The document provides an overview of numerous agile frameworks and practices mapped on a single "Agile Landscape" diagram to help structure conversations with clients and demystify the agile umbrella. It includes a brief description of the purpose of the Agile Landscape and notes that it covers over 150 frameworks and practices ranging from well-known ones like Scrum, Kanban, and SAFe to more specialized approaches.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
MHA2018 - Agile Transformation Explained - Mike CottmeyerAgileDenver
"Leading a large-scale agile transformation isn't about adopting a new set of attitudes, processes, and behaviors at the team level; it's about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, it's about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. It's about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change."
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]Matthew Philip
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
Where can Kanban be embedded in the organizational context? Sounds like an easy question, however, it is not always easy to answer - especially in bigger organizations. In this session I will introduce the Kanban Flight Levels model which provides an overview of the different fields of application of Kanban and helps to understand the implications for the organizational context. Furthermore, the model helps to clarify where to start with your Kanban change initiative: on team level, on the value stream, or on portfolio level - every level has it's own challenges, pros and cons.
Scrum is certainly not a foolproof framework as it does have its own set
of limitations; which is the reason why it may not be the best fit for
every team or product. There are other Agile and Lean approaches too,
like Kanban or XP.
Therefore, what is crucial is for us to comprehend that these current
shifts call for a dynamic and progressive outlook from developers and managers. The need of the hour is to utilize the benefits that a Scrum Master brings to the table, in terms of opening up team communication and problem solving techniques.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
As markets become increasingly competitive, and open to disruption, it's more important than ever to be able to respond to market changes quickly.
In this talk I speak about how you can clearly define and communicate your organisations strategy in order to align everyone to a common purpose, and increase your responsiveness.
If you want to know more about how we think about strategy at ThoughtWorks, I'd love to hear from you.
Value Stream Management: Is Your Organization Ready?DevOps.com
Attend the next webinar in the Value Stream Management series to gain more insight into how Value Stream Management can provide a benefit to your organization. Value Stream Management has garnered a lot of attention in the past few months, but not all enterprises are ready to reap the benefits.
This session will cover the key components you need to provide a comprehensive internal assessment allowing you to determine how important a value stream management approach is for your organization. We’ll lay out the path, including how to:
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Scrumban Demystified. Talk from Agile New England.
A few of the Scrumban Evolutions from Mamamoth bank from the upcoming book on Scrumban.
More excerpts can be found at facebook.com/scrumban
Learn more at scrumban.io
Do you have a case study of applying the Kanban Method in a Scrum context. We want to learn more from your experiments and results. Contact us at info@codegenesys.com
Align, Inform, Inspire: Measuring Business Agility and SAFe® with Flow MetricsTasktop
During this on-demand webinar, Scaled Agile Principal Consultant and Framework team member, Andrew Sales, and Tasktop Sr. Value Stream Architect, Lee Reid, discuss how the three measurement domains of SAFe—Outcomes, Flow, and Competency—provide a comprehensive, yet simple, model for measuring business agility at every level of the enterprise and view data from an actual product value stream to demonstrate how Flow Metrics can enable productive conversations with the business about prioritizing work, while still maintaining the taxonomy of SAFe for teams to implement and improve.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
SAFe 6.0, a significant version of the Scaled Agile Framework, was released earlier this Spring. Join us for a deep dive into the newly released SAFe 6.0, where we'll explore the latest updates and improvements to the framework.
In this session, we'll cover the following topics:
Strengthening the Foundation for Business Agility -
Foundational changes in SAFe
Empowering Teams and Clarifying Responsibilities
Accelerating Value Flow
Enhancing Business Agility with SAFe across the business
Delivering Better Outcomes with Measure and Grow and OKRs
This session will provide valuable insights into the latest release and how it can help you and your organization improve business agility and deliver value to customers faster. Join us for an informative and engaging session with our expert speaker, SAFe Fellow/SPCT, and Scrum.org PST Yuval Yeret, who has extensive experience in implementing SAFe at scale. Yuval loves to answer questions, so review the “What’s new in SAFe 6.0” article and come up with concrete questions you want him to answer.
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]Matthew Philip
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
Where can Kanban be embedded in the organizational context? Sounds like an easy question, however, it is not always easy to answer - especially in bigger organizations. In this session I will introduce the Kanban Flight Levels model which provides an overview of the different fields of application of Kanban and helps to understand the implications for the organizational context. Furthermore, the model helps to clarify where to start with your Kanban change initiative: on team level, on the value stream, or on portfolio level - every level has it's own challenges, pros and cons.
Scrum is certainly not a foolproof framework as it does have its own set
of limitations; which is the reason why it may not be the best fit for
every team or product. There are other Agile and Lean approaches too,
like Kanban or XP.
Therefore, what is crucial is for us to comprehend that these current
shifts call for a dynamic and progressive outlook from developers and managers. The need of the hour is to utilize the benefits that a Scrum Master brings to the table, in terms of opening up team communication and problem solving techniques.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Introduction to SAFe, the Scaled Agile Frameworksrondal
Sans doute vous identifiez vous dans une ou plusieurs des situations suivantes:
- plusieurs équipes Scrum travaillent dans votre entreprise, parfois sur un même projet ou des projets connexes
- la coordination entre équipes Scrum n'est pas optimale
- vous-même, ou certains stakeholders, ont besoin d'une vue plus long terme sur vos projets Agile, plus que "juste le prochain sprint"
- sur base du succès de Scrum dans votre entreprise, vous voulez allez plus loin et vous voulez rendre plus agile l'entièreté de votre entreprise
Si c'est le cas, venez découvrir le framework SAFe.
