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Approaches to scaling agile v1.0

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This presentation talks about the challenges in Scaling Agile and Scaling models such as Scrum of Scrums, LeSS, DAD, SAFe and Nexus

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Approaches to scaling agile v1.0

  1. 1. Approaches to Scaling Agile Srinath Ramakrishnan @rsrinath
  2. 2. About me • Over 20 years of IT experience • 3 years of Agile Coaching experience • Associate Certified Coach - ICF • ICAgile Certified Agile Coach • SAFe Program Consultant 4.0 • Certified in Scaled Professional Scrum • Certified Scrum Professional • PMI Agile Certified Practitioner • Project Management Professional
  3. 3. About you • How many of you are new to Agile? • How many of you are working on Agile projects? • How many of you are aware of Scaling models in Agile?
  4. 4. Agenda • What is Scaling Agile? • Challenges in Scaling Agile • Scaling models – Scrum of Scrums (SoS) – Disciplined Agile Delivery (DAD) – Large Scale Scrum (LeSS) – Nexus – Scaled Agile Framework (SAFe)
  5. 5. Characteristics of Agile Teams • Teams of sizes 5 – 9 members • Co-located • Self Organized • Collaborative • Cross Functional • Will this work for large organizations moving towards Agile methods ?
  6. 6. What is Scaling Agile? Product Team Team Team Any implementation of Agile where multiple teams build one product or a standalone set of product features, in one or more Sprints
  7. 7. What is Scaling agile? Product Team Team Team Product Team Team Team Product Team Team Team Portfolio Product Team Team Team Any implementation of Agile where multiple Teams build multiple related products or sets of product features, in one or more Sprints
  8. 8. Scaling factors faced by Agile teams http://www.disciplinedagiledelivery.com/agility-at-scale/scaling-factors/
  9. 9. Challenges in Scaling Agile Coordination Synchronization Integration Communication http://hendersonaikido.com/wp-content/uploads/2013/12/coordination-1.jpg http://commsbusiness.co.uk/wp-content/uploads/2014/07/integration.jpg http://www.carlosdinares.com/wp-content/uploads/2011/09/swimmnig2.jpg http://www.okhlaheadlines.com/upload/June8-2015-1-59ameffective.jpg
  10. 10. Challenges in Scaling Agile Planning Manage Dependencies Alignment to a common goal http://i.stack.imgur.com/0sdPF.gif http://www.littlemiamischools.com/pages/district-news/image/section-image/planning-414.jpg https://iaonline.theiia.org/2014/PublishingImages/shutterstock_187470173.jpg https://media.licdn.com/mpr/mpr/p/5/005/0ac/26e/13149e2.png Governance
  11. 11. Scaling Models
  12. 12. Scrum of Scrums • Allow teams to discuss their work, focusing especially on areas of overlap and integration • Each team designates one member as a representative to participate in the Scrum of Scrums • Scrum of Scrums meetings occur 2/3 times a week • 4 questions – What has your team done since we last met? – What will your team do before we meet again? – Is anything slowing your team down or getting in their way? – Are you about to put something in another team’s way? https://www.scrumalliance.org/community/articles/2007/may/advice-on-conducting-the-scrum-of-scrums-meeting
  13. 13. Disciplined Agile Delivery 13 Developed by Scott Ambler and Mark Lines Uses non Scrum terminology – Iteration and Work Item List Teams are Enterprise aware Governance “built in” 3 Phase Life Cycle Inception, Construction, Transition 4 Models – Agile, Lean, Continuous Delivery, Exploratory (Lean Startup) http://www.disciplinedagiledelivery.com/introduction-to-dad/
  14. 14. Disciplined Agile Delivery • The Disciplined Agile Delivery (DAD) process framework is “a people-first, learning-oriented, hybrid, agile approach to IT solution delivery. It has a risk-value lifecycle, is goal-driven, scalable, and is enterprise aware”. • Follows a hybrid agile approach to IT solution delivery – People-first – Learning-oriented – Risk and value driven – Goal-driven – Scalable – Enterprise aware http://www.scrumexpert.com/knowledge/scaling-agile-approaches/ http://www.disciplinedagiledelivery.com/introduction-to-dad/
  15. 15. Disciplined Agile Delivery • DAD is a hybrid process framework adopt best practices and philosophies from several methodologies • New roles – Primary - Architect, Team Lead, Stakeholder, Product Owner, Team member – Secondary – Specialist, Independent Tester, Domain Expert, Technical Expert, Integrator http://i0.wp.com/www.disciplinedagiledelivery.com/wp-content/uploads/2012/08/hybrid-of-methods11.jpg
  16. 16. Large Scale Scrum (LeSS) Created by Craig Larman and Bas Vodde Set of principles and experiments Two Agile Scaling Frameworks • LeSS: Up to eight teams (of eight people each). • LeSS Huge: Up to a few thousand people on one product. Elements: a single Product Backlog, 1 Product Owner one Definition of Done for all teams, one Potentially Shippable Product Increment at the end of each Sprint Self managed, Cross functional, Co- located and long lived teams www.less.works
  17. 17. LeSS Huge There is one Product Backlog; every item in it belongs to exactly one Requirement Area. There is one Area Product Backlog per Requirement Area - a more granular view onto the one Product Backlog. Applies to 8+ treams All LeSS rules apply to LeSS Huge Area PO for each requirement area with one PO for overall prioritization Each Requirement Area has one Area Product Owner. www.less.works
  18. 18. LeSS Principles http://less.works/less/principles/index.html
  19. 19. Principles of LeSS • Queueing Theory – Eliminate queues where possible – If queues cannot be eradicated, look at reducing batch size, reduce WIP limits and queue sizes, and make each batch more or less equally sized • More with LeSS – More learning and adaptation with less defined processes – More organizational agility with less complexity – More value with less waste and overhead • Lean thinking – Respect for people and Continuous improvement
