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neil_killickNeil Killick, 2017-18, All Rights Reserved
And why
you don’t
need them
Why scaled agile
frameworks exist
Neil ...
neil_killickNeil Killick, 2017-18, All Rights Reserved
What are “scaled
agile frameworks”?
neil_killickNeil Killick, 2017-18, All Rights Reserved
Frameworks which enable the organisation
and management of Agile So...
neil_killickNeil Killick, 2017-18, All Rights Reserved
Neil Killick, 2017-18, All Rights Reserved
LeSS (Large Scale Scrum) neil_killick
neil_killickNeil Killick, 2017-18, All Rights Reserved
Nexus
neil_killickNeil Killick, 2017-18, All Rights Reserved
Disciplined Agile Delivery
Neil Killick, 2017-18, All Rights Reserved
Scrum of Scrums neil_killick
Neil Killick, 2017-18, All Rights Reserved
Enterprise Services Planning neil_killick
neil_killickNeil Killick, 2017-18, All Rights Reserved
Why do they exist?
Business drivers for Agile
Beat competitors to market
— Reduce risk of disruption and/or losing first mover advantage)
Bui...
Business drivers for Agile
Tax benefits
— Increased potential for earlier and more frequent capitalisation of
released sof...
neil_killickNeil Killick, 2017-18, All Rights Reserved
Agile is easy to say but bloody hard to do

Being an agile company ...
neil_killickNeil Killick, 2017-18, All Rights Reserved
Scenario 1
— Business has one
agile team, wants more
Scenario 2
— B...
Scenario 1
• 1 product (pipeline)
• 1 small, agile team (3-5 devs)
• 1 process
• 1 technology stack
• No dependencies
• Si...
neil_killickNeil Killick, 2017-18, All Rights Reserved
OK, now let’s
SCALE!
$$$$
$$$
$$$
$$$
$$
$
$
$
neil_killick
Agile
team 1
Business
Feature ideas
Customer
Agile
team 2
• How to scale?

— Grow t...
neil_killick
Strategic
project idea 3
$$$$$$$
Strategic
project idea 1
$$$$$$$
Strategic
project idea 2
$$$$$$$
Portfolio/...
neil_killickNeil Killick, 2017-18, All Rights Reserved
OK, we’re at scale,
how can we become
more agile?
neil_killickNeil Killick, 2017-18, All Rights Reserved
neil_killickNeil Killick, 2017-18, All Rights Reserved
Image credit: http://agadaenergyhealing.com/wp-content/
uploads/201...
Example - “We want Agile because we
want to beat our competitors to market”
OK
What currently stops you from
beating compe...
Projects take at least 6 months, usually longer - we
don’t identify MVP’s or MMF’s - we define all scope
up front, then ad...
OK, what can we do to
improve the situation?
neil_killickNeil Killick, 2017-18, All Rights Reserved
Pick a project, and identify MVP’s/MMF’s for Release 1
OK, what can we do to
improve the situation?
neil_killickNeil Killi...
Make it easier to deploy by establishing environments, automating
scripts where possible, cross-skilling team members, ope...
De-couple releasing (shipping) and deploying - enable frequent
deployment of working product to a production-like environm...
neil_killickNeil Killick, 2017-18, All Rights Reserved
Scaling BEHAVIOUR
Neil Killick, 2017-18, All Rights Reserved
neil_killick
Start thinking/working more agile yourself
• CHANGE YOUR LANGUAGE ...
Neil Killick, 2017-18, All Rights Reserved
neil_killick
• FRAME DELIVERABLES AS CAPABILITIES — WHO benefits from implement...
Neil Killick, 2017-18, All Rights Reserved
neil_killick
Use established enablers for agility
• CUSTOMER-FOCUS — Decide and...
Neil Killick, 2017-18, All Rights Reserved Image credit: Henrik Kniberg
neil_killick
neil_killickNeil Killick, 2017-18, All Rights Reserved
Scaling DELIVERY
Neil Killick, 2017, All Rights Reserved Image credit: Henrik Kniberg
neil_killickNeil Killick, 2017-18, All Rights Reserved
Neil Killick, 2017-18, All Rights Reserved
neil_killick
Also easier to limit
WIP and improve
flow
neil_killickNeil Killick, 2017-18, All Rights Reserved
Can’t remove
dependencies right now?
