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Scaled agile - Law of diminishing return

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This presentation was presented at Regional Scrum Gathering South Asia 2015.

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Scaled agile - Law of diminishing return

  1. 1. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Your business technologists. Powering progress © Confidential atos.net Atos, the Atos logo, Atos Consulting, Atos Worldline, Atos Sphere, Atos Cloud and Atos WorldGrid are registered trademarks of Atos SA. June 2011 © 2011 Atos. Confidential information owned by Atos, to be used by the recipient only. This document, or any part of it, may not be reproduced, copied, circulated and/or distributed nor quoted without prior written approval from Atos. Scaling Agile Law of Diminishing Returns
  2. 2. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Agenda ▶ Overview of Scaled Agile – What is Scaled Agile? – What are the options? – Are they good or bad? ▶ Law of Diminishing Return ▶ Deeper Look in to Agile at Scale 2 Objective: 1. We will try to understand how Scaling Agile could go wrong 2. And how we should try doing it right
  3. 3. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Your business technologists. Powering progress © Confidential Overview of Scaled Agile
  4. 4. | June-2015 | Arijit Sarbagna | India | Agile&DevOps ▶ What is Scaled Agile: – In simple words, it’s a framework for adopting Agile at Enterprise level ▶ What are our options: – SAFe (Dean Leffingwell) – DAD - Disciplined Agile Delivery (Scott Ambler and Mark Lines) – LeSS – Large Scale Scrum (Craig Larman) – Scrum at Scale (Alex Brown and Jeff Sutherland) – Scaling Scrum (Ken Schwaber) – Home Grown? – … ▶ Are these options Good? Bad? – We will discuss – But… Scaled Agile 4
  5. 5. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Your business technologists. Powering progress © Confidential Law of Diminishing Return
  6. 6. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Law of Diminishing Return In economics, diminishing returns (“law of diminishing returns”) is the decrease in the marginal (incremental) output of a production process as the amount of a single factor of production is incrementally increased, while the amounts of all other factors of production stay constant. Example: Assume we have a plot of land growing corn. We wish to use fertilizer to get the maximum yield (while other conditions such as sunlight, water and oxygen are steady). Here, fertilizer is the input and yield is the return. Here, we need to understand two principles: ▶ Every additional unit of fertilizer generates a different increase in yield. The first few units probably gives a burst in yield compared to without fertilizer. Sub sequentially, adding more fertilizer will still give more yield, but at a decreasing rate. ▶ There is an optimal point where adding X amount of fertilizer which will give us maximum yield. This is known as the point of diminishing returns. Any additional fertilizer beyond that will lead to a smaller increase in yield which does not justify the cost of buying more fertilizer. This is where the law of diminishing returns kicked in 6
  7. 7. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Example: How Much Time to Spend Estimating? 7  A little effort helps a lot  A lot of effort only helps a little 50% 100% Accuracy Effort
  8. 8. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Too many cooks spoil the broth 8 Image Source: photomoskoo.com
  9. 9. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Your business technologists. Powering progress © Confidential Scaling Agile - Diminishing Return
  10. 10. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Parameters to decide Scaling ▶ Readiness – Are we ready to scale (from organization maturity perspective)? ▶ Timing – Are my business drivers aligned for Scaling?
  11. 11. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Scaling Agile: When SHOULD we scale? ▶ When we have a CONFIDENT Team – We can’t drive a team which doesn’t have confidence to take the plunge ▶ When we have a STRONG Base – When an existing practice has been producing good results and we wish to spread the values to a wider group/practice – across multiple levels of the organization 11
  12. 12. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Scaling needs Confidence Tom Cruise scaling the sheer glass of the Burj Khalifa building in MI4 12
  13. 13. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Scaling requires Strong Base ▶ Scaling can’t happen on a weak foundation 13
  14. 14. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Do we have the Business Drivers? 14 Is this what the Doctor ordered?
