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Introduction to Scaled Agile Framework
Why Scaling Agile ?
▸To some, “scaling agile” means going from a few
agile teams to multiple, or even hundreds of, agile
d...
Scaling factors faced by Agile teams
www.disciplinedagileconsortium.org
Disciplined Agile Delivery
4
2 models – Iteration based and
Flow Based
Uses non Scrum terminology
• Iteration instead of S...
Large Scale Scrum (LeSS)
Two Agile Scaling Frameworks
•LeSS: Up to eight teams (of eight
people each).
•LeSS Huge: Up to a...
Scaling Agile@Spotify
Squad – Scrum team
Tribe – Collection of Squads
Chapter – Small family of people having
similar skil...
ScaledAgileFramework.com
Synchronizes
alignment,
collaboration and
delivery for large
numbers of teams
CORE VALUES
1. Prog...
Scaling Methods and Approaches
Version one 9th Annual State of Agile Survey
SAFe – Team Level
▸ Valuable, fully-tested software increments every two weeks
▸ Empowered, self-organizing, self-managing...
SAFe – Program Level
▸ Self-organizing, self-managing team-of-agile-teams
▸ Working, system increments every two weeks
▸ A...
Agile Release Train
▸ Long lived self organizing team of 5-12 Agile teams (50-125 individuals)
that delivers solutions
▸ P...
Key Program roles
▸ Release Train Engineer – Chief Scrum master for the train
▸ Product Management – owns, defines and pri...
Release Planning
▸ 2 days every 8-12 weeks
▸ Every one attends in person, if at all possible
▸ Each team comes out with PI...
Program Board - Sample
SAFe - Portfolio
▸ Centralized strategy, decentralized execution
▸ Lean-Agile budgeting empowers decision makers
▸ Kanban ...
House of Lean
Goal: Speed, Quality, Value
The Goal
 Sustainably shortest lead time
 Best quality and value to
people and society
 Mos...
Respect for People
 Your customer is whoever
consumes your work
 Don’t trouble them
 Don't overload them
 Don't make t...
Kaizen
Become Relentless In:
 Reflection
 Continuous improvement
as an enterprise value
 A constant sense of danger
 S...
Product Development Flow
Don Reinertsen
Principles of Product
Development Flow
1. Take an economic view
2. Actively manage...
Thank you
ramakrishnan.srinath@gmail.com
@rsrinath
Introduction to scaled agile framework
Introduction to scaled agile framework
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Introduction to scaled agile framework

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This is a brief introduction to Scaled Agile Framework - covers about some of the other Scaling approaches

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Introduction to scaled agile framework

  1. 1. Introduction to Scaled Agile Framework
  2. 2. Why Scaling Agile ? ▸To some, “scaling agile” means going from a few agile teams to multiple, or even hundreds of, agile development teams. ▸Some unique challenges that come up whenever you have an organization where more than 3 or 4 agile teams need to work together in a coordinated fashion. ▸Need new approaches that harnesses the power of Agile and Lean and applies to the needs of the largest software enterprises
  3. 3. Scaling factors faced by Agile teams www.disciplinedagileconsortium.org
  4. 4. Disciplined Agile Delivery 4 2 models – Iteration based and Flow Based Uses non Scrum terminology • Iteration instead of Sprint • Work item list – instead of a Product backlog Supports robust set of roles – Team Lead, Architect, PO, Stakeholder Teams are Enterprise aware Governance “built in”
  5. 5. Large Scale Scrum (LeSS) Two Agile Scaling Frameworks •LeSS: Up to eight teams (of eight people each). •LeSS Huge: Up to a few thousand people on one product. Principles : Queuing Theory Empirical Process control Lean thinking Systems thinking Continuous Improvement Whole Product Focus
  6. 6. Scaling Agile@Spotify Squad – Scrum team Tribe – Collection of Squads Chapter – Small family of people having similar skills, having same competency area Guilds – Community of Practice- share knowledge tools and practices
  7. 7. ScaledAgileFramework.com Synchronizes alignment, collaboration and delivery for large numbers of teams CORE VALUES 1. Program Execution 2. Alignment 3. Code Quality 4. Transparency Scaled Agile Framework
  8. 8. Scaling Methods and Approaches Version one 9th Annual State of Agile Survey
  9. 9. SAFe – Team Level ▸ Valuable, fully-tested software increments every two weeks ▸ Empowered, self-organizing, self-managing cross-functional teams ▸ Teams operate under program vision, architecture and user experience guidance ▸ Scrum project management and XP-inspired technical practices ▸ Value delivery via User Stories
  10. 10. SAFe – Program Level ▸ Self-organizing, self-managing team-of-agile-teams ▸ Working, system increments every two weeks ▸ Aligned to a common mission via a single backlog ▸ Common sprint lengths and estimating ▸ Face-to-face release planning cadence for collaboration, alignment, synchronization, and assessment ▸ Value Delivery via Features and Benefits
  11. 11. Agile Release Train ▸ Long lived self organizing team of 5-12 Agile teams (50-125 individuals) that delivers solutions ▸ Program Increment is a fixed time box (default 10 weeks) ▸ Aligned to a common mission via a single Program backlog ▸ Produces valuable and evaluate-able system level solutions frequently
  12. 12. Key Program roles ▸ Release Train Engineer – Chief Scrum master for the train ▸ Product Management – owns, defines and prioritizes the product 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
  13. 13. 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
  14. 14. Program Board - Sample
  15. 15. SAFe - Portfolio ▸ Centralized strategy, decentralized execution ▸ Lean-Agile budgeting empowers decision makers ▸ Kanban systems provide portfolio visibility and WIP limits ▸ Enterprise architecture is a first class citizen ▸ Objective metrics support governance and kaizen ▸ Value description via Business and Architectural Epics
  16. 16. House of Lean
  17. 17. Goal: Speed, Quality, Value The Goal  Sustainably shortest lead time  Best quality and value to people and society  Most customer delight, lowest cost, high morale, safety All we are doing is looking at the timeline, from the where the customer gives us an order to where we collect the cash. And we are reducing the time line by reducing the non-value added wastes. —Taiichi Ohno We need to figure out a way to deliver software so fast that our customers don’t have time to change their minds. —Mary Poppendieck Most software problems will exhibit themselves as a delay. —Al Shalloway
  18. 18. Respect for People  Your customer is whoever consumes your work  Don’t trouble them  Don't overload them  Don't make them wait  Don't impose wishful thinking  Don't force people to do wasteful work  Equip your teams with problem- solving tools  Form long-term relationships based on trust People  Develop individuals and teams; they build products  Empower teams to continuously improve  Build partnerships based on trust and mutual respect
  19. 19. Kaizen Become Relentless In:  Reflection  Continuous improvement as an enterprise value  A constant sense of danger  Small steady, improvements  Consider data carefully, implement change rapidly  Reflect at milestones to identify and improve shortcomings  Use tools like retrospectives, root cause analysis, and value stream mapping  Protect the knowledge base by developing stable personnel and careful succession systems
  20. 20. Product Development Flow Don Reinertsen Principles of Product Development Flow 1. Take an economic view 2. Actively manage queues 3. Understand and exploit variability 4. Reduce batch sizes 5. Apply WIP constraints 6. Control flow under uncertainty: cadence and synchronization 7. Get feedback as fast as possible 8. Decentralize control
  21. 21. Thank you ramakrishnan.srinath@gmail.com @rsrinath

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