Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Gemeinsame Vorteile agiler Skalierung: LeSS, SAFe, Nexus & Spotify CA Meetup Darmstadt 2018 Kurt Jäger KEGON AG 2014
Kurt Jäger Physicist…: 40 years of Software Development 15 years with agility & lean 10 years as consultant & coach Manage...
Warum agil & lean?
KEGON AG 20144
Lieferung von Wert optimieren Big Bang Große Inkremente Kleine Inkremente Höchster Wert zuerst Wert Aufwand Henrik Kniberg...
Warum agil/lean? • Anpassungsfähigkeit an sich ändernde Welt - 3% Monat • Komplexität nimmt zu • Inkrementell - Fast Feedb...
Warum skalieren?
KEGON AG 2014 Warum Skalieren?
KEGON AG 2014 Alignment!
Grenzen der direkten Kommunikation 𝒌 = 𝒏(𝒏 − 𝟏) 𝟐
Resource optimization vs Time-to-market optimization Henrik Kniberg C Specialists C D TS Cross-functional team User needs ...
Feature teams Cross-functional, self-organizing, colocated Henrik Kniberg Client team C C C Test team T T T DB team D D D ...
Scrum Masterby Scrum.org – Improving the Profession of Software Development Professional
If Development Teams are not co-located: Adjusted estimate = Estimate * 1.4 Adjust Estimates For Co-location
If more than 1 Scrum Team but fewer than 9: Adjusted estimate = Estimate * 1.4 Adjust Estimates For Number Of Teams Daily ...
KEGON AG 2014 Warum Skalieren? • Teamgröße ist limitiert 7 +/- 2 • Mehr als 1 Team arbeitet an einem Produkt • 75% aller P...
Want to scale Agile? DON‘T! Craig Larman, author of Large Scale Scrum (LeSS) Scale Agile?
KEGON AG 2014 Alternativen zur Skalierung 1. Silos auflösen mit inversem Conway Law – Share Nothing Architektur 2. Große P...
KEGON AG 2014 Scrum Day 2014 20 Conway‘s Law - rückwärts
Not ”horizontal” increments Henrik Kniberg DB Server Client 1 2 3 1 2 3 4 value 21
”Vertical” increments! DB Server Client 1 5 2 3 1 432 value 22 Henrik Kniberg
Need to scale Agile? Be very carefull!!
Scrum Masterby Scrum.org – Improving the Profession of Software Development Professional Individuals and interactions over...
Decouple as much as possible First the Spotify client was a monolith… Feature Teams Container teams Now the client is a “c...
Release trains & Feature toggles A B C D E G F H A B C E C E F G H D Week 12 Week 15 Release! Release! 26 Henrik Kniberg
KEGON AG 2014 Agile Methods and Practices 11th Annual State of Agile Survey 2016
KEGON AG 2014 Herausforderungen agiler Skalierung 1. Agile und Lean Prinzipien: Value value Value….. 2. Aufbau-Organisatio...
KEGON AG 2014 Skalierungsstufen? 0. Scrum ein Team 1 Produkt - Maximale Autonomie 1. Agiles Produktmanagement - mehr als e...
KEGON AG 2014 Portfolio
KEGON AG 2014 Frameworks 1. Scrum – 80% 2. Nexus – Ganz nah an Scrum 3. LeSS – Synchrone Skalierung 4. Spotify - Beispiel-...
Agile Methods and Practices KEGON AG 2016 32 11th Annual State of Agile Survey 2016
KEGON AG 2014 Agile Methods and Practices 11th Annual State of Agile Survey 2016
KEGON AG 2014 Frameworks 1. Scrum – 80% 2. Nexus – Ganz nah an Scrum 3. LeSS – Synchrone Skalierung 4. Spotify - Beispiel-...
KEGON AG 2014 Nexus https://www.scrum.org/resources/online-nexus-guide
KEGON AG 2014 Frameworks 1. Scrum – 80% 2. Nexus – Ganz nah an Scrum 3. LeSS – Synchrone Skalierung 4. Spotify - Beispiel-...
KEGON AG 2014 Less • https://less.works/less/framework/index.html https://less.works/less/framework/index.html
KEGON AG 2014 Less https://less.works/less/framework/index.html
KEGON AG 2014 Frameworks 1. Scrum – 80% 2. Nexus – Ganz nah an Scrum 3. LeSS – Synchrone Skalierung 4. Spotify - Beispiel-...
00:22 Feature teams Henrik Kniberg
Resource optimization vs Time-to-market optimization Henrik Kniberg C Specialists C D TS Cross-functional team User needs ...
Feature teams Cross-functional, self-organizing, colocated Henrik Kniberg Client team C C C Test team T T T DB team D D D ...
Spotify ”squad” Henrik Kniberg Example: Spotify
44 Example: Spotify Each squad has end-to-end ownership
Squads are grouped into Tribes Henrik Kniberg Tribe Tribe Tribe TribeTribe Tribe Example: Spotify
PO PO PO Tribe Tribe lead PO PO PO PO Tribe Chapter Chapter Tribe lead PO Chapter Chapter Guild Each Tribe is a lightweigh...
Guild “unconferences” Example: Spotify
Organic structure emergent, dynamic ad-hoc communication Henrik Kniberg
Face-2-face communication
Henrik Kniberg Cross-functional, self-organizing team
KEGON AG 2014 Frameworks 1. Scrum – 80% 2. Nexus – Ganz nah an Scrum 3. LeSS – Synchrone Skalierung 4. Spotify - Beispiel-...
KEGON AG 2014 SAFe
KEGON AG 2014 SAFe
KEGON AG 2014 SAFe
KEGON AG 2014 SAFe
Koexistenz Agile Klassisch?
Accelerate, The Evolution of the 21st Century Organisation https://youtu.be/Pc7EVXnF2aI
Fragen?
KEGON : Vergleich agiler frameworks - by Kurt Jäger
Upcoming SlideShare
Loading in …5
×

