Agile began in 1990 due to long development times between business needs and applications. In 2001, 17 leaders created the Agile Manifesto valuing individuals, working software, customer collaboration, and responding to change. Popular frameworks include SAFe for large enterprises, LeSS for multiple teams, Scrum of Scrums, Scrum@Scale, and DAD's toolkit approach. Kanban also provides visualization and flow techniques. Adoption focuses on productivity gains while transformation changes culture and structures over years.

1. AGILE

2. Agile History & Manifesto
History
Agile software development start in 1990 during the
Software Development crisis due to the estimated time
between a business need to the actual application in
production was about three years.
A group of leaders start gathering informally to talk
about ways to develop software more simply, without
the process and documentation overhead of waterfall.
By February 2001, 17 leaders from several disciplines
gathered to discuss around how to improve the
development of software and the Manifesto was create.
Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.

3. Agile Principles
Principles behind the Agile Manifesto
We follow these principles:
Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
Welcome changing requirements, even late in development.
Agile processes harness change for the customer's competitive
advantage.
Deliver working software frequently, from a
couple of weeks to a couple of months, with a preference to the
shorter timescale.
Agile processes promote sustainable development. The sponsors,
developers, and users should be able to maintain a constant
pace indefinitely.
Build projects around motivated individuals.
Give them the environment and support they need, and trust
them to get the job done.
The most efficient and effective method of
conveying information to and within a development team is
face-to-face conversation.
Working software is the primary measure of progress. Business people and developers must work
together daily throughout the project.
Continuous attention to technical excellence
and good design enhances agility
Simplicity--the art of maximizing the amount of work not done--
is essential.
The best architectures, requirements, and designs emerge from
self-organizing teams
At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behaviour accordingly

4. Agile Basis

5. Agile Basis
is one time boxed (2-4
weeks) iteration of a
continuous
development cycle.
Project Vision articulates the goal
of the project and provide focus
for the project team.
Epics are high-level functionality
or broadly defined requirements
and can be broken down into
smaller pieces, called user stories
User Stories are short and simple
statements that document the
requirements and desired end-
user functionality
Release Plan is a high level plan of
functionalities to be deliver on
each Sprint.
Sprint Planning is the meeting to
identify the user stories to be built
and delivered during the
oncoming Sprint.
Burn Down Chart is
the main metric to
assess the progress.
Impediment Log aims to
identify, track and
resolve impediment
identified during Sprint.
Daily Scrum is the daily team
meeting to answer:
• What did you do yesterday?
• What will you do today?
• Are there any impediments?
Sprint Retrospective aims
to identify any
improvement on
behaviour or techniques.
Project Retrospective aims
to identify any
improvement on team
behaviour or techniques.
Sprint Review aims to assess the
progress of the development at
the end of the Sprint and agree
the release.
Internal

6. Development
Team
Product
Owner
The Development Team
do the work and manage
their own work
The Product Owner leads the
project with a vision and is
responsible for maximizing the
value of the product resulting
from the work of the
Development Team
The Scrum Master is responsible for
promoting and supporting Scrum as
a servant-leader to maximize the
value created by the Scrum Team
Agile Main Roles

7. Agile Frameworks Adoption
A recent study revealed the most used Agile frameworks (2018) and the market shared.
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2 3
4
5
Study identifies key themes:
• Reduced project costs are a
primary driver for Agile
adoption
• DevOps is a higher
organizational priority
• End-to-end traceability is key to
improving DevOps practices
• Value Stream Management is
new, but important
• SAFe dominates scaling methods
https://disciplinedagiledelivery.com/agile-2018-survey/

8. Agile Frameworks Adoption
Many Agile frameworks have been raised in last few years to fill all type of Agile and Scrum gaps and defined
techniques to all levels.
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2
3
4
This diagram displays most used frameworks and its level of implementation across the organization

9. These are 5 of the most relevant in recent years:
SAFe is also known as Scaled Agile Framework and
it is an enterprise level delivery solutions for highly
complicated software and systems
LeSS is also known as Large Scale Scrum and is basically Scrum applied to many teams working
collaboratively and focusing on just one product backlog for the whole organization
Scrum of Scrum is the oldest agile scaled
framework as technique to integrate the work of
multiple scrum teams working on the same project.
Disciplined Agile Delivery (DAD) is a hybrid agile
approach as a toolkit to IT solution delivery,
enterprise aware and scalable.
Spotify is a framework (not really) tailored by the
company to fulfil their Agile needs
Main Agile Frameworks