Après une présentation du framework et de ses fondements, vous serez en mesure de mieux le comprendre, et de voir ce qu'il peut apporter ou non à votre entreprise.
As markets become increasingly competitive, and open to disruption, it's more important than ever to be able to respond to market changes quickly.
In this talk I speak about how you can clearly define and communicate your organisations strategy in order to align everyone to a common purpose, and increase your responsiveness.
If you want to know more about how we think about strategy at ThoughtWorks, I'd love to hear from you.
Value Stream Management: Is Your Organization Ready?DevOps.com
Attend the next webinar in the Value Stream Management series to gain more insight into how Value Stream Management can provide a benefit to your organization. Value Stream Management has garnered a lot of attention in the past few months, but not all enterprises are ready to reap the benefits.
This session will cover the key components you need to provide a comprehensive internal assessment allowing you to determine how important a value stream management approach is for your organization. We’ll lay out the path, including how to:
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
Foundations of the Scaled Agile Framework® (SAFe® ) 4.5netmind
El Scaled Agile Framework (SAFe) es una base de conocimientos para adoptar métodos de trabajo ágiles en grandes organizaciones. SAFe presenta de forma gráfica un modelo de gestión para escalar la aplicación de las prácticas ágiles de un equipo a la gestión de programas, y de la gestión de programas al conjunto de la organización.
Este modelo para la adopción y transformación ágil de las organizaciones fué diseñado por Dean Leffingwell, a partir de sus libros “Agile Software Requeriments: Lean Requeriments for Teams Programs and the Enterprise” y “Scaling Software Agility: Best Practices for Large Enterprise”, y se ha implementado con éxito en grandes organizaciones de todo el mundo. 60 de las 100 compañías más grandes de Estados Unidos están utilizando SAFe como guía de referencia para la adopción de Agile.
El modelo de gestión propuesto por SAFe cubre el conjunto de la organización, desde los equipos, hasta los niveles de mayor responsabilidad. El modelo estructura en tres niveles: Equipo, Programa y Portfolio, aunque en la última versión, SAFe 4.0, introduce un 4º nivel opcional para soluciones de extremadamente grandes y complejas. Para cada uno de estos niveles SAFe define los roles, estructuras, actividades, artefactos, prácticas y técnicas adecuadas.
Scrumban Demystified. Talk from Agile New England.
A few of the Scrumban Evolutions from Mamamoth bank from the upcoming book on Scrumban.
More excerpts can be found at facebook.com/scrumban
Learn more at scrumban.io
Do you have a case study of applying the Kanban Method in a Scrum context. We want to learn more from your experiments and results. Contact us at info@codegenesys.com
Align, Inform, Inspire: Measuring Business Agility and SAFe® with Flow MetricsTasktop
During this on-demand webinar, Scaled Agile Principal Consultant and Framework team member, Andrew Sales, and Tasktop Sr. Value Stream Architect, Lee Reid, discuss how the three measurement domains of SAFe—Outcomes, Flow, and Competency—provide a comprehensive, yet simple, model for measuring business agility at every level of the enterprise and view data from an actual product value stream to demonstrate how Flow Metrics can enable productive conversations with the business about prioritizing work, while still maintaining the taxonomy of SAFe for teams to implement and improve.
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
Implementing distributed agile framework with
Scrum, XP & Effective Tools usage Dev ops. C. Padma presented this presentation during India Agile week 2015 - Bangalore
2016 Mastering SAP Tech - 2 Speed IT and lessons from an Agile Waterfall eCom...Eneko Jon Bilbao
A recent clash of worlds occurred when a local client asked to deliver their Hybris eCommerce portal on top of their global template SAP system. The backend SAP team jogged along in the traditional waterfall pace whilst the frontend Hybris team sought to sprint along in agile fashion. This is the story of how we managed the different worlds, the skills required and the lessons learned from both teams.
Brief, but descriptive tutorial of the Scaled Agile Framework (SAFe) 4.5. Starts with impetus for agility, overview of lean and agile thinking, definition of portfolio management, explanation of SAFe and its values and principles, etc. Then, provides a level-by-level overview of SAFe, including case studies, metrics, business case, adoption statistics, roles, responsibilities, and other considerations. Closes with a nice summary of key SAFe implementation principles ...
Kanban explained David Anderson LAS 2011-zurichWalter Schärer
Kanban is a technique that was elaborated in the manufacturing industry for years. But it also works nicely for knowledge work such as project development. Especially evolutionary change management in IT organizations lends itself perfectly to the Kanban field.
David J. Anderson speaking about Kanban at the LAS Conference 2011 in Zurich.
Read the summary on my blog at http://t.co/Mr7Be9T
Awarded by Project Management Institute (PMI), the Agile Certified Practitioner (PMI-ACP) credential is recognized by companies all around the world. With the education imparted in the certification training course, which is accredited by PMI.
PMI Agile Certified Practitioner certification is one of the most industry-recognized Agile project management certifications for project managers and project practitioners all across the world.
