The document discusses scaling agile software development practices to the enterprise level. It introduces agile frameworks like Scrum and how they can be applied by individual teams. However, it notes that scaling agile is challenging for large companies with many teams spread across multiple locations. The Scaled Agile Framework is presented as a proven approach for synchronizing vision, planning, dependencies, and delivery across numerous agile teams. Case studies from companies like BMC, John Deere, and others demonstrate how the Scaled Agile Framework has helped increase productivity, reduce costs, speed time to market, and improve software quality when applied at an enterprise scale.

1. Scaling
So*ware
Agility
Armond Mehrabian
Portofino Solutions, Inc.
Enterprise Agile Coach and Trainer
1

2. Thought
Leadership
2

3. Agile
Process
Movement
Yahoo,
BMC,
Google,
Enterprise
Agility
John
Deere,
SalesForce
Agile
(Adap(ve)
Processes
Scrum,
XP,
Lean,
Open
UP,
FDD,
Crystal…
Itera(ve
Processes
Spiral
RAD
RUP…
Predic(ve
Process
1970
1980
1990
2000
2010
3

4. SeKng
the
Context:
Why
Agile?
We’ll
be
focusing
on
the
quesIon,
“Why
Agile?”
and
“How
do
we
do
it
at
scale?”
Start
Month
1
Month
2
Month
3
Month
4
Requirements
Design
Implementa(on
Verifica(on
4 444 : :
Documents
Documents
Unverified
Code
SoTware
: : : : : : : :
SoBware
SoBware
SoBware
SoBware
SoBware
SoBware
SoBware
SoBware
4

5. SeKng
the
Context
Scrum
is
the
most
widely
used
Agile
frameworks
for
teams.
We’ll
see
how
it
scales
to
the
enterprise.
Value
Timebox
Team
5

6. Lots
of
Scrum
teams
6

7. So
why
hasn’t
it
caught
on
in
larger
companies?
• Where
are
the
management
roles:
• Product
Management?
• Project
Management?
• Dev/QA
Management?
• Where
are
the
Technical
Specs?
• Can
anything
significant
get
done
in
2
weeks?
• How
will
our
500
engineers
on
5
conInents
collaborate?
7

8. The
Scaled
Agile
Framework™
The
Scaled
Agile
Framework™
is
a
proven
framework
for
applying
Lean
and
Agile
pracIces
at
enterprise
scale
 Well
codified
in
books
and
web
 Synchronizes
vision,
planning,
interdependencies,
and
delivery
of
many
teams
 Works
well
for
teams
of
50-­‐100
 Has
been
scaled
to
over
hundreds
of
teams
and
thousands
of
people
 For
more
info,
see
ScaledAgileFramework.com
See
Leffingwell,
D.
Agile
So)ware
Requirements:
Lean
Requirements
Prac8ces
for
Teams,
Programs,
and
the
Enterprise
and
www.scalingsoBwareagilityblog.
com
8

9. The
Scaled
Agile
Framework
Big
Picture
V0.81
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

10. The
Scaled
Agile
Framework
Big
Picture
V0.81
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

11. Release
Planning
Day
11

12. The
Scaled
Agile
Framework
Big
Picture
V0.81
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

13. Scaled
Agile
Gets
Business
Results
BMC Software
• We increased individual developer
and team productivity by an
estimated 20 percent to 50
percent
Source: QSM Associates Press Release, Sep 10, 2007
John Deere Intelligent Systems Group
• Field Issue resolution time: down 42%
• Warranty Expense: down 50%
• Time to production: down 20%
• Time to market: 20% faster
• Employee engagement: Up 9.8% (from 71 to 78)
Source: Chad Holdorf of John Deere, at Rally Agile Portfolio
Management Roadshow, Dallas, TX, Dec. 13, 2011

14. Scaled
Agile
Gets
Business
Results
John
Deere
ISG
 ProducIvity
has
increased
by
at
March
12,
2012
News
Release
least
20-­‐25%
“TradeSta8on
Receives
Highest
Ra8ng
In
 Time
to
market
and
level
of
quality
Barron’s
Magazine’s
Annual
Ranking
of
has
increased
dramaIcally
Online
Brokerage
Firms”
 Nearly
zero
defects
aBer
each
Ire
 Best
Trading
Experience
and
store
system
release
Technology
 “No
addiIonal
headcount
and
 Higher
star-­‐raIng
than
23
other
we're
taking
on
more
than
we
ever
offerings
leading
brokers,
including
have”
TDAmeritrade,
Charles
Schwab,
Fidelity,
E*TRADE…
Source: Chris Chapman, Director of Product Source: Keith Black, CTO and VP, Product
Development, Discount Tire Development, TradeStation Technologies

15. Real
Business
Benefits
“Agile
turned
my
frown
upside
down”
Agile
teams
average
Significant
increase
in
employee
37-­‐50%
faster
to
market
engagement
−
QSM
research
-­‐
John
Deere
Our
agile
teams
introduced
50%
less
defects
into
produc8on
We
experienced
a
20-­‐50%
increase
in
−
confidenIal
produc8vity
−
BMC
Case
Study

16. The
biggest
barrier
to
Agile
Adop(on
VersionOne,
“State
of
Agile
Development
Survey”,
hnp://www.versionone.com/
state_of_agile_development_survey/10/
16

17. Schneider
Culture
Model
Reality
Oriented
X
“We
succeed
by
working
“We
succeed
by
geXng
and
together”
keeping
control”
CollaboraIon
Control
People
Company
Oriented
Oriented
“We
succeed
by
growing
people
“We
succeed
by
being
the
who
fulfill
our
vision”
CulIvaIon
Competence
best”
Possibility
Oriented
17

18. The
Scaled
Lean|Agile
Journey
• A
company
does
not
become
a
Lean|Agile
enterprise;
instead,
it
is
conInuously
becoming
more
Lean|Agile
Lean
Thinking
Enterprise
Agile
Porcolio
Management
and
Agile
Technical
Agile
Architecture
Prac(ces
Agile
Programs
Agile
Teams

19. Lean
Thinking
House
Product
Development
Flow
19

20. Thank
you
for
aeending…
Email:
amehrabian@portofinosoluIons.com
Twieer:
@armond_m
Dean
Leffingwell
Drew
Jemilo
Blog:
hnp://www.armondmehrabian.com
hnp://www.scaledagileframework.com
hnp://www.scalingsoBwareagilityblog.com
Colin
O’Neal
Alex
Yakyma
www.scaledagile.com

21. Q&A
Session
Armond
Mehrabian
Enterprise
Agile
Coach
and
Trainer
CSP,
PMP,
SPC
Please
provide
your
feedback
for
this
talk:
www.armondmehrabian.com/feedback