KEGON : Vergleich agiler frameworks - by Kurt Jäger

251 views

Published on

"An agile report compares agile scaling approaches in terms of their market penetration. In Section 6, NEXUS is mentioned at 1% first time this year, LeSS loses 1% to 3% and SAFe is the clear market leader with 28%. Between the frameworks, there are often bitter discussions in the appropriate forums on the Internet, who advocates the better scaling approach. This is in my opinion, but an unnecessary disgusting discussion, because
1. The differences in each implementation of a framework are strongly influenced by the corporate culture.
2. Frameworks are customizable by definition.

I therefore would like to deal with commonalities and the main emphasis of the three scaling methods.
It is e.g. an essential difference whether:
1. Three teams of seven developers working on one product - ,
or several 100 employees creating a solution with integration of hardware and software or the involvement of (agile) suppliers
2. The enterprise portfolio management should be agile.
3. The Scrum teams should be organized over a long-term budgeting along the Valuestreams.
4. The goal is to scale agile in a startup or in a young company. - or a classic enterprise like LEGO wants to be agile."

Published in: Business
no profile picture user

  • Be the first to comment

  • Be the first to like this

KEGON : Vergleich agiler frameworks - by Kurt Jäger

  1. 1. Gemeinsame Vorteile agiler Skalierung: LeSS, SAFe, Nexus & Spotify CA Meetup Darmstadt 2018 Kurt Jäger KEGON AG 2014
  2. 2. Kurt Jäger Physicist…: 40 years of Software Development 15 years with agility & lean 10 years as consultant & coach Management Consultant kurt.jaeger@kegon.de +49 611 20 50 80 Agile Management Coach e.g. at.: Deutsche Bank Program Ltg. VK-Phönix Deutsche Bahn Program Ltg. Step42 BMW.digital Agile Assessment Audi & VW Customer journey Software AG SAFe usage CGM SAFe adaption Generali Agile Transition Societe Generale Agile Transition KEGON AG Biebricher Allee 119 65187 Wiesbaden +49 611 20 50 80 www.kegon.de KEGON AG 2016 2
  3. 3. Warum agil & lean?
  4. 4. KEGON AG 20144
  5. 5. Lieferung von Wert optimieren Big Bang Große Inkremente Kleine Inkremente Höchster Wert zuerst Wert Aufwand Henrik Kniberg Kosten Value Zeit kumulativ
  6. 6. Warum agil/lean? • Anpassungsfähigkeit an sich ändernde Welt - 3% Monat • Komplexität nimmt zu • Inkrementell - Fast Feedback • Transparenz • Wertorientiert priorisieren – das richtige tun – WSJF • Waste reduzieren • I&A • Fertige Software als KPI • Hohe Zufriedenheit durch Autonomie • Hohe Produktivität • Lösung 80% Scrum
  7. 7. Warum skalieren?
  8. 8. KEGON AG 2014 Warum Skalieren?
  9. 9. KEGON AG 2014 Alignment!
  10. 10. Grenzen der direkten Kommunikation 𝒌 = 𝒏(𝒏 − 𝟏) 𝟐