To know more about PMI Agile Certified Practitioner Certification trainings worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
Another Atlassian 'summit' is completed, summer is beckoning and we are all eager to take on some new projects, right? Join us as Andrew and Dileep, NYCE ACE Community Leaders, present all the top announcements and highlights of Team 21 and Jean-Phillipe Comeau, Adaptavist, discusses how you can 'translate' your favorite ScriptRunner scripts and bring automation to the cloud.
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
2. Christopher Webb.
SAFe 4.0 SPC, CSM, PSM1, P2
Office Location, Service Line: Melbourne, EIM
Industry Experience: 9years
Agile Experience: CD, Scrum, DevOps, Delivery
Director of Agile Strategy & Delivery
D.
Clients:
@elusivewebb
linkedin.com/christopherwilliamwebb
agile@deloitte.com.au
3. Purpose of Agile Landscape
• Structure conversations with clients / other agilsts
• Demystify majority of frameworks under agile umbrella
• Toolbox of frameworks / practices
4. ShuHaRi
Perspective
Mapping
Developed by Christopher Webb
Small
releases
Sprint
Planning
(1&2)
Product
Backlog
Sprint
Backlog
Poker
Planning
User Story
Daily
Meeting
Relative Estimation
Definition of Ready
3 qns
Burndown
Chart
Refinement
Meeting
Definition
of Done
Sprint
Review
(Showcase)
Retrospective
Task
Board
Limit WIP
Flow Control
Kanban board
Visual waste
& waiting
Make
Policies
Explicit
3 bin
system
Implement
feedback
loops
Frequent
releases
Evolve
experimentally
Muda,
Muri,
Mura
Story
Splitting
3C’s
INVEST
Story
Mapping
Personas Queuing
Theory
Manage &
Measure
Flow
Theory of
Constraints
Fast Feedback
Velocity
Lead
time
Optimal
Batch
Sizes
UML
Diagram
Risk Log
Minimum
Viable
Product
(MVP)
Minimum
Viable Change
Feature
Onsite
Customer
5 Whys 8 Wastes
5 S’s
Spikes
Design
Brief
Stakeholder
Mapping
Focal
Question
Relational
MappingTop 5 (ideas)
Business
Model
Canvas
Brainstorming
Rules of
Simplicity
Design
Principles
Low
Fiedelity
Prototypes
Doblin’s 10
types of
innovation
Define
Success
User
Testing
Walking
Skeleton
6 Levels of
Planning
Delphi
estimation
Product
Vision
(elevator
pitch)
Trade off
Sliders
Cause
effect
diagrams
Contract
Game
Project
approach
questionnaire
Storyboards
Facilitated
workshops
Scrum
of
Scrums
Story
telling
Guided
Tour
SPICE
2x2 Matrix
Feasibility
Assessment
Divergent /
Convergent
Thinking
Five E’s
Why-How
Laddering
Programming
Rotation
Refactoring
Map
Revert
Independent
Goal Naively
Mikado
Dependency
Map
5
Focusing
Steps
TOC
thinking
process
Information
Radiators
Improvement
KATA
Dreyfus
Model
Team
eNPS
Actionable
Metrics
Monte
Carlo
Poisson
Cumulative
Distribution
Test Driven
Development
Integrated
Testing
Test
Automation
Inspections
7 qns of
context
driven
testing
Continuous
Integration
Automated Test
Code Coverage
Plant Types
Context
Driven
Testing
Reflection
Workshops
Domain
Object
Modelling
Niko-Niko
Calendar
Exploratory
360 degree
reviews
JIT
Ad-Hoc
retrospective Agile Release
Trains (ART)
Parking
Lot
Decision
Tree
Object
Relational
Mapping
Baselined
Requirements
Delivery
Plan
JIT Model
Storming
Continuous
Production Testing
Automated visual
dashboard
Continuous
Deployment
Standardised
Promotion
Path
Source
Code
Mgmt
Config
Mgmt
Virtualisation
Feature Toggling
Artefact
Mgmt
Version
Control
Dynamic
Environments
Componentised
Architecture
Automated
Build
Casual
Loop
Diagrams
Auto-scale & Heal
Buffer
Mgmt
Incremental
Architecture
Incremental
Re-architecture
Usability
Testing
Acceptance
Testing
Sustainable
Pace
Release
Planning
Story
Hierarchy
Metaphor
iterations Feedback
Loops
Test
Feature naming
template
Idea
collaboration
session
Ecosystem
Map
Empathy
Maps
Affinity
Clustering
Context
Mapping
Journey
Maps
PDCA
(Deming cycle)
Kaizen
blitz
Kaizen
burst
Refactoring
Document
Prerequisites
Change
Canvas
Scale
method by
colour
Osmotic
Communication
Reflective
Improvement
Focus
Period
(2hr)
SOLID
principles
4+1 View
architecture
Emerging
Design
(code
craftsmanship)
A3
Update when
if hurts
Team
Safe
space
Safety
(user
solution)
Business
Vision
Development
