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Faster Food and a Better Place to Sleep: Applying Agile Outside of Software

The document outlines the challenges and strategies for non-IT projects, specifically in a hotel chain and a fast food restaurant, focusing on implementing agile methodologies like Scrum. It emphasizes the importance of agile values, such as prioritizing people and interactions over processes, and providing a framework that combines agile principles with organizational constraints. Key insights underscore the need for cross-functional collaboration and adaptive decision-making within established schedules and budgets.

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FASTER FOOD AND A BETTER PLACE TO SLEEP
22 Explain The Problem, See if it Resonates Explore How We Solved for the Problem, Assess if it’s Generally Applicable Walk Through Two Case-Studies AGENDA
33 Explain The Problem, See if it Resonates Explore How We Solved for the Problem, Assess if it’s Generally Applicable Walk Through Two Case-Studies AGENDA
44 Explain The Problem, See if it Resonates Explore How We Solved for the Problem, Assess if it’s Generally Applicable Walk Through Two Case-Studies AGENDA
55 Explain The Problem, See if it Resonates Explore How We Solved for the Problem, Assess if it’s Generally Applicable Walk Through Two Case-Studies AGENDA
T H E S E T U P
NON-IT PROJECT THAT IS STRUGGLING // Client #1 Hotel chain going through a major rebranding effort including refurbishing all locations Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items Heard about Agile and think it might be right for them. Want to adopt Scrum.
NON-IT PROJECT THAT IS STRUGGLING // Client #1 Hotel chain going through a major rebranding effort including refurbishing all locations Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items Heard about Agile and think it might be right for them. Want to adopt Scrum.
NON-IT PROJECT THAT IS STRUGGLING // Client #1 Hotel chain going through a major rebranding effort including refurbishing all locations Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items Heard about Agile and think it might be right for them. Want to adopt Scrum.
NON-IT PROJECT THAT IS STRUGGLING // Client #1 Hotel chain going through a major rebranding effort including refurbishing all locations Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items Heard about Agile and think it might be right for them. Want to adopt Scrum.
1111 GOING AGILE? ALISTAIR COCKB U RN ‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction. Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products). We selected 4 values, or ways of centering ourselves in the world while working. We chose the four values that ended up in the Agile Manifesto (paraphrase) There is no more to “agile software development” than that. THE AG ILE MAN IFE STO • People and Interactions over Processes and Tools • Working Software over Comprehensive Documentation • Customer Collaboration over Contract Negotiation • Responding to Change over Following a Plan
1212 GOING AGILE? ALISTAIR COCKB U RN ‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction. Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products). We selected 4 values, or ways of centering ourselves in the world while working. We chose the four values that ended up in the Agile Manifesto (paraphrase) There is no more to “agile software development” than that. THE AG ILE MAN IFE STO • People and Interactions over Processes and Tools • Working Software over Comprehensive Documentation • Customer Collaboration over Contract Negotiation • Responding to Change over Following a Plan
1313 GOING AGILE? ALISTAIR COCKB U RN ‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction. Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products). We selected 4 values, or ways of centering ourselves in the world while working. We chose the four values that ended up in the Agile Manifesto (paraphrase) There is no more to “agile software development” than that. THE AG ILE MAN IFE STO • People and Interactions over Processes and Tools • Working Software over Comprehensive Documentation • Customer Collaboration over Contract Negotiation • Responding to Change over Following a Plan
1414 GOING AGILE? ALISTAIR COCKB U RN ‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction. Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products). We selected 4 values, or ways of centering ourselves in the world while working. We chose the four values that ended up in the Agile Manifesto (paraphrase) There is no more to “agile software development” than that. THE AG ILE MAN IFE STO • People and Interactions over Processes and Tools • Working Software over Comprehensive Documentation • Customer Collaboration over Contract Negotiation • Responding to Change over Following a Plan
1515 GOING AGILE? ALISTAIR COCKB U RN ‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction. Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products). We selected 4 values, or ways of centering ourselves in the world while working. We chose the four values that ended up in the Agile Manifesto (paraphrase) There is no more to “agile software development” than that. THE AG ILE MAN IFE STO • People and Interactions over Processes and Tools • Working Software over Comprehensive Documentation • Customer Collaboration over Contract Negotiation • Responding to Change over Following a Plan
1616 GOING SCRUM? SCRU M FRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
1717 GOING SCRUM? SCRU M FRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
1818 GOING SCRUM? SCRU M FRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
1919 GOING SCRUM? SCRU M FRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
2020 GOING SCRUM? SCRU M FRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
2121 GOING SCRUM? SCRU M FRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
2222 GOING SCRUM? SCRU M FRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
2323 GOING SCRUM? SCRU M FRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
24 THE 3 THINGS
25 THE 3 THINGS
26 BACKLOGS THE 3 THINGS
27 BACKLOGS TEAMS THE 3 THINGS
28 BACKLOGS TEAMS WORKING TESTED SOFTWARE THE 3 THINGS
29 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
30 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
31 WHAT DO I MEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
O P P O R T U N I T I E S A N D C H A L L E N G E S
3333 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
3434 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
3535 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
3636 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
3737 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
3838 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
3939 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
4040 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
4141 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
4242 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
4343 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
4444 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
4545 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
4646 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
4747 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
4848 KEY CONSIDERATIONS OPPORTU N ITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
T H E C H A L L E N G E
THE CHALLENGE // Create a system of delivery that allows us some of the benefits of agile- while respecting the necessary constraints of the organization around us.