  20. 20. Nexus https://www.scrum.org/Resources/The-Nexus-Guide • Developed by Ken Schwaber • It is an exoskeleton that rests on top of multiple Scrum Teams who work together to create an Integrated Increment.
  21. 21. Nexus • It keeps the basic principles of Scrum with added integration and coordination activities above the individual teams. • The foundation of a Nexus is to encourage transparency and keep scaling as uniform as possible. • The goal is to maximize the outcome with a minimal coordination overhead. • One “Done” integrated increment at least should be delivered for every Sprint. • Typically three to nine Scrum Teams work on a single Product Backlog to build an Integrated Increment • For larger initiatives, there is Nexus+, a unification of more than one Nexus
  22. 22. Nexus – Roles, Events, Artifacts Roles Events Artifacts Development Teams Sprint Product backlog Nexus Integration Team* Nexus Sprint Planning* Nexus Sprint Backlog* Product Owner Sprint Planning Sprint Backlog Scrum Master Nexus Daily Scrum* Integrated increment Daily Scrum Nexus Sprint Review* Nexus Sprint Retrospective* Sprint Retrospective Refinement* * Nexus Specific
  23. 23. Nexus Integration Team • The Nexus Integration Team is a Scrum Team that consists of: – The Product Owner – A Scrum Master – One or more Nexus Integration Team Members • Takes ownership of any integration issues and is accountable for ensuring that an Integrated Increment is produced at least every Sprint. • Common activities – cross-team issues, raising awareness of dependencies early, ensure integration tools and practices are used
  24. 24. Scaled Agile Framework (SAFe) • Developed by Dean Leffingwell • Scaled Agile Framework (SAFe) defines itself as “an online, freely revealed knowledge base of proven success patterns for implementing Lean-Agile software and systems development at enterprise scale. It provides comprehensive guidance for work at the enterprise Portfolio, Value Stream, Program, and Team levels.” • One of the main concepts of SAFe is the Agile Release Train (ART) - a self-organizing group of teams that works together based on a common backlog
  25. 25. SAFe House of Lean www.scaledagileframework.com
  26. 26. SAFe 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
  27. 27. SAFe – Big Picture http://scaledagileframework.com/
  28. 28. New Roles • Program level • Release Train Engineer – Chief Scrum master for the train • Product Management – owns, defines and prioritizes the program backlog • System Architect – provides architectural guidance and technical enablement to the team • System team – provides process and tools to integrate and evaluate assets early and often • Business Owners – Key stakeholders of the Agile Release Train • Value Stream level – Value Stream Engineer – Facilitate Value Stream process and execution – Solution Architect – Responsible for Tech and Architecture vision at Solution level – Solution Management – Responsible for the Value Stream backlog • Portfolio level – Program Portfolio Management – responsible for Strategy and Investment funding, Program Management and Governance – Enterprise Architect – drive holistic technology implementation across the enterprise – Epic Owners – responsible for driving individual epics through to implementation
  29. 29. Release Planning • 2 days every 8-12 weeks • Every one attends in person, if at all possible • Each team comes out with PI objectives which are brief summaries in business terms what each team intends to deliver at the end of the PI • There is a Program Board which lists out all the features, the milestones, the dependencies, and anticipated delivery dates of all the teams in a PI
  30. 30. Scaling Methods and Approaches Version one 10th Annual State of Agile Survey
  31. 31. Heart of agile 3. How will you get people to pause and reflect on what’s happening to and around them? 4. What experiments will your people do at different levels in the organization to make a small improvement? http://alistair.cockburn.us/Using+the+Heart+of+Agile+on+the+problem+of+scaling 1. Independent of anything else going on, how will you increase collaboration? 2. Accounting for everything else going on, how will you increase trial and actual deliveries to consumers? These questions are designed to help an organization decide which small change to make next in the pursuit of Agility, and to ground that change in the context of this organization, instead of relying on someone else's revealed wisdom
  32. 32. Thank you @rsrinath https://in.linkedin.com/in/srinathramakrishnan ramakrishnan.srinath@gmail.com
  33. 33. References • https://www.infoq.com/news/2015/11/agile-scaling-tour • http://www.forbes.com/sites/stevedenning/2016/04/15/what-does-it-mean-to-scale-agile/#1ad782795678 • https://blog.codeship.com/scaling-agile-questions-to-ask-before-choosing-your-agile-framework/ • https://www.quora.com/Whats-the-difference-between-the-Nexus-Framework-and-other-Scaled-Scrum- Frameworks • http://www.disciplinedagiledelivery.com/introduction-to-dad/ • http://www.slideshare.net/ChemaGarciaMartinez/scaling-agile-at-enterprise-chema-garcia • http://www.disciplinedagiledelivery.com/introduction-to-dad/ • https://www.infoq.com/news/2014/07/compare-agile-scaling • http://arlobelshee.com/scaling-agile-the-easy-way/ • http://sdtimes.com/dont-scale-agile-before-you-ask-yourself-these-questions/ • http://www.cio.com/article/2974436/agile-development/comparing-scaling-agile-frameworks.html • https://scrumcrazy.wordpress.com/2015/08/17/large-scale-agile-and-scrum-vs-waterfall-agile-is-6x-more- successful-14-the-cost-and-10x-faster-payback/ • www.scaledagileframework.com • www.disciplinedagiledelivery.com • www.less.works • https://www.scrum.org/Resources/The-Nexus-Guide • http://stateofagile.versionone.com/

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