approach
definition
Time
box
Shift
Left
MoSCoW
Hypothesis
Statement
Value stream
mapping
Lean
Coffee
12 Cardinal Sins
Exploratory
Days
ADKAR Survey
4 MindsetsMarshall
Model
Mock Objects
Marick’s
Test
Categories
Acceptance
Criteria
Understanding
complexity
(Framework
precedes data)
Sense making
(Data precedes
framework)
User
Case
CDEL
method
selection
Barmai
index
estimates
Improvement
Service
Communities
of Practice
System NFR
Overview
page
Feature
Teams
Potentially
Shippable Product
Overall
Retrospective
Requirement
Area
Feature Set (combined,
vertical, horizontal)
Product
Owner
Top down
+ Bottom
Up
Feature
team
adoption
map
Area
Product
Owner
Multi-team
design
workshop
Vision
Page
Team PBR
3 levels coaching (org, team, tech)
Organise
by
customer
value
Project
Charter
5 Dysfunctions of team
Strategic
Theme
ART
Budget
Release on
Demand
SAFe
Patterns
Program
Planning
3 Levels
Portfolio,
Program,
Team
WSJF Agile
portfolio
Architectural
runway
Portfolio
Backlog
Business EPIC
Innovation &
Planning
Sprint
Cycle time
Program
Increment
5C’s of
Agile
Mgmt
Architectural
EPIC
Release
Train
Engineer
Voice of
Customer
Cumulative
Flow
Diagram
Hackathon
4 versions
of lifecycle
Fixed
Delivery
Date
Software
Development
Context
Framework
(SDCF)
Hybrid
waterfall
practices
Product
Mgmt
Team
Architecture
Team
Geographically
distributed
development
(GDD)
Risk Value
Driven cycle
Coordinate
Activities
Focus
Goal
Diagram
Parallel
Independent
Testing
Tiger Team
Card sort
6
Sigma
Meddlers
(change
card game)
Delegation
Poker
Kudos
Cards
10
Intrinsic
desires
Moving
Motivators
Turn
up the
good
7 Tests
of a new
model
Schneider
Culture
Model
Theory X vs.
Theory Y
Collaboration,
Cultivation, and
Competence
Simple
Design
Business
Case
Solution
Architecture
Delivery
Control Pack
CRC Cards
Branching
Strategy
Leadership
FDD
Scaling
Initiate Discover Deliver Release
Disciplined Agile Delivery (DAD)Scaled Agile Framework (SAFe)
Large Enterprise
Scaled Scrum (LeSS)
Design Thinking
Cynefin
Lean
eXtreme Programming (XP)
Human Centered Design
Product Development (FLOW)
Deming Theory of Constraints
Dynamic System Development Method (DSDM)
RUP
Crystal
Mikado Method
Kaizen
Kanban
Rightshifting Management 3.0
Beyond Budgeting
DevOps
Test Driven Dev
Scrum
Prince2 /
Waterfall
Agile
Modelling
2016 Deloitte Consulting Pty Ltd.
THE AGILE LANDSCAPE V3
18. ShuHaRi
Perspective
Mapping
Developed by Christopher Webb
Small
releases
Sprint
Planning
(1&2)
Product
Backlog
Sprint
Backlog
Poker
Planning
User Story
Daily
Meeting
Relative Estimation
Definition of Ready
3 qns
Burndown
Chart
Refinement
Meeting
Definition
of Done
Sprint
Review
(Showcase)
Retrospective
Task
Board
Limit WIP
Flow Control
Kanban board
Visual waste
& waiting
Make
Policies
Explicit
3 bin
system
Implement
feedback
loops
Frequent
releases
Evolve
experimentally
Muda,
Muri,
Mura
Story
Splitting
3C’s
INVEST
Story
Mapping
Personas Queuing
Theory
Manage &
Measure
Flow
Theory of
Constraints
Fast Feedback
Velocity
Lead
time
Optimal
Batch
Sizes
UML
Diagram
Risk Log
Minimum
Viable
Product
(MVP)
Minimum
Viable Change
Feature
Onsite
Customer
5 Whys 8 Wastes
5 S’s
Spikes
Design
Brief
Stakeholder
Mapping
Focal
Question
Relational
MappingTop 5 (ideas)
Business
Model
Canvas
Brainstorming
Rules of
Simplicity
Design
Principles
Low
Fiedelity
Prototypes
Doblin’s 10
types of
innovation
Define
Success
User
Testing
Walking
Skeleton
6 Levels of
Planning
Delphi
estimation
Product
Vision
(elevator
pitch)
Trade off
Sliders
Cause
effect
diagrams
Contract
Game
Project
approach
questionnaire
Storyboards
Facilitated
workshops
Scrum
of
Scrums
Story
telling
Guided
Tour
SPICE
2x2 Matrix
Feasibility
Assessment
Divergent /
Convergent
Thinking
Five E’s
Why-How
Laddering
Programming
Rotation
Refactoring
Map
Revert
Independent
Goal Naively
Mikado
Dependency
Map
5
Focusing
Steps
TOC
thinking
process
Information
Radiators
Improvement
KATA
Dreyfus
Model
Team
eNPS
Actionable
Metrics
Monte
Carlo
Poisson
Cumulative
Distribution
Test Driven
Development
Integrated
Testing
Test
Automation
Inspections
7 qns of
context
driven