  15. 15. | June-2015 | Arijit Sarbagna | India | Agile&DevOps How much return are we getting? ▶ Claimed returns from Scaled Agile: – Transparency increased on all levels – Delivery cycle time down from >12 months to 3 months – Increased predictability (e.g. 92% successful releases) – Need for patches decreased – Less defects in main branch ▶ Claimed returns from Scrum: – Productivity improvement by 60-70% – 20% decrease in time to market – 50% improvement in code quality – 70% reduction in system downtime 15 Data Source: Average data collected across randomly picked case studies
  16. 16. | June-2015 | Arijit Sarbagna | India | Agile&DevOps How is Scrum different from Scaled Agile? 16 Team Program Portfolio • Throughout it is a combination of one or more Agile methodologies – with Scrum being at core • Program & Portfolio comes with additional baggage – for better management and maintenance
  17. 17. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Role of Scrum in Agile Scaling 17 Scrum Agile at Scale Success IncreasingScrumMaturity
  18. 18. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Role of Scrum in Agile Scaling 18 Scrum Agile at Scale Success IncreasingScrumMaturity
  19. 19. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Role of Scrum in Agile Scaling 19 Scrum Agile at Scale MoreSuccess IncreasingScrumMaturity With fast growing popularity towards “Agile at Enterprise”, we are seeing a growing practice of “jump started” Scaling – mostly without much required strong foundation.
  20. 20. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Why Diminishing Return? ▶ Lack of Strong Engineering Foundation – Absence of strong engineering practices (we can't scale crappy code) makes life difficult for all ▶ Missing Management Buy-In – Without strong support from Management, it’s extremely difficult to drive any change in any Organization ▶ Too many Consultants (“we too have done Agile” – type*) – If there are just handful practitioners, we risk spreading them too thin – which simply doesn’t work 20 *Statutory Warning
  21. 21. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Diminishing Return: Marketing Gimmicks 21 Agile Manifesto Unfortunately, no one will publish it – as it is too small to be a book.
  22. 22. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Diminishing Return: Symptoms ▶ Unsure about the difference between Agile Adoption vs Transformation ▶ Agile Transformation initiated – with a detailed Big Bang Plan ▶ Indecisive as how to initiate the drive – bottom-up or top-down? ▶ Open Questions: – How do we create complete cross-functional teams? – How do we make teams self-organized? – Do we have one or multiple backlogs? – Should we plan and then act? – Or do we act and learn from practice? – How do we manage dependencies across/within organizations? – … 22 From CEO/CTO Perspective
  23. 23. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Diminishing State: ▶ The moment an organization/team starts putting too much focus on being Agile – there comes a stage of being “prescriptive” – Prescriptive format leads to a weaker team moral, loosened engineering practices and overall poor foundation to scale – Quality falls, Scrum becomes monotonous flow – Scaling is doomed ▶ Similarly, if a team or organization becomes too focused on Program Portfolio Management (PPM), there will be too much of “wait time” for teams to get answer to. – Day-to-day decision flow becomes crooked – Scrum Master roles move towards PM – Agility dries up from teams 23
  24. 24. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Diminishing Return: Solution ▶ Bottom-up – Don’t lose focus from the basics – Basics should help us to build strong practice and team – A strong team helps scaling – not only by being a model to follow, but also sharing its confidence with others ▶ Top-down – Management buy-in should be easy, once team starts performing at ground – There should a rigid governance structure, with flexible minds driving it – Encourage all to take the dive – it’s never too late 24
  25. 25. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Never Ending Frameworks to Scale 25 Winners don’t do different things, they do things differently!
  26. 26. | June-2015 | Arijit Sarbagna | India | Agile&DevOps Your business technologists. Powering progress © Confidential atos.net Atos, the Atos logo, Atos Consulting, Atos Worldline, Atos Sphere, Atos Cloud and Atos WorldGrid are registered trademarks of Atos SA. June 2011 © 2011 Atos. Confidential information owned by Atos, to be used by the recipient only. This document, or any part of it, may not be reproduced, copied, circulated and/or distributed nor quoted without prior written approval from Atos. Thanks For more information please contact: Arijit Sarbagna M +91 9830547677; Email: arijit.sarbagna@atos.net Linkedin: https://in.linkedin.com/in/arijitsarbagna

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