The document outlines key areas for scaling agile in complex enterprises, focusing on organization, roles and responsibilities, communication, and practices and tools. It highlights challenges such as disconnects between teams and a lack of integration in delivering cohesive value to customers. Recommendations include systematic integration across teams and enhancing communication and alignment to improve agility and product delivery.

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2. A few logistics…
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3. Featuring
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4. Thank you
for joining us today!
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5. 4 Key Areas of Focus When Scaling
1. Organization
2. Roles & Responsibilities
3. Communication & Coordination
4. Practices & Tools
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6. Complexity
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7. Size & Value
We’ve gotten pretty good at
eliminating silos within teams,
and delivering working
software at the team level…
…but vertical layers in
enterprises remain insulated
from each other…
…and we still aren’t good at
delivering working products
and services that are the
composites of the work of
multiple teams.
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8. Minimally Marketable Feature
Complex enterprises struggle with agile when no single
agile team or single iteration produces one cohesive unit
that provides value to the customer.
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9. The Work of Multiple Teams
Often, although teams may be able to produce working
software, the larger organization doesn’t have the
capability to integrate and deploy the composite
products and services.
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10. The Disconnect
Underlying this is a disconnect between the people
investing in the creation of the products and services
and those actually creating them.
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11. Reliance on Tradition
It isn’t working.
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12. Organization
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13. SAFe
SAFe
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14. The House of Lean
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15. Roles & Responsibilities
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16. The Team is the Thing
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17. Team Level Roles
Team Roles
Development Team
Component Team
Feature Team
Product Owner
Scrum Master
Members and Purpose
Designers, Coders, and Testers that deliver
working software
A type of development team that maintains a
software component consumed by other
development teams
A type of development team that delivers product
features
Responsible for ROI, defines & prioritizes
backlogs, accepts work by the team
Serves, leads and facilitates for the team
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18. The Program
Scrum Imperative: “Deliver customer value every
iteration/sprint.”
We need a way to systematically and predictably integrate the
work of multiple teams into something that IS valuable to the
customer…
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19. Program Level Roles
Program Roles
Members and Purpose
Release
Product Managers, business stakeholders, and Program
Management Team Managers who determine the readiness of a product
for release
System Team
Testers and other people that build, integrate, and test
a complete product or system (or subsystem)
Product
Owns the solution as a whole. Ultimate responsibility for
Management
end-to-end solution.
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20. The Portfolio
Ideas and
money go
in…
Perfect
software
comes out!
A huge disconnect persists at the portfolio (“executive”) level in
enterprises struggling to adopt agile.
The PMOs are often treated as black boxes into which demands
and budget are placed, along with unrealistic expectations.
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21. Portfolio Level Roles
Portfolio Roles
Members and Purpose
Product Leadership Business stakeholders, Product Managers, and
Team
development leaders that collaborate on portfolio
direction
Enterprise
Senior technical leaders and Architects that manage the
Architecture Team technology strategy
Agile
Transformation
Team
Representation from all areas of the organization
(primarily the Agile PMO/Center of Excellence,
Communities of Practice/Interest; business, technical,
agile coaches, consultants, et al. Anyone passionate
about transforming the organization
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22. Communication & Alignment
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23. Communication & the Manifesto
• Individuals & Interactions
• Collaboration
• Face-to-Face Communication
• Business People and Developers Working
Together…
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24. Communication & Alignment
• Key Alignment Areas
– Vision / Goals / Objectives
– Priorities
– Content
– Dependencies / Impediments / Risks
– Plans & Forecasts
– Capacity vs Load
– Architecture / UX
– Knowledge
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25. Communication & Alignment
• Enablement
– Embrace Technology
– Prepare Facilities
– Schedule Synchronization Ceremonies &
Attendance Expectations
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26. Communication & Alignment
Portfolio Funding
Cadence
Program B
Planning Cadence
Program A
Planning Cadence
Team A Sprints
Team B Sprints
Synchronization Opportunities
Capitalize on a cadence!
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27. Practices & Tools
1. Focus on Quality
2. Broaden Good Practices & Ceremonies
3. Expose & Coordinate the Value Delivery Hierarchy
4. Think Lean
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28. Practices & Tools – Engineering Practices (XP)
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29. Practices & Tools (Ceremonies)
• Scale Agile Activities
– Grooming
– Planning
• Prioritization
• Estimation
• Planning
– Broaden Demos & Reviews
– Retrospectives
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30. Practices & Tools (Ceremonies)
Portfolio Funding
Cadence
Program B
Planning Cadence
Program A
Planning Cadence
Team A Sprints
Team B Sprints
Initiative Grooming & Ranking
Portfolio Planning & Funding
Portfolio Reviews
Strategic Retrospectives
Feature Grooming & Ranking
Release (PSI) Planning
Program Release Reviews
Program Retrospectives
Story Grooming & Ranking
Sprint Planning
Sprint Reviews
Sprint Retrospectives
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31. Practices & Tools
Manage the Value Delivery Hierarchy
$$$
Portfolio Investment
Big Initiatives
Releases
Program Delivery
Features
Development
Team Delivery
Stories
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32. Practices & Tools
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33. Value Delivery
Big Initiative
Priorities
Portfolio Investment &
Outcomes
Feature
Priorities
Program Delivery
Story
Priorities
Team Delivery
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34. Priority & Capacity = Optimum Delivery ($)
Team Priorities
Program Priorities
Portfolio Priorities
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
WIP
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WIP
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35. Practices & Tools – Lean Principles
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36. Summary – 4 Key Areas for Change
Change
Scale
1.
2.
3.
4.
Organization
Roles & Responsibilities
Communication & Alignment
Practices & Tools
Team
Time
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37. What are your challenges?
Email a description of your challenges with scaling agile
to enter into a drawing for a
FREE Onsite Agile Assessment
Email: AgileLIVE@VersionOne.com
Entries are due by March 5th
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38. Q&A
• Please submit any questions in the Q&A panel on
your console.
• Next steps
• Participate in Part 2, February 26, Noon – 1 pm ET
• Stay tuned for info on the next AgileLIVE webinar series!
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39. Thank you
for joining us today!
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40. Presentation Credits
•
‘The Number Sense: How the Mind Creates Mathematics
by Stanislas Dehaena
•
‘Enterprise Agile Made Easier’
by Andy Powell and Lee Cunningham
•
‘Agile Software Requirements’
by Dean Leffingwell
•
‘VersionOne State of Agile 2013 Survey – 8th Annual Report
www.stateofagile.com’
•
Contributors: Satish Thatte & Lee Cunningham, both VersionOne Agile
Coaches & Product Consultants
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