10. SAFe is specially designed for coordination of big Agile projects and teams, since its foundation in 2011
This Agile framework has already helped the largest enterprises in the world find a new way to develop software and
deliver value.
SAFe can be scaled from Essential to Full with some common basics on:
SAFe Principles
SAFe Events
SAFe Roles
SAFe Artifacts
SAFe Framework
SAFe Leadership

11. Scaling SAFe
SAFe has 3 different levels:
Essential
Large Solution
Portfolio

12. New version of SAFe
E
S
S
E
N
T
I
A
L
SAFe v5 includes new areas:
Business Agility
Organizational Agility
Agile Product Delivery
Continuous Learning Culture
Customer Centricity
DevOps

13. Agile Frameworks Adoption
Many Agile frameworks have been raised in last few years to fill all type of Agile and Scrum gaps and defined
techniques to all levels.
This diagram displays most used frameworks and its level of implementation across the organization
v5

14. Scrum of Scrum is the oldest agile scaled framework as technique to integrate the work of multiple scrum teams
working on the same project. It was created by Jeff Sutherland and Ken Schwaber, Scrum framework creators.
Scrum of Scrums Framework
SoS follows Scrum framework, events, artifacts and
roles and includes new roles to scale Scrum.
There are new roles:
- Chief Scrum Master (sometimes Agile Coach)
- Chief Product Owner
- Executive Action Team (EAT) that contains top
level executives.
- Meta Scrum which is the Product Owners team to
manage Epics and product releases.

15. It was created by Ken Schwaber after Scrum of Scrums implementation as an evolution of Scrum of Scrums due to
contains the initial idea of Scrum of Scrums concept.
There are fundamental changes as SoS evolves to an Nexus Integration Team to coordinate, coach and supervise the
applications of Nexus and the operation of Scrum.
Nexus – Scaled Scrum

16. Created by Jeff Sutherland (Scrum creator) and it’s the natural evolution of Scrum taking the basics of The Scrum
Guide and extending it to tens of teams, hundreds of teams, even thousands of teams
Scrum at Scale Framework
Scrum@Scale can be used for:
• Software development
• Hardware
• Complex Integration systems
• Services
• Processes
Because:
• Lightweight - the minimum viable
bureaucracy
• Easy to understand - consists of
only Scrum Teams
• Hard to master - requires
implementing a new operating
model

17. S@S can be scaled up to 25 Scrum Teams.
Scrum at Scale Framework
Executive Action Team is the Scrum Master
role at top of the scale and looks after the
Agile application. Scrum Master roles grows
up across the organization
Executive Meta Scrum fulfils the Product Owner role
for the entire agile organization. Product Owner role
grows from PO, Chief PO, Chief PO Meta Scrum up to
Executive Meta Scrum.

18. Executive Action Team & Executive Meta Scrum combine
Scrum at Scale Framework
It includes:
• Customer Relations
• Legal & Compliance
• Agile HR
• Infrastructure
• Knowledge team

19. Created by IBM, it’s a hybrid framework that uses principles and practices from Scrum, Lean, XP, Kanban, DevOps and
CI/CD. It can be implemented in all business layers.
Disciplined Agile Delivery (DAD)
Layer 1 – Disciplined Agile Delivery (DAD)
Layer 2 – Disciplined DevOps
Layer 3 – Disciplined Agile IT (DAIT)
Layer 4 – Disciplined Agile Enterprise (DAE)

20. Layers 1 to 3 connectivity and dependencies
Disciplined Agile Delivery (DAD)
Layers 1 to 3 can be tailored to the size
of the organization

21. Layer 4 connect the project and IT area to all levels and areas of the organization
Disciplined Agile Delivery (DAD)

22. LeSS Framework
Large-Scale Scrum (LeSS) is a framework that apply Scrum principles, purpose and elements in a large scale context,
as simple as possible.
LeSS Principles
LeSS Structure
LeSS Adoption
LeSS Technical Excellence
LeSS Management
LeSS Huge
Area Product Backlog
Requirements Area
Organization structure

23. Spotify Model

25. Spotify Model
Spotify is not a framework but it’s a customized agile adoption which it’s very successful.
Key elements are:
Culture & Structure
Organization & Development

