Scaling Agile – different approaches for different businesses by Anders Sixtensson
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A greater proportion of larger companies are in one way or another looking for ways to utilize the organizations in more effective but mostly common efficient way. Some companies have already started and work in a scaled agile environment for some time, while others are thinking of adopting some of the benefits they have seen in small teams using lean and agile as development methodology. Even if this sounds like the industry has come a long way when it comes to applying lean and agile thoughts into the organizations, this is often not the case when you take a closer look at it. This is why we see three different main ways of scaling: Real agile – this is what agile from the beginning actually was all about, taking full responsibility from idea to payment Scaling development pipelines – this is to scale different products or services that doesn’t have any dependencies between the products or services Scaling structure frameworks – this is the scenario when there are lots of dependencies between products, services or smaller organizations
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Scaling Agile – different approaches for different businesses by Anders Sixtensson
- 1. Softhouse Consulting Tel: 040 664 39 00 info@softhouse.se www.softhouse.se Anders Sixtensson Scaling Agile
- 2. Anders Sixtensson? 52 years. Wife, kids, house, dog MSc EE Consultant, Manager, Business Developer, Partner,….. House fixer, Golf player, 2
- 4. Scaling – one/few to many together 4
- 5. What is your Current state? • Your business/offerings • SW products to market • SW + HW, Internet of things,.. • Cloud - SaaS • IT to support business • Business critical • …. • Size/co-location • Architecture/infrastructure • Agile ”maturity” • Budget • …. 5
- 6. Cost Business Drivers – top-3 for you? 6 Value Effectiveness Efficiency Innovation Predictability Quality
- 7. Scaling Agile Model – to help you find the right path for you 7
- 8. Value stream = ”Real Agile” ValueEffectiveness Innovation Definition/Description: • Continuous delivery of value • End-to-end value stream collaboration • Minimum viable product (MVP) Homebase: • Small (and medium) sized • Co-located • Product leadership 8
- 9. Value stream = ”Real Agile” ValueEffectiveness Innovation (some typical) Challenges: - Continuous Delivery - Get Business/POs in the flow - Get instant feedback from Customer/Market 9
- 10. Offerings = ”Product Pipelines” 10 ValueEffectiveness Innovation Definition: • Separated value streams with independent deliveries • Distributed governance • Lightweight Portfolio management Homebase: • (Small and) medium sized • Product leadership
- 11. Offerings = ”Product Pipelines” 11 ValueEffectiveness Innovation (some typical) Challenges: - Continuous Delivery - Architecture allowing pipelines - Governance/funding - KPIs – Value rather than Cost
- 12. Example Spotify (mtrl from slideshare) 12
- 13. Example Spotify - Squads 13
- 14. Example Spotify – the ”matrix” 14
- 15. PA Backlog team Operational Steering Group WeeklyQuarterly Monthly PA Roadma p team Allocated and visible capacity PA Backlo g 0 1 2 3 4 5 6 7 8 9 1 2 3 4 5 KPIs Start 0- 2 months Start+9 months Start 3-9 monthsPA Road maps Comp- laints DP0 DP2 DP5 DP1 DP3 DP4MMF GO! PA Backlog team Operational Steering Group WeeklyQuarterly Monthly PA Roadma p team Allocated and visible capacity PA Backlo g 0 1 2 3 4 5 6 7 8 9 1 2 3 4 5 KPIs Start 0- 2 months Start+9 months Start 3-9 monthsPA Road maps Comp- laints DP0 DP2 DP5 DP1 DP3 DP4MMF GO! DSC PA Backlog team Operational Steering Group WeeklyQuarterly Monthly PA Roadma p team Allocated and visible capacity PA Backlo g 0 1 2 3 4 5 6 7 8 9 1 2 3 4 5 KPIs Start 0- 2 months Start+9 months Start 3-9 monthsPA Road maps Comp- laints DP0 DP2 DP5 DP1 DP3 DP4MMF GO! PAP1 PAP2 PAP3 PMO Example -telco
- 16. Size 16 Cost Efficiency Predictability Definition/Descr: • Huge product with several dependencies • Planning, visualization and collaboration on several levels • Go-live is considered to be very complicated and expensive
- 17. Size 17 Cost Efficiency Predictability (some typcial) Challenges: - Continuous Delivery - Governance - Legacy - Lots of people, often vendors
- 18. Example – an Ericsson unit (no longer existing) 18
- 19. Example from a (+60 people) project (20)
- 20. Role set-up
- 21. Daily stand-ups for each Feature team
- 22. Directly after Feature team meetings
- 23. Direct after – a synch on project level
- 25. Softhouse Consulting Tel: 040 664 39 00 info@softhouse.se www.softhouse.se There are some Ready-to-use scaling frameworks, but …
- 27. Scaled Agile Framework = SAFe 27
- 28. 28
- 29. The Cadence 29
- 30. Release Planning = Big Room Planning! 30
- 31. BRP Agenda 31
- 32. Progam Board 32 Sprint 0.1 Sprint 0.2 Sprint0.3 (IP) Milestones/ Events Unicorns Dolphins Bears Iguanas Blue = Features Red String = A dependency requiring stories or other dependencies to be completed before the feature can be completed = Significant Dependency Antelope Tarantulas Eagles Needs UX Help Needs Sys Arch Help Orang e = Milestone / Event PI 2 >>> Red/ Pink Program Deliverables Hint: A pink sticky is an ‘ask’. A blue sticky fulfils it. Only put up a blue sticky in agreement with whoever will deliver it.
- 34. Challenges when scaling up Mindset change -Value vs Cost -Trust vs Control -Deliver vs Start Roles change -Mid management -Product Managers -Project Managers Flow - X-skilled teams - Cont Delivery - Co-location Change itself -New habits -Learn and unlearn - Agile approach to change 34