The document discusses component teams and feature teams in software development. Component teams are organized by technical component or area of the system, while feature teams are cross-functional teams that have all the skills needed to deliver complete features or functions. The document also discusses scaling agile approaches to the portfolio, program, and team levels and using pods of scrum teams. It advocates for organizing teams as feature teams rather than component teams to allow them to deliver finished features.

1. Component vs. Feature Teams

2. Copyright © 2007-2011, Innolution, LLC. All Rights Reserved.Component Teams (Single Backlog)Product BacklogComponent Team #1Component Team #2Component Team #3ComponentArea #1ComponentArea #2ComponentArea #3

3. Copyright © 2007-2011, Innolution, LLC. All Rights Reserved.Component Teams (Multiple Backlogs)Product Backlog #1Product Backlog #2FA #1 PBFA #3 PBFA #2 PBComponent Team #1Component Team #2Component Team #3Component Area #1ComponentArea #2ComponentArea #3

4. Component TeamsPortfolio©2010 Leffingwell, LLC. Reproduced with permissionEpic 1Investment ThemesPortfolio BacklogEpic 2Epicsfit in time boxesEpic 3Architectureevolves continuouslyArch. Epic 4Product LineManagmentEpic 5ProgramFeatures & Enable DevelopmentRough PlanningFeatureFeatureFeatureFeatureFeatureEpic Program BacklogProduct ManagerFeatureFeatureFeatureFeatures & Enablers fit in PSI’sFeatureFeatureEnablerEnablerTeam BacklogPods of ~3-12 Scrum TeamsTeamStoriesfit in sprints(Implemented by) TasksTeam BacklogSpikesare research, design, refactor StoriesTeam BacklogSprintsSprintsSee www.scalingsoftwareagility.wordpress.com and Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley. 2011

5. Copyright © 2007-2011, Innolution, LLC. All Rights Reserved.#1 PB#2 PB#3 PBCombine Component Teams members to make Feature TeamsProduct BacklogFeature Team #1Component Team #1Component Team #2Component Team #3Component Area #1ComponentArea #2ComponentArea #3

6. Multitasking Gets you There LaterUnitaskingOrganizationTeam OrganizationSource: InfoQ - Multitasking Gets You There Later

7. Feature TeamsCopyright © 2007-2011, Innolution, LLC. All Rights Reserved.Each team has all of the people to develop complete featuresProduct BacklogFeature Team #1Feature Team #2

8. Multiple teams on One Epic8Epic BacklogFeature Team #1Feature Team #2Feature Team #3

9. GoalPortfolio©2010 Leffingwell, LLC. Reproduced with permissionEpic 1Investment ThemesPortfolio BacklogEpic 2Epicsfit in time boxesEpic 3Architectureevolves continuouslyArch. Epic 4PLMTEpic 5ProgramFeatures & Enable DevelopmentRough PlanningFeatureFeatureEpic Program BacklogCustomerTeamsFeatureFeatureEnablerFeatures & Enablers fit in PSI’sFeatureFeatureFeatureFeatureEnablerTeam BacklogPods of ~3-12 Scrum TeamsTeamStoriesfit in sprints(Implemented by) TasksTeam BacklogSpikesare research, design, refactor StoriesTeam BacklogSprintsSprintsSee www.scalingsoftwareagility.wordpress.com and Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley. 2011

10. Dean LeffingwellKenny Rubin

11. Chad “Agile Ninja” Holdorfwww.scaledagiledelivery.comHi, my name is Chad Holdorf and I call myself the Agile Ninja (formally know as the UberScrumMaster). One day I saw a job posting on Rally for an UberScrumMaster and thought that sounded like a fun job. As I read the description I thought it sounded a lot like me. I work for a large manufacturing Fortune 100 company in Des Moines IA as an Agile Process Pro. I’m not sure that is the right title, but my role is to roll out and support Agile to the organization.The challenges I blog/tweet/talk about are related to how the organization I work in is tailored around hardware and waterfall processes. This drives me bonkers! I’ve been applying Agile practices since Feb08. As an Agile Coach, I orchestrated the first large-scale Agile transformation within the company. This project included over 200 people and 30+ managers and was initiated, successfully, just four months prior to a critical product launch. I specializing in organizational change, optimization, efficiency and business value delivery, I make organizations better. Today 600+ people are practicing what I call “Scaled Agile Delivery Methodology” within the company I work for.