testing
Continuous
Integration
Automated Test
Code Coverage
Plant Types
Context
Driven
Testing
Reflection
Workshops
Domain
Object
Modelling
Niko-Niko
Calendar
Exploratory
360 degree
reviews
JIT
Ad-Hoc
retrospective Agile Release
Trains (ART)
Parking
Lot
Decision
Tree
Object
Relational
Mapping
Baselined
Requirements
Delivery
Plan
JIT Model
Storming
Continuous
Production Testing
Automated visual
dashboard
Continuous
Deployment
Standardised
Promotion
Path
Source
Code
Mgmt
Config
Mgmt
Virtualisation
Feature Toggling
Artefact
Mgmt
Version
Control
Dynamic
Environments
Componentised
Architecture
Automated
Build
Casual
Loop
Diagrams
Auto-scale & Heal
Buffer
Mgmt
Incremental
Architecture
Incremental
Re-architecture
Usability
Testing
Acceptance
Testing
Sustainable
Pace
Release
Planning
Story
Hierarchy
Metaphor
iterations Feedback
Loops
Test
Feature naming
template
Idea
collaboration
session
Ecosystem
Map
Empathy
Maps
Affinity
Clustering
Context
Mapping
Journey
Maps
PDCA
(Deming cycle)
Kaizen
blitz
Kaizen
burst
Refactoring
Document
Prerequisites
Change
Canvas
Scale
method by
colour
Osmotic
Communication
Reflective
Improvement
Focus
Period
(2hr)
SOLID
principles
4+1 View
architecture
Emerging
Design
(code
craftsmanship)
A3
Update when
if hurts
Team
Safe
space
Safety
(user
solution)
Business
Vision
Development
approach
definition
Time
box
Shift
Left
MoSCoW
Hypothesis
Statement
Value stream
mapping
Lean
Coffee
12 Cardinal Sins
Exploratory
Days
ADKAR Survey
4 MindsetsMarshall
Model
Mock Objects
Marick’s
Test
Categories
Acceptance
Criteria
Understanding
complexity
(Framework
precedes data)
Sense making
(Data precedes
framework)
User
Case
CDEL
method
selection
Barmai
index
estimates
Improvement
Service
Communities
of Practice
System NFR
Overview
page
Feature
Teams
Potentially
Shippable Product
Overall
Retrospective
Requirement
Area
Feature Set (combined,
vertical, horizontal)
Product
Owner
Top down
+ Bottom
Up
Feature
team
adoption
map
Area
Product
Owner
Multi-team
design
workshop
Vision
Page
Team PBR
3 levels coaching (org, team, tech)
Organise
by
customer
value
Project
Charter
5 Dysfunctions of team
Strategic
Theme
ART
Budget
Release on
Demand
SAFe
Patterns
Program
Planning
3 Levels
Portfolio,
Program,
Team
WSJF Agile
portfolio
Architectural
runway
Portfolio
Backlog
Business EPIC
Innovation &
Planning
Sprint
Cycle time
Program
Increment
5C’s of
Agile
Mgmt
Architectural
EPIC
Release
Train
Engineer
Voice of
Customer
Cumulative
Flow
Diagram
Hackathon
4 versions
of lifecycle
Fixed
Delivery
Date
Software
Development
Context
Framework
(SDCF)
Hybrid
waterfall
practices
Product
Mgmt
Team
Architecture
Team
Geographically
distributed
development
(GDD)
Risk Value
Driven cycle
Coordinate
Activities
Focus
Goal
Diagram
Parallel
Independent
Testing
Tiger Team
Card sort
6
Sigma
Meddlers
(change
card game)
Delegation
Poker
Kudos
Cards
10
Intrinsic
desires
Moving
Motivators
Turn
up the
good
7 Tests
of a new
model
Schneider
Culture
Model
Theory X vs.
Theory Y
Collaboration,
Cultivation, and
Competence
Simple
Design
Business
Case
Solution
Architecture
Delivery
Control Pack
CRC Cards
Branching
Strategy
Leadership
FDD
Scaling
Initiate Discover Deliver Release
Disciplined Agile Delivery (DAD)Scaled Agile Framework (SAFe)
Large Enterprise
Scaled Scrum (LeSS)
Design Thinking
Cynefin
Lean
eXtreme Programming (XP)
Human Centered Design
Product Development (FLOW)
Deming Theory of Constraints
Dynamic System Development Method (DSDM)
RUP
Crystal
Mikado Method
Kaizen
Kanban
Rightshifting Management 3.0
Beyond Budgeting
DevOps
Test Driven Dev
Scrum
Prince2 /
Waterfall
Agile
Modelling
2016 Deloitte Consulting Pty Ltd.
THE AGILE LANDSCAPE V3
19. Developed by Christopher Webb
LeadershipScaling
Initiate Discover Deliver Release
2016 Deloitte Consulting Pty Ltd.
THE AGILE LANDSCAPE V3
20. Developed by Christopher Webb
Small
releasesSprint
Planning
(1&2)
Product
Backlog
Sprint
Backlog
Poker
Planning
User Story
Daily
Meeting
Relative
Estimation
Definition of Ready3 qns
Burndown
Chart
Refinement
Meeting
Definition
of Done
Sprint
Review
(Showcase)