  11. 11. Resource optimization vs Time-to-market optimization Henrik Kniberg C Specialists C D TS Cross-functional team User needs Specialized tasks D T S Resource optimization Time-to-market optimization
  12. 12. Feature teams Cross-functional, self-organizing, colocated Henrik Kniberg Client team C C C Test team T T T DB team D D D Server team S S S Feature team 1 C C S D T T C S D T Feature team 2 D S DB Server Client User Communities of interest
  13. 13. Scrum Masterby Scrum.org – Improving the Profession of Software Development Professional
  14. 14. If Development Teams are not co-located: Adjusted estimate = Estimate * 1.4 Adjust Estimates For Co-location
  15. 15. If more than 1 Scrum Team but fewer than 9: Adjusted estimate = Estimate * 1.4 Adjust Estimates For Number Of Teams Daily Scrum Daily Scrum Daily Scrum Team 1 Team 2 Team 3 Coordinating Scrum of Scrums
  16. 16. KEGON AG 2014 Warum Skalieren? • Teamgröße ist limitiert 7 +/- 2 • Mehr als 1 Team arbeitet an einem Produkt • 75% aller Projekte benötigen weniger als 3 Teams • Siloteams – wegen Effizienzoptimierung aus der Vergangenheit • Feature-Teams …. • Zu viele Manager • Totslicen von Mitarbeitern • Skalierng erst mal hinterfragen
  17. 17. Want to scale Agile? DON‘T! Craig Larman, author of Large Scale Scrum (LeSS) Scale Agile?
  18. 18. KEGON AG 2014 Alternativen zur Skalierung 1. Silos auflösen mit inversem Conway Law – Share Nothing Architektur 2. Große Projekte in kleine zerlegen 3. Gar keine Projekte mehr sondern jedes Feature einzeln
  19. 19. KEGON AG 2014 Scrum Day 2014 20 Conway‘s Law - rückwärts
  20. 20. Not ”horizontal” increments Henrik Kniberg DB Server Client 1 2 3 1 2 3 4 value 21
  21. 21. ”Vertical” increments! DB Server Client 1 5 2 3 1 432 value 22 Henrik Kniberg
  22. 22. Need to scale Agile? Be very carefull!!
  23. 23. Scrum Masterby Scrum.org – Improving the Profession of Software Development Professional Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
  24. 24. Decouple as much as possible First the Spotify client was a monolith… Feature Teams Container teams Now the client is a “container” rik Kniberg
  25. 25. Release trains & Feature toggles A B C D E G F H A B C E C E F G H D Week 12 Week 15 Release! Release! 26 Henrik Kniberg
  26. 26. KEGON AG 2014 Agile Methods and Practices 11th Annual State of Agile Survey 2016
  27. 27. KEGON AG 2014 Herausforderungen agiler Skalierung 1. Agile und Lean Prinzipien: Value value Value….. 2. Aufbau-Organisation: Linie! HR BR 3. Selbstorganisation: … braucht Führung 4. Kultur: Agile Transition 1-5 Jahre 5. ASE: XP, DevOps, Agile Architecture 6. Kommunikation Reden, reden, reden, aufschreiben 7. Pull statt Push Runter mit der Auslastung 8. WIP Nicht alles gleichzeitig 9. Produkt-organisation Weg von Projekten 10. Tools: Atlassian, CA, versionone
  28. 28. KEGON AG 2014 Skalierungsstufen? 0. Scrum ein Team 1 Produkt - Maximale Autonomie 1. Agiles Produktmanagement - mehr als ein Team / Produkt 2. Agiles Lösungsmanagement – Boing 777 3. Agiles Portfoliomanagement – Discovery Kanban
