This document summarizes several agile and lean frameworks including Scrum, XP, Kanban, Behavior Driven Development, Agile Unified Process, Dynamic Systems Delivery Method, Crystal, Scrum of Scrums, Large Scale Scrum, Scaled Agile Framework, Enterprise Scrum, and Disciplined Agile. It provides brief descriptions of the core methods, principles, and techniques of each framework.

1. Auxiliary Agile and Lean
Frameworks

2. Agile and Lean Frameworks
Scrum
XP
Kanban
Behaviour Driven
Development
Agile Unified Process
Dynamic Systems
Delivery Method
A single team management framework
“Sign-board” from the Toyota Production System
eXtreme Programming a software development method
Crystal
Scaled Agile
Framework
Core Methods
Many Auxiliary
Methods
Agile and Lean Frameworks
Scrum of Scrums
Large Scale Scrum
Disciplined
Agile
Coincides with Agile Practice Guide 3.0
Feature Driven DevelopmentFDD

3. Coincides with APG 3.0
Crystal
Crystal
Introduced by Alexander Cockburn in his book “Crystal Clear” and created at IBM in 1991,
Crystal is an agile framework focusing on individuals and their interactions, as opposed to
processes and tools (the first Agile principle). It is not a set process, but a guideline for
team collaboration and communication.
Three core beliefs:
Technologies change techniques
Cultures change norms
Distances change communication
Agile and Lean Frameworks

4. Coincides with APG 3.0
Crystal
Crystal
Crystal is designed to scale, and realises that each project may require a slightly tailored
set of practices based on size and complexity.
Core Values Common Properties
People Frequent delivery
Interaction Reflective improvement
Community Close communication
Skills Personal safety
Talents Focus
Communications Easy access to expert users
Technical environment with automated
tests, configuration management and
frequent integration.
Agile and Lean Frameworks

5. Coincides with APG 3.0
Crystal
Crystal
Sizing framework:
Life (L) L3 L10 L30 L80
Essential
Money (E)
E3 E10 E30 E80
Discretionary
money (D)
D3 D10 D30 D80
Comfort (C) C3 C10 C30 C80
Number of people
involved +- 20% 1 - 4 6-20 20-40 5-100
Crystal clear Crystal yellow Crystal orange Crystal red
Crystal is designed to scale, and realises that each project may require a slightly tailored
set of practices based on size and complexity.
Agile and Lean Frameworks

6. Coincides with APG 3.0
Dynamic Systems Delivery Method
Dynamic Systems Delivery
Method
DSDM was designed to add more rigour to the rising iterative methods of the
1990s. It is most known for its emphasis on constraint-driven delivery, which
sets Cost, Quality and Time at the beginning, then uses formalised prioritisation
of scope to meet those constraints.
Agile and Lean Frameworks

7. Coincides with APG 3.0
Dynamic Systems Delivery Method
Dynamic Systems Delivery
Method
Eight principles guide the use of the DSDM framework:
1. Focus on the business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build incrementally from firm foundations
6. Develop iteratively
7. Communicate continuously and early
8. Demonstrate control (use appropriate techniques, prioritisation of
scope, etc)
Agile and Lean Frameworks

8. Coincides with APG 3.0
Agile Unified Process
Agile Unified Process
The intent of AUP is to perform more iterative cycles across seven key
disciplines, and incorporate the associated feedback before formal delivery.
Discipline within a release Principles guiding the disciplines
Model The team knows what it’s doing
Implementation Simplicity
Test Agility
Deployment Focus on high-value activities
Configuration management Tool independence
Project Management Tailoring to fit
Environment Situationally specific
Agile and Lean Frameworks

9. Coincides with APG 3.0
Behaviour Driven Development
Behaviour-driven development allows a developer to focus on testing the code
based on the expected behaviour of the software. It is a method of writing user
stories.
Specific behaviour-driven development frameworks can be used to define
acceptance criteria based on the given/when/then format:
• Given some initial context,
• When an event occurs,
• Then ensure some outcomes.
Behaviour Driven Development
Agile and Lean Frameworks

10. Scaling Frameworks
Scrum of Scrums
SoS
Large Scale Scrum
LeSS
Scaled Agile Framework
SAFe
Enterprise Scrum
Disciplined Agile
DA
Agile and Lean Frameworks
Coincides with Agile Practice Guide 3.1

11. Scrum of Scrums
Scrum of Scrums
Similar to Projects, Programs and Portfolios, a “Scrum of Scrums” is conducted
when two or more teams of three to nine members need to co-ordinate their
work. A representative from each team attends a meeting with other team
representative around three times a week.
A representative from each team attends a meeting with other
team representative around three times a week, to report on:
• Completed work
• Next set of work
• Current blockers
• Potential upcoming blockers
The goal is to ensure teams are coordinating work and
removing blockers across teams.
Agile and Lean Frameworks
Coincides with Agile Practice Guide 3.1

12. Scrum of Scrums
Scrum of Scrums
Scrum of Scrum
of Scrums
Scrum of Scrums
Scrum Teams
Notice how this aligns with the view of Projects, Programs and Portfolios in the PMBOK
Guide.
Agile and Lean Frameworks
Coincides with Agile Practice Guide 3.1

13. Scaled Agile Framework (SAFe)
Scaled Agile Framework
SAFe focuses on a detailing practices, roles and activities at the portfolio,
program and project levels, and focuses on organising the enterprise around
value streams that provide value to the customer.
Principles:
• Take an economic view
• Apply systems thinking
• Assume variability, preserve options
• Build incrementally with fast, integrated learning cycles
• Base milestones on objective evaluation of working systems
• Visualise and limit work in progress, reduce batch sizes, manage
queue lengths
• Apply the cadence for synchronising with cross-domain planning
• Unlock the intrinsic motivation of knowledge workers
• Decentralise decision making
Agile and Lean Frameworks
Coincides with Agile Practice Guide 3.1

14. Large Scale Scrum (LeSS)
Large Scale Scrum
LeSS aims to organise several development teams toward a common goal by
extending the Scrum method across teams.
Similarities of LeSS and Scrum LeSS Techniques Added to Scrum
One single product backlog
Sprint planning is more formally divided
into two parts – what and how.
One definition of done for all teams Organic cross-team coordination
One potentially shippable product
increment at the end of each sprint
Overall cross-team refinement
One product owner
Overall retrospective focused on cross-
team improvements
Complete, cross-functional teams
One sprint
Agile and Lean Frameworks
Coincides with Agile Practice Guide 3.1

15. Enterprise Scrum
Enterprise Scrum
Enterprise Scrum is a framework designed to apply the Scrum method at an
organisational level, not just a single product development effort.
It advises leaders to:
• Extend the use of Scrum across all aspects of the organisation
• Generalise the Scrum techniques to apply easily at those various levels
• Scale the Scrum method with supplemental techniques as necessary
Agile and Lean Frameworks
Coincides with Agile Practice Guide 3.1

16. Disciplined Agile (DA)
Disciplined Agile
Disciplined Agile is a process decision framework that blends various Agile
techniques based on the following principles:
People First Enumerating roles and organisation elements at various levels
Learning-oriented Encouraging collaborative improvement
Full delivery life-cycle Promoting several fit-for-purpose life cycles
Goal-driven Tailoring processes to achieve specific outcomes
Enterprise awareness Offering guidance on cross-departmental governance
Scalable Covering multiple dimensions of program complexity
Agile and Lean Frameworks
Coincides with Agile Practice Guide 3.1