Retrospective
Task
Board
Frequent
releases
Velocity
Dreyfus
Model
Usability
Testing
Release
Planning
iterations
TestRefactoring
LeadershipScaling
Initiate Discover Deliver Release
Scrum
2016 Deloitte Consulting Pty Ltd.
THE AGILE LANDSCAPE V3
58% use Scrum
21. Developed by Christopher Webb
Small
releasesSprint
Planning
(1&2)
Product
Backlog
Sprint
Backlog
Poker
Planning
User
Story
Daily
Meeting
Relative
Estimation
Definition of Ready3 qns
Burndown
Chart
Refinement
Meeting
Definition
of Done
Sprint
Review
(Showcase)
Retrospective
Task
Board
Frequent
releases
Velocity
Dreyfus
Model
Usability
Testing
Release Planning
iterations
Test
Refactoring
LeadershipScaling
Initiate Discover Deliver Release
Scrum
2016 Deloitte Consulting Pty Ltd.
THE AGILE LANDSCAPE V3
Another 10% use Scrum/XP
Hybrid
Onsite
Customer
Spikes
6 Levels of
Planning
Programming
Rotation
Continuous
Integration
JIT
Ad-Hoc
retrospective
JIT Model
Storming
Source
Code
Mgmt
Acceptance
Testing
Sustainable
Pace
Metaphor
Feedback
Loops
Simple
Design
CRC Cards
Scaling
Initiate Discover Deliver Release
eXtreme Programming (XP)
Scrum
Total 68%
22. SURVEY RESULTS OF WHICH AGILE
FRAMEWORKS USED:
<1%
58%
XP ScrumScrum /
XP
Hybrid
DSDM /
Atern
Agile
Unified
Process
(AUP)
Feature-
Driven
Developm
-ent
Agile
Modeling
LeanOther Custom
Hybrid
(multiple
methods
Iterative
Developm
-ent
2%
10%
8%
Kanban
5%
*VERSIONONE STATE OF AGILE 2016 SURVEY
68% Use
23. Developed by Christopher Webb
Small
releases
Sprint
Planning
(1&2)
Product
Backlog
Sprint
Backlog
Poker
Planning
User Story
Daily
Meeting
Relative Estimation
Definition of Ready
3 qns
Burndown
Chart
Refinement
Meeting
Definition
of Done
Sprint
Review
(Showcase)
Retrospective
Task
Board
Limit WIP
Flow Control
Kanban board
Visual waste
& waiting
Make
Policies
Explicit
3 bin
system
Implement
feedback
loops
Frequent
releases
Evolve
experimentally
Muda,
Muri,
Mura
Story
Splitting
3C’s
INVEST
Story
Mapping
Queuing
Theory
Manage &
Measure
Flow
Fast Feedback
Velocity
Lead
time
Optimal
Batch
Sizes
UML
Diagram
Risk Log
Minimum
Viable
Product
(MVP)
Minimum
Viable Change
Feature
Onsite
Customer
5 Whys 8 Wastes
5 S’s
Spikes
Brainstorming
6 Levels of
Planning
Trade off
Sliders
Project
approach
questionnaire
Feasibility
Assessment
Programming
Rotation
TOC
thinking
process
Improvement
KATA
Dreyfus
Model
Team
eNPS
Actionable
Metrics
Monte
Carlo
Poisson
Cumulative
Distribution
Test Driven
Development
Test
Automation
Inspections
7 qns of
context
driven
testing
Continuous
Integration
Plant Types
Context
Driven
Testing
Domain
Object
Modelling
JIT
Ad-Hoc
retrospective
Parking
Lot
Object
Relational
Mapping
Baselined
Requirements
Delivery
Plan
JIT Model
Storming
Source
Code
Mgmt
Buffer
Mgmt
Usability
Testing
Acceptance
Testing
Sustainable
Pace
Release
Planning
Story
Hierarchy
Metaphor
iterations Feedback
Loops
Test
Feature naming
template
Idea
collaboration
session
Refactoring
Change
Canvas
SOLID
principles
4+1 View
architecture
Emerging
Design
(code
craftsmanship)
A3
Update when
if hurts
Business
Vision
Development
approach
definition
Time
box
MoSCoW
Hypothesis
Statement
Value stream
mapping
Lean
Coffee
12 Cardinal Sins
Exploratory
Days
ADKAR Survey
Marick’s
Test
Categories
Acceptance
Criteria
User
Case
Barmai
index
estimates
Product
Owner
Team PBR
Project
Charter
Cycle timeVoice of
Customer
6
Sigma
Simple
Design
Business
Case
Solution
Architecture
Delivery
Control Pack
CRC Cards
Leadership
FDD
Scaling
Initiate Discover Deliver Release
Lean
eXtreme Programming (XP)
Dynamic System Development Method (DSDM)