Synchronise them first,
then r...
Neil Killick, 2017-18, All Rights Reserved
neil_killick
Neil Killick, 2017-18, All Rights Reserved
neil_killick
Neil Killick, 2017-18, All Rights Reserved
neil_killick
Neil Killick, 2017-18, All Rights Reserved
neil_killick
Neil Killick, 2017-18, All Rights Reserved
neil_killick
Neil Killick, 2017-18, All Rights Reserved
neil_killick
Neil Killick, 2017-18, All Rights Reserved
neil_killick
“We are uncovering better ways of
developing software…”
neil_killickNeil Killick, 2017-18, All Rights Reserved
Any
questions?
Thank you!
Neil Killick
Product Delivery Coach
Agile...
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Why scaled agile frameworks exist - Agile Project Managers meetup

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Key takeaways
- What problems do SAFe and other scaling frameworks look to solve?
- Why you don't need any one particular named framework
- How you can start becoming more agile, and improving software delivery effectiveness "at scale", without a specific named framework

Published in: Business
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Why scaled agile frameworks exist - Agile Project Managers meetup

  1. 1. neil_killickNeil Killick, 2017-18, All Rights Reserved And why you don’t need them Why scaled agile frameworks exist Neil Killick Product Delivery Coach Agile ✫ Scrum ✫ Lean ✫ Kanban ✫ neilkillick.com
  2. 2. neil_killickNeil Killick, 2017-18, All Rights Reserved What are “scaled agile frameworks”?
  3. 3. neil_killickNeil Killick, 2017-18, All Rights Reserved Frameworks which enable the organisation and management of Agile Software Development across multiple teams and/or products, programs, projects and technologies — i.e. frameworks which enable Agile “at scale”
  4. 4. neil_killickNeil Killick, 2017-18, All Rights Reserved
  5. 5. Neil Killick, 2017-18, All Rights Reserved LeSS (Large Scale Scrum) neil_killick
  6. 6. neil_killickNeil Killick, 2017-18, All Rights Reserved Nexus
  7. 7. neil_killickNeil Killick, 2017-18, All Rights Reserved Disciplined Agile Delivery
  8. 8. Neil Killick, 2017-18, All Rights Reserved Scrum of Scrums neil_killick
  9. 9. Neil Killick, 2017-18, All Rights Reserved Enterprise Services Planning neil_killick
  10. 10. neil_killickNeil Killick, 2017-18, All Rights Reserved Why do they exist?
  11. 11. Business drivers for Agile Beat competitors to market — Reduce risk of disruption and/or losing first mover advantage) Build right thing — Reduce risk of over-investment in software which is not being used or realising value) Build thing right — Reduce risk of gaining a poor reputation for quality of product, and of spending time/$$ on failure demand and technical debt) Happier customers — Reduce risk of losing customers, or gaining a poor reputation for quality of service neil_killickNeil Killick, 2017-18, All Rights Reserved
  12. 12. Business drivers for Agile Tax benefits — Increased potential for earlier and more frequent capitalisation of released software as an asset
 Early revenue — Sooner ROI for value-adding and cost reduction benefits)
 Operational efficiency — Process improvement ==> higher capacity ==> higher throughput and revenue per worker
 Happier shareholders — More products and features = More return
 Happier workers — Lower risk of attrition neil_killickNeil Killick, 2017-18, All Rights Reserved
  13. 13. neil_killickNeil Killick, 2017-18, All Rights Reserved Agile is easy to say but bloody hard to do
 Being an agile company is extremely hard, particularly if you have not been this way for many years Going Agile requires an overhaul
 Most organisations require a major overhaul in structure, incentives, capability and culture to enable that
 Agile is easy to get spectacularly wrong
 Even starting from scratch, orgs have to make major principle-led decisions to make to get this right, and it can very easily go in the wrong direction as more people join the organisation
 Being principle-driven under pressure is difficult
 Identifying the right principles, and then sticking with them while under pressure from the board, shareholders, customers and staff is extremely difficult Something to bear in mind…
  14. 14. neil_killickNeil Killick, 2017-18, All Rights Reserved Scenario 1 — Business has one agile team, wants more Scenario 2 — Business has many non- agile teams, wants “Agile” Scenario 3 — Business has many agile teams, wants better results We like agile and want our other teams/ departments to work this way
 — “Scaling” scenario rather than “scaled” We want to add more people/teams/products while keeping the benefits of agile
 — frequent value being delivered, responsiveness to changing market or internal conditions, etc.) • We have functional silos, want better collaboration
 • We are slow to market due to traditional milestones and barriers
 • We want to “adopt Agile” We are not deriving the promised benefits of agile, despite having agile teams Perhaps they:
 • Are working on the wrong things
 — low value for the customer or the business
 • Are not coordinating (well) in terms of strategic projects, goals and progress
 • Have poor autonomy due to dependencies, etc.
