1.
Gemeinsame Vorteile
agiler Skalierung:
LeSS, SAFe,
Nexus &
Spotify
CA Meetup Darmstadt 2018
Kurt Jäger
KEGON AG 2014

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.
Warum agil & lean?

4.
KEGON AG 20144

5.
Lieferung von Wert optimieren
Big Bang Große Inkremente Kleine Inkremente
Höchster Wert zuerst
Wert
Aufwand
Henrik Kniberg
Kosten
Value
Zeit
kumulativ

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.
Warum skalieren?

8.
KEGON AG 2014
Warum Skalieren?

9.
KEGON AG 2014
Alignment!

10.
Grenzen der
direkten Kommunikation
𝒌 =
𝒏(𝒏 − 𝟏)
𝟐

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.
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.
Scrum Masterby Scrum.org – Improving the Profession of Software Development
Professional

14.
If Development Teams are not co-located:
Adjusted estimate = Estimate * 1.4
Adjust Estimates For Co-location

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.
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.
Want to scale Agile?
DON‘T!
Craig Larman, author of Large Scale Scrum (LeSS)
Scale Agile?

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.
KEGON AG 2014 Scrum Day 2014 20
Conway‘s Law - rückwärts

20.
Not ”horizontal” increments
Henrik Kniberg
DB
Server
Client
1
2
3
1 2 3
4
value
21

21.
”Vertical” increments!
DB
Server
Client 1
5
2 3
1 432
value
22
Henrik Kniberg

22.
Need to scale Agile?
Be very
carefull!!

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.
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.
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.
KEGON AG 2014
Agile Methods and Practices
11th Annual State of Agile Survey 2016

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.
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.
KEGON AG 2014
Portfolio

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.
Agile Methods and Practices
KEGON AG 2016 32
11th Annual State of Agile Survey 2016

32.
KEGON AG 2014
Agile Methods and Practices
11th Annual State of Agile Survey 2016

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.
KEGON AG 2014
Nexus
https://www.scrum.org/resources/online-nexus-guide

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.
KEGON AG 2014
Less
• https://less.works/less/framework/index.html
https://less.works/less/framework/index.html

37.
KEGON AG 2014
Less
https://less.works/less/framework/index.html

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.
00:22
Feature teams
Henrik Kniberg

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.
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.
Spotify ”squad”
Henrik Kniberg
Example: Spotify

43.
44
Example: Spotify
Each squad has end-to-end ownership

44.
Squads are grouped into Tribes
Henrik Kniberg
Tribe Tribe Tribe
TribeTribe Tribe
Example: Spotify

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.
Guild “unconferences”
Example: Spotify

47.
Organic structure
emergent, dynamic
ad-hoc communication
Henrik Kniberg

48.
Face-2-face
communication

49.
Henrik Kniberg
Cross-functional, self-organizing team

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.
KEGON AG 2014
SAFe

52.
KEGON AG 2014
SAFe

53.
KEGON AG 2014
SAFe

54.
KEGON AG 2014
SAFe

55.
Koexistenz Agile Klassisch?

56.
Accelerate,
The Evolution of the 21st Century Organisation
https://youtu.be/Pc7EVXnF2aI

57.
Fragen?