26. Kanban
Values:
• Transparency
• Balance
• Collaboration
• Customer Focus
• Flow
• Leadership
• Understanding
• Agreement
• Respect
Principles:
• Start with what you do now
• Agree to pursue improvement through evolutionary change
• Encourage acts of leadership at every level
Practices:
• Visualize
• Limit work in progress
• Manage flow
• Make policies explicit
• Implement feedback loops
• Improve collaboratively,
evolve experimentally
Roles:
• Service Request Manager
• Service Delivery Manager
Lifecycle:
• Strategy Review (Quarterly)
• Operations Review (Monthly)
• Risk Review (Monthly)
• Service Delivery Review (Bi-Weekly)
• Replenishment Meeting (Weekly)
• Kanban Meeting (Daily)
• Delivery Planning Meeting

27. Framework Comparison
SAFe LeSS Nexus Scrum @ Scale DAD
Scalability
From Essential to Full
System is more adaptive
for enterprise needs
Flexibility on roles and
artifacts
Two types of
scaled:
2 - 8 teams
more than 8 teams
Nexus is 3 - 9 teams
Scale horizontal
with more team
Scale vertical with
integration of
teams work
Scale is easy by
incrementing levels
of Scrum of Scrums
Requires to
increase roles
Toolkit to high
scalability
Adaptive to
Enterprise
Effectivenes
s
Case studies:
10-50% motivated
employees
30-75% faster time to
market
20-50% increase
productivity
23 plublished cases
reported success in
adopting LeSS
3 Cases (airline,
security & storage)
increased velocity
200% to 300%
No case studies No case studies
Popularity
Agile report stated SAFe
is most popular method
(with 30% of
repondents)
Agile report stated
SAFe is the sixth
most popular
method
One of the least
scaling agile
method
Agile report stated
S@S is second most
popular method
Agile report stated
DAD is third most
popular method
Ease
Adoption
Implementation Map
available to achieve
early success
Guides available
that aim to adopt
rules, tips and
framework
Scrum knowledge
required
Easy to scale
Modularity
perspective
Deployment
incrementally
More adaptive
Toolkit to adapt
Requires high
knowledge of Agile
Complex to
implement
Prescriptive High Medium Low Medium High
Max Team
size
50-120 10 Team x 7 9 Teams 10 Teams
>200 people
Diffusion High Medium Low High Low
Maturity High High Low High Medium
Complexity High/Medium Medium/Low Medium/Low Medium/Low High
Organizatio
n
Traditional Enterprise Large Enterprise
Traditional & Agile
Enterprise
Traditional & Agile
Enterprise
High Complex
Enterprise

28. ADOPT vs TRANSFORMATION – 5 Factors
Speed of Change:
• Agile adoptions are pretty fast but highly to fail at first
• Agile Transformation takes years but brings the most of Agile
Timeframe:
• Most Agile Adoptions focus on a completing a project
• In Agile Transformation, organizations frequently set up long-standing, stable agile teams that are aligned with
customers, products or applications
Productivity Gains:
• Agile Adoption will boost a team’s productivity by about 100%
• Agile Transformation benefits are in the neighbourhood of 300%
Impact on the Organization Structure:
• Agile Adoption has low impact on the structure of an organization
• Agile Transformations directly impact the power and control in organizations and change most of it
Change in Culture:
• In Agile adoption, team may feel like they’ve changed but Scrum is used more like a weapon
• Agile transformation, it is actually the culture that is being transformed. Agile is not the goal

29. Smile iteratively

30. Main Frameworks:
https://agilemanifesto.org/
https://www.scrum.org
https://www.scaledagileframework.com/
https://www.agilest.org/scaled-agile/scrum-of-scrums/
https://less.works/
https://www.disciplinedagiledelivery.com/
https://labs.spotify.com/2014/03/27/spotify-engineering-
culture-part-1/
Other Frameworks
Scrum at Scale
https://xscalealliance.org/
Other Resources
https://www.compact.nl/
https://zentralbanhoff.wordpress.com/
https://blog.toggl.com/mars-software-development/
https://www.ibm.com/developerworks/community/blogs/
https://www.visual-paradigm.com/tutorials/agile-tutorial
https://disciplinedagiledelivery.com/agile-2018-survey/
http://www.socializatte.com/fuera-del-ambito-del-software-
como-utilizar-agile-scrum/
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2010
2018
Passions
2019
PSM I – Professional Scrum Master
PSPO I – Professional Scrum Product Owner
SPS – Scaled Professional Scrum (aka Nexus)
Resources Experience
albgoncal20@gmail.com
Contact
2020