  15. 15. Scenario 1 • 1 product (pipeline) • 1 small, agile team (3-5 devs) • 1 process • 1 technology stack • No dependencies • Simple prioritisation • Simple to understand capacity/make forecasts • Straightforward, works well • The magic of agile! $$$$ $$$ $$$ $$$ $$ $ $ $ Agile team Business Feature ideas Customer neil_killickNeil Killick, 2017-18, All Rights Reserved
  16. 16. neil_killickNeil Killick, 2017-18, All Rights Reserved OK, now let’s SCALE!
  17. 17. $$$$ $$$ $$$ $$$ $$ $ $ $ neil_killick Agile team 1 Business Feature ideas Customer Agile team 2 • How to scale?
 — Grow team then split, or split then grow? Either way disruption, comms overhead, risk of disagreements, poor dynamics, etc. • Quality
 — How do we agree standards? (tests, code standards, UX, performance, etc.) • Process
 — Do we need to coordinate? Have a shared process? • Estimation/forecasting
 — How do we measure progress empirically? • Prioritisation
 — Who works on what? What if there are dependencies? • Ownership
 — Are we in the same tech stack? Who now owns/cares for API’s and other components? Neil Killick, 2017-18, All Rights Reserved Much complexity added
  18. 18. neil_killick Strategic project idea 3 $$$$$$$ Strategic project idea 1 $$$$$$$ Strategic project idea 2 $$$$$$$ Portfolio/PMO Strategic project idea 4 $$$$$$$ $$$$ $$$ $$$ $$$ $$ $ $ $ Neil Killick, 2017-18, All Rights Reserved Agile team 1Business Feature ideas Customer 1 Agile team 2 Customer 2 $$$$ $$$ $$$ $$$ $$ $ $ Feature ideas Agile team 3 Agile team 4
  19. 19. neil_killickNeil Killick, 2017-18, All Rights Reserved OK, we’re at scale, how can we become more agile?
  20. 20. neil_killickNeil Killick, 2017-18, All Rights Reserved
  21. 21. neil_killickNeil Killick, 2017-18, All Rights Reserved Image credit: http://agadaenergyhealing.com/wp-content/ uploads/2017/02/focus2.jpeg
  22. 22. Example - “We want Agile because we want to beat our competitors to market” OK What currently stops you from beating competitors to market? neil_killickNeil Killick, 2017-18, All Rights Reserved
  23. 23. Projects take at least 6 months, usually longer - we don’t identify MVP’s or MMF’s - we define all scope up front, then add to it as we discover more Deploying is hard, takes time and can only be done by one person, so we don’t do it often We have lots of approval steps to release anything to production, so we don’t do it often Releasing is coupled with deploying - we can’t hide unfinished features, so have to finish everything neil_killickNeil Killick, 2017-18, All Rights Reserved
  24. 24. OK, what can we do to improve the situation? neil_killickNeil Killick, 2017-18, All Rights Reserved
  25. 25. Pick a project, and identify MVP’s/MMF’s for Release 1 OK, what can we do to improve the situation? neil_killickNeil Killick, 2017-18, All Rights Reserved
  26. 26. Make it easier to deploy by establishing environments, automating scripts where possible, cross-skilling team members, opening up permissions, etc. Pick a project, and identify MVP’s/MMF’s for Release 1 OK, what can we do to improve the situation? neil_killickNeil Killick, 2017-18, All Rights Reserved
  27. 27. De-couple releasing (shipping) and deploying - enable frequent deployment of working product to a production-like environment which stakeholders can see/test but is not the “live” product Pick a project, and identify MVP’s/MMF’s for Release 1 Make it easier to deploy by establishing environments, automating scripts where possible, cross-skilling team members, opening up permissions, etc. OK, what can we do to improve the situation? neil_killickNeil Killick, 2017-18, All Rights Reserved
  28. 28. neil_killickNeil Killick, 2017-18, All Rights Reserved Scaling BEHAVIOUR
  29. 29. Neil Killick, 2017-18, All Rights Reserved neil_killick Start thinking/working more agile yourself • CHANGE YOUR LANGUAGE — Start asking “What’s the simplest/quickest way to get value to the customer?”.
