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Why scaled agile frameworks exist and why you don't need them - LAST Conference

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From LAST Conference. Why scaled agile frameworks exist and why you don't need them.

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Why scaled agile frameworks exist and why you don't need them - LAST Conference

  1. 1. neil_killickNeil Killick, 2018, All Rights Reserved And why you don’t need them Why scaled agile frameworks exist * or “agile transitions”
  2. 2. neil_killickNeil Killick, 2018, All Rights Reserved What are “scaled agile frameworks”?
  3. 3. neil_killickNeil Killick, 2018, All Rights Reserved Frameworks which enable the principles and practices of Agile Software Development across multiple teams and/or products, programs, projects and technologies — i.e. frameworks to enable Agile “at scale”
  4. 4. neil_killick SAFe (Scaled Agile Framework) Neil Killick, 2018, All Rights Reserved
  5. 5. LeSS (Large Scale Scrum) neil_killickNeil Killick, 2018, All Rights Reserved
  6. 6. neil_killick Nexus Neil Killick, 2018, All Rights Reserved
  7. 7. neil_killick Disciplined Agile Delivery Neil Killick, 2018, All Rights Reserved
  8. 8. Scrum of Scrums neil_killickNeil Killick, 2018, All Rights Reserved
  9. 9. neil_killick Why do they exist? Neil Killick, 2018, All Rights Reserved
  10. 10. neil_killick They address three broad scenarios: 1. Business has one agile team, wants more
 2. Business has many non-agile teams, wants “Agile”
 3. Business has many agile teams, wants better results Neil Killick, 2018, All Rights Reserved
  11. 11. Scenario 1 1 product (pipeline)
 1 Agile team Simple prioritisation, process, autonomy, technology stack, team performance/capacity $$$$ $$$ $$$ $$$ $$ $ $ $ neil_killick Agile team Business Feature ideas Customer Neil Killick, 2018, All Rights Reserved
  12. 12. neil_killick OK, now let’s SCALE! Neil Killick, 2018, All Rights Reserved
  13. 13. 1 product (pipeline)
 2 Agile teams
 Much complexity added • Technical/product quality (tests, UX, security, performance, etc.) • Team performance/capacity/shared specialists • Process (and improvement) decisions • How do we measure progress? • Prioritisation - who works on what? • Autonomy/dependencies • Technology stack(s) - who cares for API’s/components? $$$$ $$$ $$$ $$$ $$ $ $ $ neil_killick Agile team 1 Business Feature ideas Customer Agile team 2 Neil Killick, 2018, All Rights Reserved
  14. 14. neil_killick Strategic project idea 3 $$$$$$$ Strategic project idea 1 $$$$$$$ Strategic project idea 2 $$$$$$$ Portfolio/PMO Strategic project idea 4 $$$$$$$ $$$$ $$$ $$$ $$$ $$ $ $ $ Agile team 1Business Feature ideas Customer 1 Agile team 2 Customer 2 $$$$ $$$ $$$ $$$ $$ $ $ Feature ideas Agile team 3 Agile team 4 Neil Killick, 2018, All Rights Reserved
  15. 15. neil_killick Why you don’t need them Neil Killick, 2018, All Rights Reserved
  16. 16. neil_killick 1 You can experiment with good ideas from any framework Neil Killick, 2018, All Rights Reserved
  17. 17. neil_killick “We are uncovering better ways of developing software by doing it and helping others do it.” Neil Killick, 2018, All Rights Reserved
  18. 18. neil_killick 2 You don’t need to solve all problems Agile addresses in one go Neil Killick, 2018, All Rights Reserved
  19. 19. Why might businesses want Agile? Beat competitors to market (reduce risk of disruption and/or losing first mover advantage) Build right thing (reduce risk of over-investment in software which is not being used or realising value) Build thing right (reduce risk of gaining a poor reputation for quality of product, and of spending time/$$ 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, 2018, All Rights Reserved
  20. 20. Why might businesses want Agile? Tax benefits (increased potential for earlier and more frequent capitalisation of released software as an asset)
 Early revenue/cost reduction benefits/ROI
 Operational efficiency (aka “get more done faster”; higher capacity, throughput and revenue per worker)
 Happier shareholders (more products and features = more return)
 Happier workers (reduce risk of attrition) neil_killickNeil Killick, 2018, All Rights Reserved
  21. 21. 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, 2018, All Rights Reserved
  22. 22. 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, 2018, All Rights Reserved
  23. 23. neil_killickImage credit: http://agadaenergyhealing.com/wp-content/ uploads/2017/02/focus2.jpegNeil Killick, 2018, All Rights Reserved
  24. 24. neil_killick 3 They are based on established enablers for agility Neil Killick, 2018, All Rights Reserved
  25. 25. neil_killick • Customer-focus — in how we decide and describe what we build, and execute
 • Autonomous, self-organising “feature” teams — e2e delivery
 • Limit WIP, small batches — focus, deliver continuous value
 • Transparency — visualise work, create shared definitions, understanding
 • Continuous feedback and improvement — experiment, learn, remove wasteful steps to value creation, get better Neil Killick, 2018, All Rights Reserved
  26. 26. neil_killick What does “Agile at scale” look like? Neil Killick, 2018, All Rights Reserved
  27. 27. Image credit: Henrik Kniberg neil_killickNeil Killick, 2018, All Rights Reserved
  28. 28. Neil Killick, 2018, All Rights Reserved Image credit: Henrik Kniberg neil_killick
  29. 29. neil_killickNeil Killick, 2018, All Rights Reserved
  30. 30. Thank you! Any questions? neil_killickNeil Killick, 2018, All Rights Reserved

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