THE CHALLENGE // Create a system of delivery that allows us some of the benefits of agile- while respecting the necessary constraints of the organization around us.
K E Y I N S I G H T
KEY INSIGHTS // Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
KEY INSIGHTS // Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
KEY INSIGHTS // Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
KEY INSIGHTS // Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
KEY INSIGHTS // Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
KEY INSIGHTS // Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
T H E M O D E L
6060 CONSTRAINTS DECISIONS DELIVERY
C A S E S T U D Y # 1
6262 Activities Scrum Execution Ideate Make Ready Build Operate Program and Planning Decisions Kanban Portfolio Constraints Gantt Make Ready Build AcceptedReady Done In Progress Not Started AcceptedReady Done In Progress Not Started Build Measure Learn PLAN-BASED GOVERNANCE Property Operators Case Goods Marketing Feedback Feedback
C A S E S T U D Y # 2
6464 Activities Scrum Execution Measurable Progress Ideate Make Ready Build Operate Program and Planning Decisions Kanban Portfolio Budget/ Investments Launch Kanban Make Ready Build AcceptedReady Done In Progress Make Ready Build ValidatePrototypeImagineUnderstand Project Work Intake Not Started AcceptedReady Done In Progress Not Started Done Continue Pivot Measure, Learn Build Measure Learn FLOW-BASED GOVERNANCE Kill Feedback Feedback

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Faster Food and a Better Place to Sleep: Applying Agile Outside of Software

  • 1.
    FASTER FOOD ANDA BETTER PLACE TO SLEEP
  • 2.
    22 Explain The Problem,See if it Resonates Explore How We Solved for the Problem, Assess if it’s Generally Applicable Walk Through Two Case-Studies AGENDA
  • 3.
    33 Explain The Problem,See if it Resonates Explore How We Solved for the Problem, Assess if it’s Generally Applicable Walk Through Two Case-Studies AGENDA
  • 4.
    44 Explain The Problem,See if it Resonates Explore How We Solved for the Problem, Assess if it’s Generally Applicable Walk Through Two Case-Studies AGENDA
  • 5.
    55 Explain The Problem,See if it Resonates Explore How We Solved for the Problem, Assess if it’s Generally Applicable Walk Through Two Case-Studies AGENDA
  • 6.
    T H ES E T U P
  • 7.
    NON-IT PROJECT THATIS STRUGGLING // Client #1 Hotel chain going through a major rebranding effort including refurbishing all locations Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items Heard about Agile and think it might be right for them. Want to adopt Scrum.
  • 8.
    NON-IT PROJECT THATIS STRUGGLING // Client #1 Hotel chain going through a major rebranding effort including refurbishing all locations Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items Heard about Agile and think it might be right for them. Want to adopt Scrum.
  • 9.
    NON-IT PROJECT THATIS STRUGGLING // Client #1 Hotel chain going through a major rebranding effort including refurbishing all locations Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items Heard about Agile and think it might be right for them. Want to adopt Scrum.
  • 10.
    NON-IT PROJECT THATIS STRUGGLING // Client #1 Hotel chain going through a major rebranding effort including refurbishing all locations Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items Heard about Agile and think it might be right for them. Want to adopt Scrum.
  • 11.
    1111 GOING AGILE? ALISTAIR COCKBU RN ‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction. Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products). We selected 4 values, or ways of centering ourselves in the world while working. We chose the four values that ended up in the Agile Manifesto (paraphrase) There is no more to “agile software development” than that. THE AG ILE MAN IFE STO • People and Interactions over Processes and Tools • Working Software over Comprehensive Documentation • Customer Collaboration over Contract Negotiation • Responding to Change over Following a Plan
  • 12.
    1212 GOING AGILE? ALISTAIR COCKBU RN ‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction. Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products). We selected 4 values, or ways of centering ourselves in the world while working. We chose the four values that ended up in the Agile Manifesto (paraphrase) There is no more to “agile software development” than that. THE AG ILE MAN IFE STO • People and Interactions over Processes and Tools • Working Software over Comprehensive Documentation • Customer Collaboration over Contract Negotiation • Responding to Change over Following a Plan
  • 13.
    1313 GOING AGILE? ALISTAIR COCKBU RN ‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction. Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products). We selected 4 values, or ways of centering ourselves in the world while working. We chose the four values that ended up in the Agile Manifesto (paraphrase) There is no more to “agile software development” than that. THE AG ILE MAN IFE STO • People and Interactions over Processes and Tools • Working Software over Comprehensive Documentation • Customer Collaboration over Contract Negotiation • Responding to Change over Following a Plan
  • 14.
