧ Work in progress is minimized. Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org About this lifecycle: Highest-Priority Daily Coordination Meeting Consumable Solution Iteration review & retrospective: Demo to stakeholders, determine strategy for next iteration, and learn from your experiences Iteration Inception Construction Transition ‧ This Scrum-based lifecycle is typically used by project teams new to agile software development. ‧ The team produces a consumable solution at the end of each construction iteration (typically 1-3 weeks in length). ‧ Work items are typically prioritized based on a combination of business value and technical risk. Operate and support solution Initial Vision in production and Funding Funding & Feedback Tasks Initial Requirements and Release Plan Initial modeling, planning, and organization Initial Architectural Vision Consumable Solution Release solution into production One or more short iterations Many short iterations producing a potentially consumable solution each iteration One or more short iterations Stakeholder vision Proven architecture Sufficient functionality Production ready Project viability (several) Delighted stakeholders Envision the future Business Roadmap, Technology Roadmap Enhancement Requests and Defect Reports Backlog Work Items Iteration planning session to select work items and identify work tasks for current iteration Work Items Identify, prioritize, and select projects Identify, prioritize, and select projects Copyright 2014 Disciplined Agile Consortium DisciplinedAgileConsortium.org
  • 17. EBMgt … is an approach to managing EBMgt software organisations for the value they deliver to the organisation as a whole. Evidence-Based Management™ it’s a idea What Scrum is for software development, EBMgt is for whole organisations; using Scrum to change on Ken Schwaber & Gunther Verheyen organisational level. + more "The Agility Guide to Evidence-Based Change" by Ken Schwaber (2014, http://www.ebmgt.org/portals/agilitypath/The%20Agility %20Guide%20v1.5.pdf version 1.5 http://www.ebmgt.org/Agility-Guide ) The Agility Guide to Evidence-Based Change Using Scrum to Transform Your Enterprise Version 1.5 Developed and sustained by Ken Schwaber & Scrum.org people behind this main book/article
  • 18. roles SM, PO, Change Team (Single Enterprise and several Domain Agility Teams) EBMgt Evidence-Based Management™ home measure, diagnose, and improve are items in an iterative cycle (inspect and adapt) different domains addressed by approach: enterprise, process, productivity, quality, value measure with metrics time to market, value, and ability to innovate these metrics are so called "direct evidence of value", hence the name EBMgt, in contrast to circumstantial evidence like "Are you doing all the Scrum meetings?” metric results are combined in Agile Index (single number) diagnosis is individual for each organisation key aspects http://ebmgt.org
  • 20. The Enterprise Transition Framework ETF … leads and supports an organisation through the process of becoming more Agile. Enterprise Transition Framework™ it’s a Assessment, strategy, pilot phase, roll out as part of an inspect and adapt life cycle Andrea Tomasini and Martin Kearns + more Agile Transition - What you need to know before starting by Andrea Tomasini and Martin Kearns idea people behind this main book/article
  • 21. roles leadership team http://www.agile42.com/en/agile-transition/etf pilot projects train internal coaches Agile strategy map independent of organisation's size analysis of vision & strategy, organisation & structure, people & skills, products & technology key aspects home ETF Enterprise Transition Framework™
  • 22. some diagrams ETFEnterprise Transition Framework™
  • 23. it’s LeSS Large-scale Scrum is regular Scrum a Large-Scale Scrum applied to large-scale development. regular Scrum applied to large-scale Craig Larman and Bass Vodde development Scaling Lean And Agile by Craig Larman and Bas Vodde idea people behind this main book/article
  • 24. roles Scrum roles plus Area PO (only in >10) http://www.craiglarman.com/wiki/index.php?title=Large-Scale_Scrum two frameworks: less than or equal to 10 teams, and more than 10 teams pure Scrum - everything else has to be evolved individually per organisation key aspects home LeSS Large-Scale Scrum
  • 26. SA@S I made this acronym up! Scaling Agile @ Spotify it’s a Scaling Agile @ Spotify with Tribes, Squads, Chapters & Guilds Henrik Kniberg & Anders Ivarsson Oct 2012 Dealing with multiple teams in a product development organization is always a challenge! One of the most impressive examples we’ve seen so far is Spotify, which has kept an agile mindset despite having scaled to over 30 teams across 3 cities. Spotify is a fascinating company that is transforming the music industry. The company has only existed 6 years and already has over 15 million active users and over 4 million paying. The product itself can be likened to “a magical music player in which you can instantly find and play every song in the world”. Alistair Cockburn (one of the founding fathers of agile software development) visited Spotify and said “Nice -­ I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.” So how is this managed? We have both presented at conferences and been caught in engaging discussions around how we work at Spotify and how the company handles agile with hundreds of developers. Many people are fascinated by this, so we decided to write an article about it. Disclaimer: We didn’t invent this model. Spotify is (like any good agile company) evolving fast. This article is only a snapshot of our current way of working -­ a journey in progress, not a journey completed. By the time you read this, things have already changed. 