Reedy Feggins presents on scaling agile practices. He has over 15 years of software development experience including certifications in SAFe, Scrum, and Project Management. Innovation is increasingly driven by software, but software development faces challenges like changing requirements, unpredictable delivery, and high costs. Agile frameworks aim to address these challenges but don't scale beyond the team level. The Scaled Agile Framework (SAFe) provides a proven approach for applying agile practices at an enterprise scale through alignment, collaboration, and synchronized delivery across many teams. SAFe has helped other organizations increase productivity, speed time to market, and reduce defects.

1. © 2014 IBM Corporation
Adopting Scaled Agile
Webinar
Reedy Feggins – rfeggins@us.ibm.com
SAFe Certified SPC
Certified ScrumMaster (CSM), PMP

2. 2
Scaling Agile Practices
About the Speaker Background
Reedy Feggins Jr
15+ years software development experience
SAFe Certified SPC
PMP (Project Management Professional)
CSM-P (Certified Scrum Master Practitioner)
8 years experience on Agile teams
Agile Coach for IBM Rational Software Development

3. 3
Scaling Agile Practices
Innovation is increasingly being driven by software
Source: Mobile banking: A catalyst for improving bank performance, Deloitte, 2010;
and This Car Runs on Code, Robert Charette, IEEE Spectrum, 2009.
Mobile banking will be
the most widely used banking
channel by 2020, if not sooner
The average 2010 automobile
contains more lines of software
code than a fighter jet

4. 4
Scaling Agile Practices
Source: Numerous sources, see speaker notes for details
2010 Spending in U.S. on governance,
risk and compliance was $29.8 billion
Increasing
Mandates
62% of projects fail to meet
intended schedule
Unpredictability
in Software Delivery
50% of outsourced projects
are expected to under perform
Globally Distributed Software
and Product Supply Chains
Complex, Multi-platform
Systems and Applications
62% of companies have agile projects
requiring integration with legacy systems
30% of project costs are due to rework
and poor execution of requirements
Changing Requirements
and Time to Market
Cost
Reduction
70% budget locked in maintenance and
37% of projects go over budget
2010 Spending in U.S. on governance,
risk and compliance was $29.8 billion
Increasing
Mandates
62% of projects fail to meet
intended schedule
Unpredictability
in Software Delivery
50% of outsourced projects
are expected to under perform
Globally Distributed Software
and Product Supply Chains
Complex, Multi-platform
Systems and Applications
62% of companies have agile projects
requiring integration with legacy systems
30% of project costs are due to rework
and poor execution of requirements
Changing Requirements
and Time to Market
Cost
Reduction
70% budget locked in maintenance and
37% of projects go over budget
Software-driven innovation is challenging

5. 5
Scaling Agile Practices
What is required to deliver high-quality
Software on time and budget ?

6. 6
Scaling Agile Practices
Agile flips the Iron Triangle

7. 7
Scaling Agile Practices
Agile values Individuals
Interactions
Individuals
Interactions
Respond
to Change
Respond
to Change
Source: www.agilemanifesto.org
Processes
and Tools
Processes
and Tools
Following
a Plan
Following
a Plan
over
We value
That is, while there is
value in the items on
the right, we value the
items on the left more.
Customer
Collaboration
Customer
Collaboration
Contract
Negotiation
Contract
Negotiation
Working
Software
Working
Software
Comprehensive
Documentation
Comprehensive
Documentation

8. 8
Scaling Agile Practices
Agile Framework
XP
• Based on
simplicity,
communication,
feedback,
courage, and
respect
• Start simple and
add complexity
through
refactoring
Scrum SCRUM
• Small teams of 6-9
people
• “Backlog” defined
requirements that
will be addressed
in each Sprint
• Daily 15 minute
Scrum meeting to
discuss work for
the day
Crystal
• Frequent
delivery
• Reflective
improvement
Lean
• Based on 7 core
principles (e.g.,,
• Eliminating waste,
• amplifying learning
• Building Integrity in
from start
• Uses Kanban and
Value stream mapping
to improve team
performance
Feature
Driven
• Develop feature
list
• Plan, Design,
Build by Feature
Test-driven development
Planning game
Pair Programming
Refactoring
Agile Practices - The above methods involve a range of techniques including:
Continuous integration
Design improvement
Small releases
Simple design
Static Analysis
Coding standard
Sustainable pace
Whole team
“Agile” is generally a overloaded term in the industry…
Disciplined
Agile
• People-first,
learning-oriented
hybrid agile
approach to IT
solution delivery.
• It has a risk-value
lifecycle, is goal-
driven, is
scalable, and is
enterprise aware.
Unified
Process

9. 9
Scaling Agile Practices
Framework Creator: Dean Leffingwell
Founder and CEO
ProQuo, Inc., Internet identity
Senior VP
Rational Software
Responsible for Rational Unified
Process (RUP) & Promulgation
of UML
Founder/CEO
Requisite, Inc.
Makers of RequisitePro
Founder/CEO
RELA, Inc.
Colorado MEDtech
Founder and CEO
ProQuo, Inc., Internet identity
Senior VP
Rational Software
Responsible for Rational Unified
Process (RUP) & Promulgation
of UML
Founder/CEO
Requisite, Inc.
Makers of RequisitePro
Founder/CEO
RELA, Inc.
Colorado MEDtech
9

10. 10
Scaling Agile Practices
What is Scaled Agile?
Scaled Agile Framework (SAFe) Big Picture
http://scaledagileframework.com/
Dean Leffingwell has elaborated this approach in:
– Agile Software Requirements: Lean Requirements for Teams Programs and the
Enterprise (2011)
– Scaling Software Agility: Best Practices for Large Enterprises, (2007)
– scalingsoftwareagilityblog.com.
Backed up by SAFe Program Consultant (SPC) and SAFe Agilitist (SA)
– Certification process: http://scaledagileacademy.com
The Scaled Agile Framework® (pronounced SAFe™) is an interactive
knowledge base for implementing agile practices at enterprise scale.

