Scaling Agility
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In this talk from Red Hat's 2014 Agile Conference, Cory Foy talks about the conditions necessary to bring about true organizational change towards agility. In addition, he covers patterns of adoptions and a variety of techniques used at scale
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Scaling Agility
- 1. Scaling Agile @cory_foy | Cory Foy | foyc@coryfoy.com http://www.coryfoy.com
- 3. Scaling Agile is Easy. As Easy as Scaling Cats. http://www.flickr.com/photos/mundoworldmonde/5621803163
- 4. Project 1 Backlog Team A Team A Backlog Team B Backlog Project 2 Backlog Team B Project 3 Backlog Team C Team C Backlog
- 5. Height of Line Distance from Left
- 6. Thanks! @cory_foy | Cory Foy | foyc@coryfoy.com http://www.coryfoy.com
- 7. Scaling Agile Agility @cory_foy | Cory Foy | foyc@coryfoy.com http://www.coryfoy.com
- 8. Scaling Agility Is Hard. Because you have to know what you want.
- 10. Newtonian Management Methods Work: Systems are closed Change is slow Interdependencies are low Certainty is high Variability is low Facilitating Organizational Change: Lessons from Complexity Science
- 11. System Agents Emergent Patterns Complex Adaptive System Facilitating Organizational Change: Lessons from Complexity Science
- 12. Culture is defined by Experiences
- 14. “C2I2 Hypothesis” Invention Implementation Customer Collaborator Architecture and Documentation don’t make inventions into implementations
- 15. Formal Container Informal Container http://www.flickr.com/photos/33695724@N07/3998201723 https://www.flickr.com/photos/equinoxefr/3934157442 Large Team Medium Team http://www.flickr.com/photos/97668927@N06/14744329878 Self Contained Small Team
- 16. “Different projects have different needs.” -Alistair Cockburn
- 18. Copy from board Science Experiment Telephone Call Standardized Test Cognitively Undemanding Cognitively Demanding Context Embedded Context Reduced BICS CALP (6mo-2y) (5y-7y)
- 19. Agility => Change to System Change to System => Invention Big Goals Achieved Through Ascend/ Acclimate Cycles Easy to make change look successful without fundamental change happening
- 21. Traditional Truisms are False in fast-changing systems: Change Starts at the Top Efficiency Comes from Control Prediction is Possible Facilitating Organizational Change: Lessons from Complexity Science
- 23. Copy from board Science Experiment Telephone Call Standardized Test Cognitively Undemanding Cognitively Demanding Context Embedded Context Reduced BICS CALP Learn to operate past the line or move the project behind it. Docs and Architecture won’t move you beyond the line.
- 24. Expect Well Less Well Change What we wanted to happen What went well What didn’t go so well What we want to try
- 25. Standard Scrum Cognitively Undemanding New Process Cognitively Demanding Context Embedded Context Reduced Inspect and Adapt
- 27. Standard Scrum Cognitively Undemanding Standard Work Standard Process New Process New Process Cognitively Demanding Context Embedded Context Reduced Inspect and Adapt Inspect and Adapt Teams can pave the road and establish base camps (standard work) In short, teams can go through this, but it only goes faster when the org itself improves These two I&As look similar but are very different
- 29. “The processes that companies have optimized for execution inevitably interfere with the search processes needed to discover a new business model” –Steve Blank
- 30. “Giving people instructions creates dependence. Giving people intent creates independence.” -David Marquet
- 31. Standard Scrum Cognitively Undemanding Standard Work Standard Process New Process New Process Cognitively Demanding Context Embedded Context Reduced Inspect and Adapt Inspect and Adapt But you can’t have non-involved parts of the org creating it - it must be the teams doing the transition work establishing camps It’s this transition where organizational maturity increases by establishing a new baseline as standard work
- 32. App DB More RAM App DB MOAR RAM!!! App DB Scaling Apps
- 33. Team Team More Process/Ppl Team Team MOAR PROCESS!!! Team Team Scaling Teams
- 34. Project 1 Backlog Team A Team A Backlog Team B Backlog Project 2 Backlog Team B Project 3 Backlog Team C Team C Backlog
- 35. Scalability Principles Scalability is about concurrency Decrease Processing Time Partition the Work Look at the bigger picture Define your goals Test and Experiment Continuously
- 36. Decrease Processing Time Visual Management Board
- 37. Feature Teams Decrease Processing Time Feature Product Increment Cross-Functional Long Living
- 38. Work-in-Process Limits Decrease Processing Time
- 39. Shorter Sprints Decrease Processing Time
- 40. Use Video Decrease Processing Time
- 41. User Stories Partition the Work Independent Negotiable Valuable Estimatable Small Testable As a <persona> I need <feature> to get <value> Given <scenario> When <persona> <action> Then <value> Epic Feature Task Line of Sight
- 42. Expert Teams Partition the Work Task Technical Delivery Single-Function Long Living
- 43. Portfolio Management Board Partition the Work Capability 1 Capability 2 Capability 3 Backlog WIP Done
- 44. Product Vision Statement Define Your Goals
- 45. Technical Vision Statement Define Your Goals Design Front End Services DB
- 46. System Vision Statement Define Your Goals Team 1 Team 2 Team 3 Feat A Feat B Feat C Technical Vision Business Vision
- 47. Test and Experiment Continuously Technical Product Owner Team 1 Team 2 Team 3 Feat A Feat B Feat C Technical Vision Business Vision
- 48. Test and Experiment Continuously Retrospectives
- 49. Test and Experiment Continuously Kanban Framework
- 50. Is your goal uniformity or agility? Experts work off intuition, not documentation
- 51. Thanks! @cory_foy | Cory Foy | foyc@coryfoy.com http://www.coryfoy.com