RUP
Kanban
Test Driven Dev
Scrum
Prince2 /
Waterfall
Agile
Modelling
2016 Deloitte Consulting Pty Ltd.
THE AGILE LANDSCAPE V3
~99% of survey used
24. Scrumbut
Crystal
Adaptive Software Development (ASD)
Lean Software Development
Deming System of Profound Knowledge
(Product Development) Flow
Lean Startup
Agile Frameworks
Hybrid Agile (Scrumban, Xanpan, Nonban)
ScrumPLOP (Pattern Languages of Programs)
Enterprise Transition Framework (ETF)
Accelerated Agile
Extreme Manufacturing (Wikispeed)
Certifications (BABOK, PMI ACP, icAgile)
Agile Extension`s
DevOps
Programmer Anarchy
Mikado Method
Mob Programming
TDD / ATDD / BDD / SBE
Context Driven Testing
Leadership
Vanguard Method
Holocracy
Rightshifting
Beyond Budgeting
Radical Management
Management 3.0
Development & Testing
Leadership
Individuals & Interactions
Theory of Constraints
Drive
Cynefin
Individuals & Interactions
Disciplined Agile Delivery (DAD)
Enterprise Unified Process (EUP)
Large Scale Scrum (LeSS)
Scale Agile Framework (SAFe)
@Spotify / Squadification
Enterprise Scrum
XSCALE (AgileTNG)
Scaling
= 35
With
amazing
practices &
approaches
to try
Remaining
notissurvey
25. ShuHaRi
Perspective
Mapping
Developed by Christopher Webb
Small
releases
Sprint
Planning
(1&2)
Product
Backlog
Sprint
Backlog
Poker
Planning
User Story
Daily
Meeting
Relative Estimation
Definition of Ready
3 qns
Burndown
Chart
Refinement
Meeting
Definition
of Done
Sprint
Review
(Showcase)
Retrospective
Task
Board
Limit WIP
Flow Control
Kanban board
Visual waste
& waiting
Make
Policies
Explicit
3 bin
system
Implement
feedback
loops
Frequent
releases
Evolve
experimentally
Muda,
Muri,
Mura
Story
Splitting
3C’s
INVEST
Story
Mapping
Personas Queuing
Theory
Manage &
Measure
Flow
Theory of
Constraints
Fast Feedback
Velocity
Lead
time
Optimal
Batch
Sizes
UML
Diagram
Risk Log
Minimum
Viable
Product
(MVP)
Minimum
Viable Change
Feature
Onsite
Customer
5 Whys 8 Wastes
5 S’s
Spikes
Design
Brief
Stakeholder
Mapping
Focal
Question
Relational
MappingTop 5 (ideas)
Business
Model
Canvas
Brainstorming
Rules of
Simplicity
Design
Principles
Low
Fiedelity
Prototypes
Doblin’s 10
types of
innovation
Define
Success
User
Testing
Walking
Skeleton
6 Levels of
Planning
Delphi
estimation
Product
Vision
(elevator
pitch)
Trade off
Sliders
Cause
effect
diagrams
Contract
Game
Project
approach
questionnaire
Storyboards
Facilitated
workshops
Scrum
of
Scrums
Story
telling
Guided
Tour
SPICE
2x2 Matrix
Feasibility
Assessment
Divergent /
Convergent
Thinking
Five E’s
Why-How
Laddering
Programming
Rotation
Refactoring
Map
Revert
Independent
Goal Naively
Mikado
Dependency
Map
5
Focusing
Steps
TOC
thinking
process
Information
Radiators
Improvement
KATA
Dreyfus
Model
Team
eNPS
Actionable
Metrics
Monte
Carlo
Poisson
Cumulative
Distribution
Test Driven
Development
Integrated
Testing
Test
Automation
Inspections
7 qns of
context
driven
testing
Continuous
Integration
Automated Test
Code Coverage
Plant Types
Context
Driven
Testing
Reflection
Workshops
Domain
Object
Modelling
Niko-Niko
Calendar
Exploratory
360 degree
reviews
JIT
Ad-Hoc
retrospective Agile Release
Trains (ART)
Parking
Lot
Decision
Tree
Object
Relational
Mapping
Baselined
Requirements
Delivery
Plan
JIT Model
Storming
Continuous
Production Testing
Automated visual
dashboard
Continuous
Deployment
Standardised
Promotion
Path
Source
Code
Mgmt
Config
Mgmt
Virtualisation
Feature Toggling
Artefact
Mgmt
Version
Control
Dynamic
Environments
Componentised
Architecture
Automated
Build
Casual
Loop
Diagrams
Auto-scale & Heal
Buffer
Mgmt
Incremental
Architecture
Incremental
Re-architecture
Usability
Testing
Acceptance
Testing
Sustainable
Pace
Release
Planning
Story
Hierarchy
Metaphor
iterations Feedback
Loops
Test
Feature naming
template
Idea
collaboration
session
Ecosystem
Map
Empathy
Maps
Affinity
Clustering
Context
Mapping
Journey
Maps
PDCA
(Deming cycle)
Kaizen
blitz
Kaizen
burst
Refactoring
Document
Prerequisites
Change
Canvas
Scale
method by
colour
Osmotic
Communication
Reflective
Improvement
Focus
Period
(2hr)
SOLID
principles
4+1 View
architecture
Emerging
Design
(code
craftsmanship)
A3
Update when
if hurts
Team
Safe
space
Safety
(user
solution)
Business
Vision
Development
approach
definition
Time
box
Shift
Left
MoSCoW
Hypothesis
Statement
Value stream
mapping
Lean
Coffee
12 Cardinal Sins
Exploratory
Days
ADKAR Survey
4 MindsetsMarshall
Model
Mock Objects
Marick’s
Test
Categories
Acceptance
Criteria
Understanding
complexity
(Framework
precedes data)
Sense making
(Data precedes
framework)
User