    1414 GOING AGILE? ALISTAIR COCKBU RN ‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction. Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products). We selected 4 values, or ways of centering ourselves in the world while working. We chose the four values that ended up in the Agile Manifesto (paraphrase) There is no more to “agile software development” than that. THE AG ILE MAN IFE STO • People and Interactions over Processes and Tools • Working Software over Comprehensive Documentation • Customer Collaboration over Contract Negotiation • Responding to Change over Following a Plan
  • 15.
    1515 GOING AGILE? ALISTAIR COCKBU RN ‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction. Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products). We selected 4 values, or ways of centering ourselves in the world while working. We chose the four values that ended up in the Agile Manifesto (paraphrase) There is no more to “agile software development” than that. THE AG ILE MAN IFE STO • People and Interactions over Processes and Tools • Working Software over Comprehensive Documentation • Customer Collaboration over Contract Negotiation • Responding to Change over Following a Plan
  • 16.
    1616 GOING SCRUM? SCRU MFRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
  • 17.
    1717 GOING SCRUM? SCRU MFRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
  • 18.
    1818 GOING SCRUM? SCRU MFRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
  • 19.
    1919 GOING SCRUM? SCRU MFRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
  • 20.
    2020 GOING SCRUM? SCRU MFRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
  • 21.
    2121 GOING SCRUM? SCRU MFRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
  • 22.
    2222 GOING SCRUM? SCRU MFRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
  • 23.
    2323 GOING SCRUM? SCRU MFRAME WORK? • Roles – Product Owner, Scrum Master, and Team • Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective • Artifacts – Product Backlog, Sprint Backlog, Product Increment SCALE D SCRU M? • SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains • LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination • DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling • Nexus – Emergent Process Design
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.
    28 BACKLOGS TEAMS WORKINGTESTED SOFTWARE THE 3 THINGS
  • 29.
    29 WHAT DO IMEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
  • 30.
    30 WHAT DO IMEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
  • 31.
    31 WHAT DO IMEAN? • INVEST • CCC • Small enough for the team to develop in a day or so BACKLOGS TEAMS WORKING TESTED SOFTWARE • Everything and everyone necessary to deliver • Meets acceptance criteria • No known defects • No technical debt
  • 32.
    O P PO R T U N I T I E S A N D C H A L L E N G E S
  • 33.
    3333 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 34.
    3434 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 35.
    3535 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 36.
    3636 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 37.
    3737 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 38.
    3838 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 39.
    3939 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 40.
    4040 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 41.
    4141 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 42.
    4242 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 43.
    4343 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 44.
    4444 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 45.
    4545 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 46.
    4646 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 47.
    4747 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 48.
    4848 KEY CONSIDERATIONS OPPORTU NITIE S Clarity Accountability Measureable Progress Autonomy Mastery Purpose Transparency Trust Collaboration CHALLE N G E S Tough to form teams Backlogs are emergent Delivery at the end of the sprint Non-Agile partners in the supply chain External dependencies Hard dates
  • 49.
    T H EC H A L L E N G E
  • 50.
    THE CHALLENGE // Createa system of delivery that allows us some of the benefits of agile- while respecting the necessary constraints of the organization around us.
  • 51.
    THE CHALLENGE // Createa system of delivery that allows us some of the benefits of agile- while respecting the necessary constraints of the organization around us.
  • 52.
    K E YI N S I G H T
  • 53.
    KEY INSIGHTS // Schedules,milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
  • 54.
    KEY INSIGHTS // Schedules,milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
  • 55.
    KEY INSIGHTS // Schedules,milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
  • 56.
    KEY INSIGHTS // Schedules,milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
  • 57.
    KEY INSIGHTS // Schedules,milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
  • 58.
    KEY INSIGHTS // Schedules,milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based. Prioritizing, sequencing, and validating decisions is the effort of a cross- functional collaborative team. Decisions are informed and constrained by the top-level plan. Decisions are the currency of delivery. Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones. Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
  • 59.
    T H EM O D E L
  • 60.
  • 61.
    C A SE S T U D Y # 1
  • 62.
    6262 Activities Scrum Execution Ideate Make Ready Build Operate Program and Planning Decisions Kanban Portfolio Constraints Gantt Make ReadyBuild AcceptedReady Done In Progress Not Started AcceptedReady Done In Progress Not Started Build Measure Learn PLAN-BASED GOVERNANCE Property Operators Case Goods Marketing Feedback Feedback
  • 63.
    C A SE S T U D Y # 2
  • 64.
    6464 Activities Scrum Execution Measurable Progress Ideate Make Ready Build Operate Program and Planning Decisions Kanban Portfolio Budget/ Investments Launch Kanban Make ReadyBuild AcceptedReady Done In Progress Make Ready Build ValidatePrototypeImagineUnderstand Project Work Intake Not Started AcceptedReady Done In Progress Not Started Done Continue Pivot Measure, Learn Build Measure Learn FLOW-BASED GOVERNANCE Kill Feedback Feedback