1/14 One of the most impressive examples [for dealing with multiple teams in a product development organisation] … is Spotify autonomy, mastery, purpose result in high-performance teams all of Spotify's employees (spreading the word: Henrik Kniberg, Anders Ivarsson, and Joakim Sundén) Scaling Agile @ Spotify by Henrik Kniberg and Anders Ivarsson (10.2012, https://dl.dropboxusercontent.com/u/ 1018963/Articles/SpotifyScaling.pdf ) idea people behind this main book/article
  • 27. roles dedicated PO per squad; Agile coaching as needed; stable feature teams; chapter lead; tribe lead home SA@S I made this acronym up! Scrum, Kanban, XP, hybrids at team level (teams are free to choose) autonomous squads special interest groups called chapters to address mastery several squads form tribes (20-100 ppl) measurable quarterly goals for squads key aspects … Scaling Agile @ Spotify
  • 28. SA@S I made this acronym up! Scaling Agile @ Spotify some diagrams “Big Projects” 57 https://dl.dropbox.com/u/1018963/Articles/HowSpotifyBuildsProducts.pdf
  • 29. it’s a a set of guiding principles ScALeD Woohoo, it’s a recursive acronym! ScALeD Agile Lean Development autonomy, mastery, purpose result in high-performance teams Peter Beck, Markus Gärtner, Christoph Mathis, Stefan Roock, Andreas Schliep … idea people behind this main book/article
  • 30. … roles ScALeD Woohoo, it’s a recursive acronym! ScALeD Agile Lean Development http://scaledprinciples.org principles in the categories: excited customers, happy and productive employees, global optimisation, supportive leadership, continuous improvement reads like a manifest for Agile scaling key aspects home
  • 31. ScALeD Woohoo, it’s a recursive acronym! ScALeD Agile Lean Development some diagrams
  • 32. it’s a idea a new paradigm …the dominant paradigm for managing product development … is as wrong as we were in manufacturing, before the Japanese unlocked the secret of lean manufacturing. I believe that a new paradigm is emerging, one that challenges the current orthodoxy of product development. Don Reinertsen Product Development Flow by Don Reinertsen Product Development Flow by Reinertsen people behind this main book/article PDFbyR I made this acronym up!
  • 33. … roles PDFbyR I made this acronym up! Product Development Flow by Reinertsen http://reinertsenassociates.com major themes are economics, queues, variability, batch size, WIP constraints, cadence & synchronisation & flow control, fast feedback, decentralised control several principles for each of the major themes key aspects home
  • 34. PDFbyR I made this acronym up! some diagrams sorry, no diagrams so far Product Development Flow by Reinertsen
  • 35. Comparison: Blueprint vs. Principles Where is the scaling approach’s focus on a scale from 0 (very much blueprint and specs) to 10 (all about principles)? 10 8 6 4 2 0 9 10 10 8 5 5 0 0 SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
  • 36. Comparison: Commercialisation How massively has this scaling approach been commercialised, i.e. exploited in a way designed to make a profit, on a scale from 0 (looks very much like it) to 10 (not at all)? 9 7.2 5.4 3.6 1.8 0 8 7 9 8 5 3 0 0 SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
  • 37. Comparison: Scaling How does this scaling approach actually handle scaling, i.e. a linear transformation that enlarges objects, on a scale from 0 (does not scale, i.e. works only with super big orgs) to 10 (does scale, i.e. works with very small orgs)? What I mean is: does it work with 2 teams? 10 8 6 4 2 0 10 10 10 10 5 5 0 0 SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
  • 38. Comparison: Celebrity How famous, well known, and often used is this scaling approach in the Agile community on a scale from 0 (not at all) to 10 (ubiquitous)? 10 8 6 4 2 0 10 1 10 8 3 2 5 10 SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
  • 39. How likely is it that I (Bernd Schiffer) would recommend this scaling approach to a customer of mine, on a scale 10 8 6 4 2 0 Comparison: Recommendation from 0 (very unlikely) to 10 (very likely)? 10 10 10 10 1 3 1 3 SAFe DAD EBMgt ETF LeSS SA@S ScALeD PDFbyR
  • 40. Don’t Scale! Very often the No 1 option for people looking at scaling approaches. awesome article “Recruit Do Things that Don’t Scale by Paul Graham ( http://paulgraham.com/ds.html ) Fragile Delight Experience Consult
  • 41. ‣@berndschiffer ‣@bold_mover ‣ coaching@berndschiffer.com ‣ http://slideshare.net/berndschiffer ‣ http://berndschiffer.com ‣ http://boldmover.com ‣ http://agiletrail.com Thank you! Comparing Ways to Scale Agile Bernd Schiffer Agile Product and Project Managers Melbourne 28/10/2014