 • COLLABORATE WITH CUSTOMER FOCUS — Ask a colleague “How might we accomplish this feature in such a way that it is easy to delete/change if required, won’t break anything else, and we get value to the customer (or learn something about what we’re building) sooner?”.
 • VISUALISE PROCESS — Understand where queues form (delays and hand-offs), show the people involved, improve that part of the process to speed up value to the customer.
 • ADD FEEDBACK LOOPS — Involve people in making things better.
  30. 30. Neil Killick, 2017-18, All Rights Reserved neil_killick • FRAME DELIVERABLES AS CAPABILITIES — WHO benefits from implementing this work item, WHAT is the capability we are looking to give them and WHY is it beneficial? This helps greatly in prioritisation and slicing/narrowing/deferring scope. 
 • CHECK YOU’RE WORKING ON THE RIGHT THING — Ask a senior manager “is this what you would expect me to be working on?” Executives often think “slowness” is an execution problem, when in fact it is often a prioritisation one.
 • TAKE TIME REGULARLY TO IMPROVE — Explicitly reflect on how YOU work and what YOU can do differently to work just a little bit more effectively (or help your team do so).
  31. 31. Neil Killick, 2017-18, All Rights Reserved neil_killick Use established enablers for agility • CUSTOMER-FOCUS — Decide and describe what we build, and how we execute, from the customer’s perspective (e.g. JTBD, user stories)
 • AUTONOMOUS, SELF-ORGANISING, STABLE “FEATURE TEAMS” — Everything they need for e2e iterative discovery, design, development, delivery
 • LIMIT WIP, SMALL BATCHES — Focus, deliver value fast to customers
 • BE TRANSPARENT — Visualise work, create shared definitions, understanding
 • CONTINUOUS FEEDBACK AND IMPROVEMENT — Experiment, learn, remove wasteful steps to value creation, get better
  32. 32. Neil Killick, 2017-18, All Rights Reserved Image credit: Henrik Kniberg neil_killick
  33. 33. neil_killickNeil Killick, 2017-18, All Rights Reserved Scaling DELIVERY
  34. 34. Neil Killick, 2017, All Rights Reserved Image credit: Henrik Kniberg neil_killickNeil Killick, 2017-18, All Rights Reserved
  35. 35. Neil Killick, 2017-18, All Rights Reserved neil_killick Also easier to limit WIP and improve flow
  36. 36. neil_killickNeil Killick, 2017-18, All Rights Reserved Can’t remove dependencies right now? Synchronise them first, then remove incrementally
  37. 37. Neil Killick, 2017-18, All Rights Reserved neil_killick
  38. 38. Neil Killick, 2017-18, All Rights Reserved neil_killick
  39. 39. Neil Killick, 2017-18, All Rights Reserved neil_killick
  40. 40. Neil Killick, 2017-18, All Rights Reserved neil_killick
  41. 41. Neil Killick, 2017-18, All Rights Reserved neil_killick
  42. 42. Neil Killick, 2017-18, All Rights Reserved neil_killick
  43. 43. Neil Killick, 2017-18, All Rights Reserved neil_killick “We are uncovering better ways of developing software…”
  44. 44. neil_killickNeil Killick, 2017-18, All Rights Reserved Any questions? Thank you! Neil Killick Product Delivery Coach Agile ✫ Scrum ✫ Lean ✫ Kanban ✫ neilkillick.com

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