Adopting Leffingwell's Scaled Agile Framework: the theory and the practice - Agile Australia - June 2013

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This document discusses adopting the Scaled Agile Framework (SAFe) for agile development. It provides examples of benefits from implementing SAFe at an organization including reduced delivery time, increased frequency of releases, lower costs, fewer defects, and happier teams. It describes key elements of SAFe like the Agile Release Train, which coordinates multiple agile teams. It also discusses training, release planning, product backlogs, demonstrations, and other practices for scaling agile through SAFe.

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ADOPTING LEFFINGWELL'S
SCALED AGILE FRAMEWORK:
THE THEORY AND PRACTICE
EM CAMPBELL-PRETTY, GM STRATEGIC DELIVERY
@PrettyAgile
www.prettyagile.com
MARK RICHARDS, PRINCIPLE CONSULTANT, RICHDATA
@MarkAtScale
www.agilenotanchy.com

3PRESENTATION TITLE | PRESENTER NAME | DATE |

THE EDW AGILE RELEASE TRAIN
Average delivery cycle time down from 12 month to 3 months
Frequency of delivery increased from quarterly to fortnightly
Cost to deliver down 50%
95% decrease in product defects
100% projects delivered on time and on budget
Happy project sponsors (NPS 29)
Happy teams (Team NPS 43 )

THE AGILE RELEASE TRAIN
• A virtual organization of 5 – 12 teams (50-100 individuals) that
plans, commits, and executes together
• Common cadence and normalized story point estimating
• Aligned to a common mission via a single program backlog
• Operates under architectural and UX guidance
• Produces valuable and evaluate-able system-level Potentially
Shippable Increments (PSI) every 8-12 weeks
The ART is a long-lived, self-organizing team of agile teams
that delivers solutions
Define new
functionality
Implement
Acceptance
Test
Deploy
Repeat until further notice. Project chartering not required.

THE BEST WAY TO START
 Train everyone at the
same time
 Same instructor,
same method
 Cost effective
 Align all teams to
common objectives
 Commitment
 Continue training
during planning
 Orientation for
specialty roles
 Open spaces
 Tool training for
teams
Training:
SAFe
ScrumXP
Release
Planning
Enterprise
Scrum
Master
Quickstart
Enterprise
Product
Owner
Quickstart
Mon Tue Wed Thu Fri
Tooltraining
You
Are
Agile,
Now
When you find the first train, go “All In” and “All at Once”

STRUCTURING THE AGILE RELEASE TRAIN
Deployment
Services
Pipeline Services
(connecting, feeding, and shielding the delivery
teams. Identification of strategic opportunities)
Development Service
(engaged and delivering directly to
Epic/Feature Owners)
Leadership Team ‘Loco’
+ Specialist Chapters
(virtual teams made from the workers themselves)
SD
System Team
(identifies, manages, and eliminates bottlenecks)
Team
Collaboration

RELEASE PLANNING
• Two days every 8-12 weeks
• Everyone attends in person if at all possible
• Product Management owns feature priorities
• Development team owns story planning and high-level estimates
• Architects, UX folks work as intermediaries for governance,
interfaces and dependencies
• Result: A committed set of program objectives for the next PSI
Cadence-based PSI/Release Planning meetings are the “pacemaker”
of the agile enterprise

THE FOUNDATION IS LEAN LEADERSHIP
16PRESENTATION TITLE | PRESENTER NAME | DATE |
16PRESENTATION TITLE | PRESENTER NAME | DATE |

SCALING THE PRODUCT OWNER
Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12

SCALING THE PRODUCT OWNER
EPIC OWNER
FEATURE
OWNER
PRODUCT
OWNER

CONTINUOUS INTER-TEAM COORDINATION
• Agile team members may visit
other team’s…
• Backlog grooming: to see what’s
coming next sprint, request
adjustments
• Sprint planning: request
adjustments
• Daily standups: follow up on
execution
• Team Demo: summarize current
stage
Agile teams self-manage dependencies and resolve risks
Agile Team 1
Agile Team 2
Dependent
story
Join other
team scrum
ceremony

SCALING COMMUNICATION:
THE DAILY COCKTAIL PARTY
22PRESENTATION TITLE | PRESENTER NAME | DATE |
9:00am 9:15am 930am
9:45am

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Presentation with Jean Tabaka at Agile 2014. When you create Agile teams you typically tell people about a methodology. You probably explained their roles within the decision framework to guide their responsibilities and actions. And you told them that they collaborate and coordinate their decisions versus being told what to do. But where do we help teams bond? How do you support their sense of belonging and value and respect for one another? We believe you will fail in your Agile adoption if you are not explicit in creating and sustaining these attributes. What you are missing is a sense of “tribes.” But what is a tribe? Who creates it? What holds it together? Our answers may startle you. For us, Agile success relies on each team’s sense of their individual identity coupled with the tribe’s sense of unity. We’re convinced that the notion of creating and sustaining tribes is pivotal to scaling Agile. And yet this notion seems conspicuously absent in how experts talk about success in scaling Agile? In this talk, Em and Jean bring the good, the bad and ugly from their research, personal insights, and stories about tribes.

