Successful agile teams at scale


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Successful agile teams at scale

  1. 1. Successful Agile Teams at Scale Julian Holmes, AgileMentors
  2. 2. Agenda ▪ ▪ ▪ ▪ ▪ ▪ ▪ Why Agile? Defining ”Agile Teams at Scale” Scaling Agile Frameworks Large and Distributed team structures Enterprise Agile Transformation Supporting Practices and Techniques Summary ! ▪ Global Rational User Community
  3. 3. Everybody wants to be Agile ▪ Why? – Better Results – – – – Shorten Time-to-Market Adapt to Changing Needs Improved Quality Maximize ROI ▪ How? - Requires Change – – – – – Business Organizational Cultural Commercial/Contractual Ways of Working
  4. 4. What is “Agile”? – Some Truths ▪ ▪ ▪ ▪ ▪ ▪ A movement Based on management theory A collection of lightweight methods Empirical and adaptive Simplistic and pure Idealistic
  5. 5. What Does it Mean to Scale Agile? Selection Factors Scaling Factors
  6. 6. Hybrid Method Frameworks • Single methods don’t have all the answers • SDLC 3.0 first defined 
 a hybrid framework • DAD and SAFe are 
 both instances. • DAD is evolving into a 
 process decision framework
  7. 7. Greater Discipline ▪ ▪ ▪ ▪ ▪ Agile Foundation DAD Extension Risk Management Delivery Assurance Governance ! ▪ All required to allow for Scale
  8. 8. The roles of Disciplined Agile Delivery (DAD)
  9. 9. Moving from Traditional to Agile Roles ▪ Traditional roles are impacted by modern practices ▪ Siloed roles need to embrace cross-functional mindset ▪ There is a place for all roles in the agile organization ▪ New skills and responsibilities ▪ Requires organization-wide buy-in * Scott W Ambler, 2011
  10. 10. Structuring a Growing Team Medium Team Effective from 10 up to 30 Vision Small Team Effective up to 7 ± 2 Large Team Effective from 30 upwards
  11. 11. Evolving Team Structure Governance Team (sample roles) Shared Vision Product Team Technical Support Team (sample roles) Product Owner Deployment Product Analyst Configuration Management PMO Engagement Manager Solution Architect V Technical Expert Build Management Scrum Master Environment Support Feature Owner Feature Analyst Developer Feature Architect Tester Scrum Master Test Management Product Architect Enterprise Architect (supports Product Architect) Feature Team(s) * Capgemini UK plc, 2013 Independent Testing Team (permanent / part time)
  12. 12. Distributed Agile Teams at Scale ▪ ▪ ▪ ▪ ▪ ▪ ▪ ▪ Start local and establish a common culture Build a high-performing approach Implement and prove your collaboration tools Maintain constant cross-location transparency Budget for travel Don’t isolate “whole teams” Keep all locations “equal” Budget for some role duplication
  13. 13. Agile Transformation – Cultural Challenges ▪ Cargo cult change ▪ Matching practice to culture ▪ Individuals vs. teams ▪ Fear of transparency ▪ Rewards and recognition ▪ Outsourcing vs. fostering ▪ Beware of PANDA! * Cameron & Quinn’s Competing Value Framework, 2005
  14. 14. Agile Culture Change ▪ It has to start at an individual level ▪ The team has to be empowered ▪ The organisation must want to learn ▪ Communities must be fostered
  15. 15. Activity Coordination ▪ Collaboration is key ▪ A range of practice options available ▪ Some enable Agile, others less so ▪ Scales of maturity, or recommended options
  16. 16. Enterprise Alignment ▪ Increasing organisationwide maturity ▪ Aligning across programs of work ▪ Governing effectively ! !
  17. 17. Agile ALM Support with Jazz ▪ Jazz platform supports the practices of agile teams at scale ▪ Enabling collaboration, transparency, and integration The Rational solution for Application
 Lifecycle Management 
 Requirements Composer Rational
 Team Concert Analyst Rational
 Quality Manager Developer Quality
 professional Architect Deployment
  18. 18. Beyond Cargo Cult Coaching ▪ More than just certified 
 “scam-masters” ▪ Reality over rhetoric ▪ Coaching supported with empiricism ▪ Pragmatic application of practices ▪ True “journeyman” change agents
  19. 19. Successful Agile Teams at Scale – Summary ▪ Agile adoption will give the potential for: – – – – Shortened time-to-value Greater predictability Ability to react to change Improved business relationship and trust – Reduced waste – “Better” solutions ▪ But it will require: – – – – – An investment in people Business engagement A “one team” mentality A process decision framework Measures that support the approach – Collaboration tools – Experienced support
  20. 20. The Global Rational User Community A brief introduction © 2013 IBM Corporation
  21. 21. GRUC – An Active, Growing and Participating Audience ▪ The Global Rational User Community ▪ A collection of over 100 local & virtual groups with 15k members! – ▪ Vision: – To promote the effective use of Rational solutions through an active, collaborative community of customers, partners, and IT professionals ▪ User Groups: – A group of customers who actively work with Rational and are interested in learning and sharing information and experiences about their solutions with other customers to assist with Rational Product implementation – Independently owned and run by users !21
  22. 22. Resources: The website is key -
  23. 23. Available Resources ▪ Content libraries – Miss a webcast or looking for resources? Our content is available to you as a member ▪ User Forums – Ask questions or start conversations with other users ▪ Collaborate with IBM staff/executives – Utilize the “Ask the Experts” section to get the answers to your specific questions ▪ Local User Groups – Connect with uses near you ▪ Virtual User Groups – Find other users in the same industry/ interest area to collaborate with ▪ Exclusive webcasts and events – Keep sharp and continue to learn about Rational with expert-led trainings and group meetings ▪ Rational and Industry expert blogs – Search for the info you need, or follow our posts to stay ahead of the competition !23
  24. 24. Corporate User Groups Enable efficient sharing of knowledge and experiences with employees around the world: ▪ Employees leverage Communities to learn, train & gain ▪ Easily communicate with development groups ▪ Track training or content consumption ▪ Accelerate problem resolution ▪ Develop your own centralized content library ▪ Leverage IBM for expertise ▪ FREE service !24
  25. 25. What can you do to get value from the RUC? ▪ Register on the web-site – Make sure you allow us to send you our newsletters ▪ Join some Groups – At least one local group, and perhaps a few of the virtual groups ▪ Review the Content Library – There’s lots of value that we have already provided ▪ Contribute – Discussions, forums, content ▪ Volunteer – Present your experiences, provide venues, invite your peers
  26. 26. Next Steps ▪ Join the Swedish Rational User Group – Register at – Perhaps volunteer to host or present at a meeting ▪ Consider your own private Corporate User Group: – Find detailed information online: • Julie Jordan, Rational User Community Programs: • Rod Baptie, Baptie & Co., ▪ Discuss either option with us here at RUC SE !26