Case
CDEL
method
selection
Barmai
index
estimates
Improvement
Service
Communities
of Practice
System NFR
Overview
page
Feature
Teams
Potentially
Shippable Product
Overall
Retrospective
Requirement
Area
Feature Set (combined,
vertical, horizontal)
Product
Owner
Top down
+ Bottom
Up
Feature
team
adoption
map
Area
Product
Owner
Multi-team
design
workshop
Vision
Page
Team PBR
3 levels coaching (org, team, tech)
Organise
by
customer
value
Project
Charter
5 Dysfunctions of team
Strategic
Theme
ART
Budget
Release on
Demand
SAFe
Patterns
Program
Planning
3 Levels
Portfolio,
Program,
Team
WSJF Agile
portfolio
Architectural
runway
Portfolio
Backlog
Business EPIC
Innovation &
Planning
Sprint
Cycle time
Program
Increment
5C’s of
Agile
Mgmt
Architectural
EPIC
Release
Train
Engineer
Voice of
Customer
Cumulative
Flow
Diagram
Hackathon
4 versions
of lifecycle
Fixed
Delivery
Date
Software
Development
Context
Framework
(SDCF)
Hybrid
waterfall
practices
Product
Mgmt
Team
Architecture
Team
Geographically
distributed
development
(GDD)
Risk Value
Driven cycle
Coordinate
Activities
Focus
Goal
Diagram
Parallel
Independent
Testing
Tiger Team
Card sort
6
Sigma
Meddlers
(change
card game)
Delegation
Poker
Kudos
Cards
10
Intrinsic
desires
Moving
Motivators
Turn
up the
good
7 Tests
of a new
model
Schneider
Culture
Model
Theory X vs.
Theory Y
Collaboration,
Cultivation, and
Competence
Simple
Design
Business
Case
Solution
Architecture
Delivery
Control Pack
CRC Cards
Branching
Strategy
Leadership
FDD
Scaling
Initiate Discover Deliver Release
Disciplined Agile Delivery (DAD)Scaled Agile Framework (SAFe)
Large Enterprise
Scaled Scrum (LeSS)
Design Thinking
Cynefin
Lean
eXtreme Programming (XP)
Human Centered Design
Product Development (FLOW)
Deming Theory of Constraints
Dynamic System Development Method (DSDM)
RUP
Crystal
Mikado Method
Kaizen
Kanban
Rightshifting Management 3.0
Beyond Budgeting
DevOps
Test Driven Dev
Scrum
Prince2 /
Waterfall
Agile
Modelling
2016 Deloitte Consulting Pty Ltd.
THE AGILE LANDSCAPE V3
26. SELECT WHAT’S RIGHT FOR WHERE YOU ARE
Story Wall
Burn Down/Up
Reporting
Definition of
Done
Rituals
Key artefacts
Delivery
Project
Charter
Setup
foundation
Establish high
level
architecture
Project
Plan
Initial
design
Discovery
Manage
Sprint
Design
Features
Develop
Features
Sprint
Planning
Close
Sprint
Test Features
Delivery
Rollout changes to
users
Close
release Deploy
code
Release
RAID log Roles &
Responsibilities
Release Plan Story Map Change controls
Project Charter Prioritised Sprint
Backlog
High Level
Architecture
Design Principles
Story
Hierarchy
Test Plan
Test StrategyRoadmap
Change Strategy
Process
Daily
Stand up
Release
Retrospective
RetrospectiveBacklog
Refinement
Sprint
Planning
Risk and Issue
Meeting
Planning
Poker
ShowcaseDiscovery
Workshop
DeploymentSizing &
Estimation
Documented
Release
Documented
Architecture
Idea
Collaboration
Business
Idea
Vision
Initiate
Change
Documentation
Vision
Idea
Collaboration
Change Canvas
HERE IS AN EXAMPLE PROJECT OF PRACTICES
27. Take aways:
• Understand there is more than one way to
skin a cat
• It’s not one framework versus another
• Beginners use Frameworks, experienced use
what works
• This is a toolbox to use what works for you
29. Common
Issues
Our
Process
Our
Offerings
Join Us
http://blog.deloitte.com.au/agile
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thinking and delivery, with right-sized steps, a balanced approach, and tailored practices.”
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SCRUM
MASTERS, SAFe
& AGILE
CERTIFIED Practitioners
210AGILE
EXPERIENCE
Practitioners
Ideate
Agile mindsets and
collaboration
Agile business
case creation
”Don’t know
where to start”
Design
Agile transformation
strategy and roadmaps
Process and operating
model design
Programme story
mapping
“Tried agile
and failed”
Experiment
Incubation hub
Growth hacking
Analytics, metrics
and insights
Safe BAU
experimentation
“Can’t
innovate”
Deliver
Minimal viable change
Scrum masters and agile
specialists
Agile governance and risk
Education through delivery
“Inefficient and
can’t find value”
Scale
Enterprise agility and organisational
change
Agile at scale. Agile evolution
Leadership and high performing
team enablement
Distributed agile
Agile PMO support
“Complex
enterprise and
can’t scale”
Repeat
Maturity review and
change program design
Leadership and high
performing team
enablement
DevOps and release
engineering
Tool automation
“Using agile,
but it’s costly”
agile@deloitte.com.au
@DeloitteAgileAU
Agile