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Agile Session III
Scaling Agile in an enterprise
-Pallavi Vasishta
Challenges for scaling with scrum in an
enterprise
 Coordination Among teams
 Colocation
 Large Product backlog
 Produ...
Some Scaling Practices
 Release Planning
 Scrum of Scrums
 Meta Scrum
 Communities of Practice
 Product Backlog Refin...
SAFe
What is it ?
 A proven publically available framework for applying Agile Practices at
Enterprise Scale
Few things to understand SAFe
 The Scaled Agile Framework®, or SAFe®, provides a recipe for adopting Agile
at enterprise ...
The Management Challenge
It is not enough that management
commit themselves to quality and
productivity, they must know wh...
What it is they must do
 Embrace Lean-Agile Values
 Apply Lean-Agile Principles
 Implement Lean-Agile Practices
 Lead ...
Embrace Lean-Agile Values
LEADERSHIP
Respectfor
peopleandculture
Flow
Innovation
Relentless
improvement
VALUE
Value in the Shortest Sustainable
Lead Time
There is only one boss. The
customer. And he can fire
everybody in the company...
Apply Lean-Agile Principles
#1-Take an economic view
#2-Apply systems thinking
#3-Assume variability; preserve options
#4-...
Take an Economic View: Increase ValueEarly delivery provides fast value with fast feedback
Time
ValueDelivery
Fast feedbac...
Implement Lean-Agile Practices
SAFe is an online, freely revealed
knowledge base of
proven success patterns
for implementing Lean-Agile development
at en...
Nothing Beats an Agile Team
▸ Cross-functional Agile Teams deliver working software every
two weeks
▸ Scrum roles and proj...
Except a Team of Agile Teams▸ Cross-functional teams-of-agile-teams deliver working system
increments every two weeks
▸ Op...
Executing Strategy in an Agile Portfolio
▸ Organize Agile Release Trains around Value Streams
▸ Centralize strategy; decen...
That Delivers Business Results
Happier, more
motivated
employees
20–50%
increase in
productivity
30–75%
faster time
to mar...
Lead the Implementation
Leadership
People are already doing
their best; the problems are
with the system.
Only management can
change the system.
—...
The Big Picture
Levels
The People
Backlogs
The Cadence
Code Quality
Relentless
Improvements
Economic Prioritization
Agile Session III
Agile Session III
Agile Session III
Agile Session III
Agile Session III
Agile Session III
Agile Session III
Agile Session III
Agile Session III
Agile Session III
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Agile Session III

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Agile Session III

  1. 1. Agile Session III Scaling Agile in an enterprise -Pallavi Vasishta
  2. 2. Challenges for scaling with scrum in an enterprise  Coordination Among teams  Colocation  Large Product backlog  Product Integration  Architecture Development  Code Quality
  3. 3. Some Scaling Practices  Release Planning  Scrum of Scrums  Meta Scrum  Communities of Practice  Product Backlog Refinement  Combined Retrospectives  Integrated Sprint Planning
  4. 4. SAFe
  5. 5. What is it ?  A proven publically available framework for applying Agile Practices at Enterprise Scale
  6. 6. Few things to understand SAFe  The Scaled Agile Framework®, or SAFe®, provides a recipe for adopting Agile at enterprise scale. It is illustrated in the big picture. As Scrum is to the Agile team, SAFe is to the Agile enterprise.  SAFe tackles the tough issues – architecture, integration, funding, governance and roles at scale. It is field-tested and enterprise-friendly.  There are three levels in SAFe: * Team * Program * Portfolio
  7. 7. The Management Challenge It is not enough that management commit themselves to quality and productivity, they must know what it is they must do. Such a responsibility cannot be delegated. —W. Edwards Deming “…and if you can’t come, send no one” —Vignette from Out of the Crisis, Deming,1986
  8. 8. What it is they must do  Embrace Lean-Agile Values  Apply Lean-Agile Principles  Implement Lean-Agile Practices  Lead the Implementation
  9. 9. Embrace Lean-Agile Values LEADERSHIP Respectfor peopleandculture Flow Innovation Relentless improvement VALUE
  10. 10. Value in the Shortest Sustainable Lead Time There is only one boss. The customer. And he can fire everybody in the company. —Sam Walton ‣ Achieve the sustainably shortest lead time with ‣ Best quality and value to people and society ‣ High morale, safety, customer delight LEADERSHIP Respectfor peopleandculture Flow Innovation Relentless improvement VALUE
  11. 11. Apply Lean-Agile Principles #1-Take an economic view #2-Apply systems thinking #3-Assume variability; preserve options #4-Build incrementally with fast, integrated learning cycles #5-Base milestones on objective evaluation of working systems #6-Visualize and limit WIP, reduce batch sizes, and manage queue lengths #7-Apply cadence, synchronize with cross-domain planning #8-Unlock the intrinsic motivation of knowledge workers #9-Decentralize decision-making Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved 11
  12. 12. Take an Economic View: Increase ValueEarly delivery provides fast value with fast feedback Time ValueDelivery Fast feedback 12
  13. 13. Implement Lean-Agile Practices
  14. 14. SAFe is an online, freely revealed knowledge base of proven success patterns for implementing Lean-Agile development at enterprise scale. 14
  15. 15. Nothing Beats an Agile Team ▸ Cross-functional Agile Teams deliver working software every two weeks ▸ Scrum roles and project management practices, XP-inspired technical practices; Kanban for flow ScrumXP Kanban
  16. 16. Except a Team of Agile Teams▸ Cross-functional teams-of-agile-teams deliver working system increments every two weeks ▸ Operate with common Vision, architecture and UX guidance ▸ Collaborate, align, and adapt with face-to-face planning and retrospectives
  17. 17. Executing Strategy in an Agile Portfolio ▸ Organize Agile Release Trains around Value Streams ▸ Centralize strategy; decentralize execution ▸ Empower decision makers with Lean-Agile budgeting ▸ Provide portfolio visibility and WIP limits ▸ Leverage objective metrics for governance and improvement
  18. 18. That Delivers Business Results Happier, more motivated employees 20–50% increase in productivity 30–75% faster time to market 50%+ defect reduction See ScaledAgileFramework.com/case-studies
  19. 19. Lead the Implementation
  20. 20. Leadership People are already doing their best; the problems are with the system. Only management can change the system. —W. Edwards Deming ‣ Lead the change ‣ Know the way; emphasize life-long learning ‣ Develop people ‣ Inspire and align with mission; minimize constraints ‣ Decentralize decision-making ‣ Unlock the intrinsic motivation of knowledge workers Respectfor peopleandculture Flow Innovation Relentless improvement VALUE LEADERSHIP
  21. 21. The Big Picture
  22. 22. Levels
  23. 23. The People
  24. 24. Backlogs
  25. 25. The Cadence
  26. 26. Code Quality
  27. 27. Relentless Improvements
  28. 28. Economic Prioritization

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