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Presentation at #Lastconf on 18th September 2015. People naturally form tribes. It is just what we do. However, not all tribes are equally effective. Just like with regular teams it is the culture of the tribe that dictates its effectiveness. When we pull various technology teams to work on a program, product, value stream or Agile Release Train they will form a tribe, a team of teams. When we launch agile programs, we tend to teach our teams about the methodology, how their roles will change and how we expect them to be collaborative. What is often forgotten is the need to help these large program teams bond, foster a sense of belonging, shape their values and instil respect for one another. Successful Agile at Scale requires explicitly creating and sustaining these attributes, building a culture beyond team’s individual identity to create a sense of tribal unity.

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2. 5 Wagile Teams 4 Projects

3. 3PRESENTATION TITLE | PRESENTER NAME | DATE |

4. THE EDW AGILE RELEASE TRAIN Average delivery cycle time down from 12 month to 3 months Frequency of delivery increased from quarterly to fortnightly Cost to deliver down 50% 95% decrease in product defects 100% projects delivered on time and on budget Happy project sponsors (NPS 29) Happy teams (Team NPS 43 )

7. THE AGILE RELEASE TRAIN • A virtual organization of 5 – 12 teams (50-100 individuals) that plans, commits, and executes together • Common cadence and normalized story point estimating • Aligned to a common mission via a single program backlog • Operates under architectural and UX guidance • Produces valuable and evaluate-able system-level Potentially Shippable Increments (PSI) every 8-12 weeks The ART is a long-lived, self-organizing team of agile teams that delivers solutions Define new functionality Implement Acceptance Test Deploy Repeat until further notice. Project chartering not required.

8. EPICS FEATURES STORIES

9. THE BEST WAY TO START  Train everyone at the same time  Same instructor, same method  Cost effective  Align all teams to common objectives  Commitment  Continue training during planning  Orientation for specialty roles  Open spaces  Tool training for teams Training: SAFe ScrumXP Release Planning Enterprise Scrum Master Quickstart Enterprise Product Owner Quickstart Mon Tue Wed Thu Fri Tooltraining You Are Agile, Now When you find the first train, go “All In” and “All at Once”

10. HOW WE STARTED

11. STRUCTURING THE AGILE RELEASE TRAIN Deployment Services Pipeline Services (connecting, feeding, and shielding the delivery teams. Identification of strategic opportunities) Development Service (engaged and delivering directly to Epic/Feature Owners) Leadership Team ‘Loco’ + Specialist Chapters (virtual teams made from the workers themselves) SD System Team (identifies, manages, and eliminates bottlenecks) Team Collaboration

12. VISUALISE THE PROGRAM PORTFOLIO

13. SCALING THE SPRINT

14. RELEASE PLANNING • Two days every 8-12 weeks • Everyone attends in person if at all possible • Product Management owns feature priorities • Development team owns story planning and high-level estimates • Architects, UX folks work as intermediaries for governance, interfaces and dependencies • Result: A committed set of program objectives for the next PSI Cadence-based PSI/Release Planning meetings are the “pacemaker” of the agile enterprise

15. ‘PSI-LITE’ BECOMES UNITY DAY 1515

17. SCALING THE PRODUCT OWNER Source: Agile Portfolio and Program Management in the Scaled Agile Framework, Dean Leffingwell, Agile Melbourne Meetup, 15/02/12

18. SCALING THE PRODUCT OWNER EPIC OWNER FEATURE OWNER PRODUCT OWNER

19.

20. THE RELEASE BOARD FEATURE LEVEL

21. CONTINUOUS INTER-TEAM COORDINATION • Agile team members may visit other team’s… • Backlog grooming: to see what’s coming next sprint, request adjustments • Sprint planning: request adjustments • Daily standups: follow up on execution • Team Demo: summarize current stage Agile teams self-manage dependencies and resolve risks Agile Team 1 Agile Team 2 Dependent story Join other team scrum ceremony

22. SCALING COMMUNICATION: THE DAILY COCKTAIL PARTY 22PRESENTATION TITLE | PRESENTER NAME | DATE | 9:00am 9:15am 930am 9:45am

23. SAFE SCRUM / XP

24.

25. A LITTLE TASTE OF OUR CULTURE http://www.prettyagile.com/2013/05/the-power-of-haka.html

26. QUESTIONS?

Adopting Leffingwell's Scaled Agile Framework: the theory and the practice - Agile Australia - June 2013

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