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IndigoCube the agile enterprise: moving beyond scrum by JacoViljoen


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To stay relevant in a world of accelerating change, business executives are increasingly striving for greater business agility.

To achieve this, the modern enterprise faces challenges such as:

• Increased responsiveness to market demands,
• Managing business agility at the portfolio and program level,
• Aligning business and IT agility,
• Extending software development agility to the greater application life cycle,
• Scaling agile practices so that it perpetuates throughout the organisation,
• Enabling agility using DevOps toolsets that significantly enhance productivity and speeds up delivery.

Join Jaco Viljoen, Principal consultant for Agile Software Development at IndigoCube and hear about the latest thinking in scaling agile to the enterprise and learn how to address these problems. Furthermore, Viljoen will discuss the state of agile today, agile frameworks for the agile enterprise, enabling DevOps toolsets, and how it all comes together to facilitate business agility.

Published in: Technology, Business
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IndigoCube the agile enterprise: moving beyond scrum by JacoViljoen

  1. 1. Jaco Viljoen Principal Consultant
  2. 2. The Agile Enterprise
  3. 3. Problems/Challenges Now that we solved these problems, what’s next?
  4. 4. Problems/Challenges • Binary Thinking • Project-level paradigm • Management and Governance • The bottleneck (IT Ops) How does the world go about solving these? What are the themes or trends? "7th ANNUAL STATE of AGILE DEVELOPMENT SURVEY" - VERSIONONE® 2012
  5. 5. Trends • Dominance of Scrum • Agile is growing “up” • Emergence of “Lean” • DevOps: The New Kid on the Block • Marriage of Agile, Lean and DevOps
  6. 6. “2 dimensional grid depicting enterprise agile frameworks" - Charles Cobb 2013 Trends: Dominance of Scrum Scrum "7th ANNUAL STATE of AGILE DEVELOPMENT SURVEY" - VERSIONONE® 2012
  7. 7. 2001 2004 2007 Ken Schwaber Index Trends: Agile is growing ‘up’ Scrum
  8. 8. Trends: Emergence of Lean and Kanban • Focus on the end-to-end value stream • Different way to look at flow of work • Lean looks at “delays” • Kanban looks for “bottlenecks” Kanban is principally about making work flow visible. It revolves around a visual board for managing work in progress and making flow—constraints to flow—visible.
  9. 9. Trends: DevOps, the New Kid on the Block • Generation 1: Operations use development tools • Generation 2: Get developers and operations to collaborate • Generation 3: Scale up to whole organisation
  10. 10. • Agile, Lean and DevOps are complementary • Agile Reaches Ops (“Small DevOps”) • Agile & Lean applied to the whole software delivery chain, not just developers (“Big DevOps”) • Should have been “BizDevQaSecReleaseOps” Family name is “DevOps” Trends: Marriage of Agile, Lean and DevOps
  11. 11. The Agile Enterprise
  12. 12. Putting it all together: “The Big Picture” DevOps as the “backbone” of enterprise agility • Emphasise the performance or agility of the entire system • “Concept to Cash” • Value stream: Include customers, business owners, development/test and operations/production) • Collaboration; breaking down barriers • Continuous flow of work • Minimise delays • Manage work in progress (bottlenecks)
  13. 13. Putting it all together: “The Big Picture” DevOps as the “backbone” of enterprise agility • Continuous Feedback • Understand and respond to all customers, internal and external • shorten and amplify all feedback loops • embed knowledge where we need it • Continuous Improvements (Culture of continual experimentation and learning) • Create a culture that fosters two things: • continual experimentation, taking risks and learning from failure • understanding that repetition and practice is the prerequisite to mastery
  14. 14. The Agile Enterprise
  15. 15. The Agile Enterprise: What is most important Values: 1. Agility 2. Collaboration 3. Continuous… 4. Automate Everything
  16. 16. 1. Agility • “A”gile vs. “a”gility • Pragmatism • Agile fit in the enterprise Scrum
  17. 17. Scaled Agile Framework (SAFe) • Developed by Dean Leffingwell • Enterprise-level agile framework • Goal: “Sustainable Shortest Lead Time” • Builds on: • Lean • Principles of Product development Flow • Agile (Scrum and XP) • DevOps (small) • Two knowledge bases: 1. SAFe 2. Implementing SAFe
  18. 18. Implementing SAFe • Can co-exist with Waterfall • Implementation Guidance • Training and Certification
  19. 19. 2. Collaboration: Breaking Down Walls Is your organisation like this?
  20. 20. 2. Collaboration: Breaking Down Walls "Agile was instrumental in development regaining the trust in the business, but it unintentionally left IT operations behind. DevOps is a way for the business to regain trust in the entire IT organization as a whole.“ - Clyde Logue, founder of StreamStep
  21. 21. 3. Continuous … • Continuous Business Planning • Continuous Build and Delivery Pipeline • Continuous Integration • Continuous Testing • Continuous Delivery • Continuous Monitoring • Continuous Feedback and Improvements What about projects?
  22. 22. 3. Continuous … Is your organisation like this? What about projects?
  23. 23. 3. Continuous … Two paradigms: 1. PMO view work as continues flow (a.k.a. pipeline) 2. PMO view work as projects (work flow within batch) What about projects?
  24. 24. 4. Automate Everything • Embed knowledge/learnings using automation/tools • The best way to change culture is to change the tools
  25. 25. The Agile Enterprise
  26. 26. Entry Points into the Agile Enterprise
  27. 27. The Agile Enterprise
  28. 28. 30
  29. 29. Managed Agile Development Framework • Developed by Charles Cobb • Hybrid project-level framework • Plan-driven approach layered on top of an Agile development process • Typically merge PMI/Prince 2 with Scrum
  30. 30. Disciplined Agile Delivery Framework (DAD) • Developed by Scott Ambler • A project-level framework
  31. 31. Lean Startup Approach • Developed by Eric Ries • A startup • is a human institution designed to deliver a new product or service under conditions of extreme uncertainty • Startup = Experiment • Principles • Entrepreneurship is management • Validated Learning • Innovation Accounting BUILD-MEASURE-LEARN FEEDBACK LOOP