An overview of agile frameworks

1. A Geeks
Guide to
Agile
Frameworks
Tom Perry

2. Tom Perry
• 3 decades ofexperiencebuilding and growing high
performing agile teams
• Experienceddeveloper, portfolio manager, and leader
• Speakerat national and international conferences
• Author, TheLittle Book of Impediments, Agile Mixins
2

3. Agenda
• Framework Overview
• Top 10 Things I’ve Learned Using
Frameworks
• Q&A
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4. Framework
Overview

5. SAFe
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6. Disciplined Agile
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7. Spotify Model
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8. Scrum@Scale
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9. LeSS
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10. Nexus
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11. Framework
Adoption
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*15th Annual State of Agile Report (2021)

12. The Prescriptive Continuum
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Custom/Undefined
(figure it out yourself)
Well Defined
(Standardized)
SAFe
Disciplined Agile
Spotify Model
Scrum@Scale
LeSS Nexus

13. Revolution vs. Evolution
Revolution
(Redefine the System)
Evolution
(Gradual Change,
Start where you are)
SAFe
Disciplined Agile
Spotify Model
Scrum@Scale
LeSS Nexus

14. The Top Ten Things I’ve
Learned Using Frameworks

15. 1. Watch out for
the Role Trap: You
Can’t Buy
Accountability
with a Framework

16. Proxies and Intermediaries
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17. 2. Map the
Customer to the
Framework
• Prescriptiveness
• Revolution vs. Evolution
• Culture fit

18. 3. Topologies Create a Map for Frameworks

19. Example
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Stream Aligned
Complicated Subsystem
Platform
Enabling
Product: Small Business
Web-based Credit Card
Processor
Merchant Interface
SMB Program Teams
Mobile
Developer APIs
Transaction
Processing
Platform
Finance

20. Dimensional Scaling Framework
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Authority (high)
Temporal
Stability
(high)
Skill
Differentiation
(high)
(low)
(low)
(low)
Self-managing
Democratic
Rotating Leadership
Stable
Traditional
Judge-Advisor
Hierarchical
One-shot
Short-term
Student Project
Long-term
Intact/Persistent
Real
X-Teams
Cross-Functional
Extreme Action
Cross-Trained
Behavioral
c.f. ”Beyond Team Types and Taxonomies: a Dimensional Scaling Conceptualization for Team Description”, Hollenbeck, Beersma, and Schouten

21. 4. Conway’s Law

22. Capturing Interactions
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23. 5. Research:
There’s (much)
more out there
• ResearchGate
• ACM
• IEEE
• Google Scholar

24. 6. The Tuckman
Model ain’t Just
for Teams

25. Digital Maintenance 2
WFI
eWealth Manager 3.0
CET
Digital Enhancements Digital Maintenance 1
Agile Stakeholders Committee
Agile Advocate
Unknown
Resisting Agile
Reporting Relationship
Campaign: Transformation
Operations: DM1, DM2, DE, CET, eWM3.0
Insurgency Leaders: Chris, Tom(s), Ganesh, Churni
Objectives:
1. Initiate agile practices across all pilot teams (current operations)
2. Define and implement an agile/lean portfolio management process
Executive pet
project, no contact
with teams allowed
This group is in very
good shape, great
leaders - sort of
“Naturally Agile”
Struggling in the
same way DM1 was

26. 7. Applying
Frameworks
Remotely is Insanely
Hard
• Influence is much harder from a distance
• Personality is eliminated
• Energy is dimished
• It’s too easy to hide or be ignored

27. 8. Frameworks Never
Look Like the Add on
the Cereal Box

28. The Power of Team Assignment*
Less Freedom
• Someone ”at the top” put them on the team
• Manager put them on the team without their input
• Manager included their input when assigning team
• Managers/leadership arranged self-selection events
• Team members trade places, then tell managers
• Team members form their own teams
More Freedom
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* Dynamic Reteaming, p. 18
*How agile teams make self-assignment work: a grounded theory study
Zainab Masood & Rashina Hoda & Kelly Blincoe

29. 9. Customers
Don’t Really
Care About
Frameworks

30. 10. There’s a Whole
World of Creativity
Waiting Inside of
Frameworks

31. • Location -> Radical CoLocation
• Simple Rules -> Core Protocols
• Decision Making -> Sociocracy
• Leadership -> Role by election
• Planning Preparation -> No Prep PI Planning
• Coaching -> No coaching
• Team Creation -> Dynamic Reteaming
• Estimation -> No Estimates
• Collaboration -> Mob Programming

32. References
Dynamic Re-Teaming: The Art &
Wisdom of Changing Teams
• by Heidi Helfand
Team Topologies: Organizing Business
and Technology Teams for Fast Flow
• by Matthew Skelton and Manuel Pais
Team of Teams: New Rules of
Engagement for a Complex World
• by General Stanley McChrystal
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33. References Continued
Accelerate: Building and Scaling High
Performing Technology Organizations
• by Nicole Forsgren, Jez Humble, and Gene
Kim
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34. Q&A
Contactinfo
TomPerry
Twitter:@tlperry
LinkedIn:linkedin.com/in/tlperry/
thomasperryllc.com
tom.perry@acm.org
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