There are many frameworks available to bring agility to software at scale. However, they tend to bring a single answer rather than the possibilities open to an organisation. Only with experience and experimentation will any team understand whether they chose correctly and how to modify any given approach. At the heart of Enterprise Scrum is a language for defining the instance we create. This language gives us options across many different aspects and a way of expressing how we are managing the transition from a traditional operating model to a more fluid model that is resilient to the modern business climate.

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Agile CentreNext level working.
Enterprise Scrum as a Language of Options
John McFadyen | December 2017

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John McFadyen
๏ Scrum Alliance Certified Enterprise Coach®
๏ Certified Enterprise Scrum Trainer
๏ C-IQ® Enhanced Skills Coach
๏ Started with XP in 2002 as a developer
๏ Coaching Agile teams since 2010
๏ Former leader in McKinsey & Company Global Agile Practice
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Partner with Agile Centre

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Product Lifecycle decreased from
15 years to less than 5 years
over the last 50 years
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Average duration of jobs has decreased from
15 years to less than 3 years
over the last 50 years
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– Pierre Nanterme, CEO of Accenture
Over Halfthe companies on the
Fortune 500have disappeared
since the year 2000
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– Bain Consulting Group, Die Another Day
Since 1970,
the average company life time has reduced by
½
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Business Cycle was 75 years 50 years ago …
7 years
in 2017
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–Standard & Poor’s
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Number of days, per year, the S&P price has changed by more than
three standard deviations from the mean has increased from 1 to
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The world has become increasingly Volatile, Uncertain, Complex
and Ambiguous
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V
Volatility
liability to change rapidly and unpredictably,
especially for the worse.
๏ Need to change ways of working every
three years or less
U
Uncertainty
where the current state of knowledge is such that
the order or nature of things is unknown.
๏ Budgets are out of date before being
finalised
C
Complexity
the condition of having several interdependent and
interconnected stakeholders, information
technology systems and organisational structures.
๏ Solutions can not be orchestrated by a
single person
A
Ambiguity
uncertainty of meaning or intention, that makes
something capable of being understood in two or
more senses.
๏ Sensing and acting on weak signals
becomes a critical part of front line work

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– Business Agility Definition
“Business Agility is the ability to adapt quickly and effectively to all
forms of change to deliver maximum value and customer experience”
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Editor: Mike Beedle
Contributors: Brad Appleton, Alexandria Contes, Guillermo Gomez Hdez, Jim Hannon, Scott Hereford, Michael
Herman, Jon Jorgensen, Johanes Klose Andersen, Greg Kramer, Dan Leeds, Lowell Lindstrom, Steven Mak, Madan
Naidu, Pierre Neis, Carlos Ruiz Vazquez, David Sabine, Jay Virzi, Ilja Vishnevski, Rick Waters

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Agile CentreNext level working.
We have an answer…
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.
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… and it seems pretty good

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Simplifying the Language for“the Business”
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From… To…
Product Owner Business Owner
Scrum Master Coach
Development Team Development Team
Broader and more flexible
Autonomy vs authority matrix
One person to a role is still a good pattern for some contexts
From… To…
Product Backlog Value List
Product Backlog Item Value List Item
Initial Value List, paints a fuzzy picture of the overall goal
Coevolve and deliver VLIs in the Canvas (Wave), through Cycles
This principle generalises Agile management to any activity, and any level of management.

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Making Choices Clear and Explicit
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Structural Patterns
๏ Single Business Owner and Coach
๏ Single Business Owner
๏ Virtual Team and Business Owner
๏ Chameleon
Collaboration Approaches
๏ Centralisation
๏ Delegation
๏ Collaboration
๏ Subsumption
Path to Production
๏ Continuous delivery
๏ Continuous deployment
๏ Cycle
๏ Release
Delivery Target
๏ Large project/process/product
๏ Program
๏ Portfolio
๏ Enterprise Architecture
Contract Types
๏ Time and Materials
๏ Fixed Date
๏ Fixed Price (Operations)
๏ Cost+

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Collaboration Approaches
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Centralisation
Collaboration
Delegation
Subsumption

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Paths to Production
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Continuous Deployment
Cycle
Continuous Delivery
Release
Code & Commit Integrate & Test Deploy to Production Code & Commit Deploy to ProductionIntegrate & Test Stage
Code & Commit Deploy to ProductionIntegrate & Test Review
Cod SInte R
Cod SInte R
Cod SInte R
Deploy to Production

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So what?
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Thank you
John McFadyen
john.mcfadyen@agilecentre.com
@johnmcfadyen
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