  29. 29. KEGON AG 2014 Portfolio
  30. 30. KEGON AG 2014 Frameworks 1. Scrum – 80% 2. Nexus – Ganz nah an Scrum 3. LeSS – Synchrone Skalierung 4. Spotify - Beispiel-Implementierung 5. SAFe - Marktführer
  31. 31. Agile Methods and Practices KEGON AG 2016 32 11th Annual State of Agile Survey 2016
  32. 32. KEGON AG 2014 Agile Methods and Practices 11th Annual State of Agile Survey 2016
  33. 33. KEGON AG 2014 Frameworks 1. Scrum – 80% 2. Nexus – Ganz nah an Scrum 3. LeSS – Synchrone Skalierung 4. Spotify - Beispiel-Implementierung 5. SAFe - Marktführer
  34. 34. KEGON AG 2014 Nexus https://www.scrum.org/resources/online-nexus-guide
  35. 35. KEGON AG 2014 Frameworks 1. Scrum – 80% 2. Nexus – Ganz nah an Scrum 3. LeSS – Synchrone Skalierung 4. Spotify - Beispiel-Implementierung 5. SAFe - Marktführer
  36. 36. KEGON AG 2014 Less • https://less.works/less/framework/index.html https://less.works/less/framework/index.html
  37. 37. KEGON AG 2014 Less https://less.works/less/framework/index.html
  38. 38. KEGON AG 2014 Frameworks 1. Scrum – 80% 2. Nexus – Ganz nah an Scrum 3. LeSS – Synchrone Skalierung 4. Spotify - Beispiel-Implementierung 5. SAFe - Marktführer
  39. 39. 00:22 Feature teams Henrik Kniberg
  40. 40. Resource optimization vs Time-to-market optimization Henrik Kniberg C Specialists C D TS Cross-functional team User needs Specialized tasks D T S Resource optimization Time-to-market optimization
  41. 41. Feature teams Cross-functional, self-organizing, colocated Henrik Kniberg Client team C C C Test team T T T DB team D D D Server team S S S Feature team 1 C C S D T T C S D T Feature team 2 D S DB Server Client User Communities of interest
  42. 42. Spotify ”squad” Henrik Kniberg Example: Spotify
  43. 43. 44 Example: Spotify Each squad has end-to-end ownership
  44. 44. Squads are grouped into Tribes Henrik Kniberg Tribe Tribe Tribe TribeTribe Tribe Example: Spotify
  45. 45. PO PO PO Tribe Tribe lead PO PO PO PO Tribe Chapter Chapter Tribe lead PO Chapter Chapter Guild Each Tribe is a lightweight matrix Vertical = Delivery. Horizontal = knowledge sharing. Example: Spotify
  46. 46. Guild “unconferences” Example: Spotify
  47. 47. Organic structure emergent, dynamic ad-hoc communication Henrik Kniberg
  48. 48. Face-2-face communication
  49. 49. Henrik Kniberg Cross-functional, self-organizing team
  50. 50. KEGON AG 2014 Frameworks 1. Scrum – 80% 2. Nexus – Ganz nah an Scrum 3. LeSS – Synchrone Skalierung 4. Spotify - Beispiel-Implementierung 5. SAFe - Marktführer
  51. 51. KEGON AG 2014 SAFe
  52. 52. KEGON AG 2014 SAFe
  53. 53. KEGON AG 2014 SAFe
  54. 54. KEGON AG 2014 SAFe
  55. 55. Koexistenz Agile Klassisch?
  56. 56. Accelerate, The Evolution of the 21st Century Organisation https://youtu.be/Pc7EVXnF2aI
  57. 57. Fragen?

×