11. 11
Scaling Agile Practices
Some Thoughts on Agile Methods
Scrum
– Works great. Less filling. Ubiquitous. Scrumptious. Let’s Sprint.
Extreme Programming
– Really great code from really great coders.
We can scale great code. Extremely useful. Let’s Program with it.
Kanban
– Clear thinking on flow, demand management and limiting wip.
Let’s flow, limit WIP and manage demand with it.
11
But if these innovative methods don’t have the native constructs to address the view
beyond the team − the systems view − shouldn’t we do something about that?
And, on behalf of millions of practitioners, working on really big systems in really big
companies, and struggling badly with existing approaches, don’t we have an obligation
to try?

12. 12
Scaling Agile Practices

13. 13
Scaling Agile Practices
Distributed Planning
May have to do planning in two chunks of time rather than one solid (4-hour) block
Will need/want an electronic agile planning tool to pull stories into the Sprint plan
Typically use electronic modeling, drawing tools and screen sharing. May do some diagrams offline and
share electronically.
Easy Planning Poker (Chat, everyone enters the number of story points)
Teams will share files and links to facilitate discussions
13

14. 14
Scaling Agile Practices
SAFe Delivers Business Results
Increase in
employee
engagement
20-50%
increase in
productivity
30-75%
faster time
to market
50%+
defect
reduction
14

15. 15
Scaling Agile Practices
Or Start with a Proven Framework
A proven, publicly-facing framework for applying
Lean and Agile practices at enterprise scale
ScaledAgileFramework.com
Synchronizes alignment,
collaboration and delivery
for large numbers of teams
Synchronizes alignment,
collaboration and delivery
for large numbers of teams
CORE VALUES
1. Program Execution
2. Alignment
3. Code Quality
4. Transparency

16. 16
Scaling Agile Practices
SAFe Big Picture

17. 17
Scaling Agile Practices
Discriminating Themes, Epics, Feature and Stories
YesFits in a single
iteration.
(story points.)
Product Owner
and Team.
Atomic. Fit
For team and
detailed user
understanding
Story
YesFits in an internal
release,
Can be divided into
incremental sub‐
features as necessary
(Points)
Product manager
Product owner
Short, descriptive,
value delivery and
benefit oriented
statement.
Customer and
marketing
understandable
Feature
NoIncluding mockup,
prototype,
user story canonical
or declarative form
6‐12 months.
Sized.
Program / product
mgmt (PPM)
Business owners
Bold, Impactful,
marketable
differentiators
Epic
NoAny: text,
prototype,
PPT, Video or
conversation
Span strategic planning
12‐18+ months.
Not sized, controlled by
% investment
Portfolio
fiduciaries
Strategic Product
BIG, hairy, audacious,
game changer,
initiatives providing
competitive advantage
Theme
Test
able
FormatSizingResponsibilityDescription
Type of
Information
http://scalingsoftwareagility.files.wordpress.com/2007/03/a-lean-and-scalable-requirements-information-model-for-agile-enterprises-pdf.pdf

18. 18
Scaling Agile Practices
Scalable requirements model for the agile enterprise appears below
• While this model look more complex that most agilists typically use, it scales
directly to team or project
• Scaling agility - from the project - to the program - to the portfolio level
• When applied at lower levels use only required subset

19. 19
Scaling Agile Practices
Comparing Agile vs. Waterfall Approach
% 100
Working
Code
Time
MONTHS
Architecture DesignReqts Coding Test Deployment
1 2 3 4 5 6 7 8
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12 S13 S14 S15

20. 20
Scaling Agile Practices
Common Agile Inhibitors

21. 21
Scaling Agile Practices
© Copyright IBM Corporation 2013. All rights reserved. The information contained in
these materials is provided for informational purposes only, and is provided AS IS without
warranty of any kind, express or implied. IBM shall not be responsible for any damages
arising out of the use of, or otherwise related to, these materials. Nothing contained in
these materials is intended to, nor shall have the effect of, creating any warranties or
representations from IBM or its suppliers or licensors, or altering the terms and conditions
of the applicable license agreement governing the use of IBM software. References in
these materials to IBM products, programs, or services do not imply that they will be
available in all countries in which IBM operates. Product release dates and/or capabilities
referenced in these materials may change at any time at IBM’s sole discretion based on
market opportunities or other factors, and are not intended to be a commitment to future
product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo,
Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the
International Business Machines Corporation, in the United States, other countries or both.
Other company, product, or service names may be trademarks or service marks of others.
www.ibm.com/software/rational