The document discusses the integration of Scrum and Kanban methodologies to achieve end-to-end business agility, highlighting the distinction between team-level agility and broader organizational agility. It emphasizes the challenges of dependencies, the importance of managing value flow across various business levels, and the need for an effective team structure and organizational framework. The document proposes strategies for scaling these methodologies to enhance delivery and value creation across the enterprise.

1. Blending Scrum and Kanban to Create an End-to-End Agile Enterprise

2. Mike CottmeyerEnterprise Agile Coach, LeadingAgile, LLCmike@leadingagile.com 1.404.312.1471www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer

3. AgendaWhy this talk? Isn’t Scrum enough?

4. AgendaWhy this talk? Isn’t Scrum enough?Discuss what end-to-end business agility looks like and how it is different from team agility

5. AgendaWhy this talk? Isn’t Scrum enough?Discuss what end-to-end business agility looks like and how it is different from team agility, and why team agility is not enough

6. AgendaWhy this talk? Isn’t Scrum enough?Discuss what end-to-end business agility looks like and how it is different from team agility, and why team agility is not enoughExplore one adoption and transformation strategy… and maybe a few alternatives

7. AgendaWhy this talk? Isn’t Scrum enough?Discuss what end-to-end business agility looks like and how it is different from team agility, and why team agility is not enoughExplore one adoption and transformation strategy… and maybe a few alternativesShow how to manage the flow of value across the enterprise, using Scrum at the team level, and Kanban at the Program and Portfolio level

8. Why Not Just Scrum?

9. Scrum is a team based approach to product delivery.

10. Team

11. Developers

12. TestersDevelopers

13. AnalystTestersDevelopers

14. AnalystScrumMasterTestersDevelopers

15. Product OwnerAnalystScrumMasterTestersDevelopers

16. What if my team is more than 5-7 people?

17. Scrum in the Enterprise

18. Scrum in the Enterprise

19. Enterprise Scrum

20. Enterprise Scrum... it’s different!

21. Enterprise Scrum

22. Enterprise Scrum

23. Enterprise Scrum

24. Enterprise Scrum

25. Enterprise Scrum

26. Enterprise Scrum

27. Enterprise Scrum

28. What breaks Scrum?

29. External Dependencies

30. External Dependencies

31. External Dependencies

32. Why dependencies matter?Velocity dependent on something outside the team

33. Why dependencies matter?Velocity dependent on something outside the teamExternal dependencies have to be managed and planned for in advance

34. Why dependencies matter?Velocity dependent on something outside the teamExternal dependencies have to be managed and planned for in advanceExcessive forward planning can reduce our ability to change as we learn new things

35. Why dependencies matter?Velocity dependent on something outside the teamExternal dependencies have to be managed and planned for in advanceExcessive forward planning can reduce our ability to change as we learn new thingsLack of full ownership can result in lack of commitment and unreliable results

36. Many-to-Many Relationships

37. Many-to-Many Relationships

38. Many-to-Many Relationships

39. Many-to-Many Relationships

40. Many-to-Many Relationships

41. Many-to-Many Relationships

42. Many-to-Many Relationships

43. Many-to-Many Relationships

44. Many-to-Many Relationships

45. Why many-to-many matters?Team velocity is not a predictor of higher order deliverables

46. Why many-to-many matters?Team velocity is not a predictor of higher order deliverablesOne or more teams can starve the value creation process

47. Why many-to-many matters?Team velocity is not a predictor of higher order deliverablesOne or more teams can starve the value creation processBacklogs have to be sequenced and dependencies managed

48. Why many-to-many matters?Team velocity is not a predictor of higher order deliverablesOne or more teams can starve the value creation processBacklogs have to be sequenced and dependencies managedTeams focus on their backlog to the exclusion of the rest of the organization

49. What do we mean by end-to-end business agility?

51. We want the benefits of team-level agility….

52. We want the benefits of team-level agility…. but across the entire company

53. We want a pattern that can accommodate Sales and Marketing…

54. …several Scrum teams, service orientation, and shared services…

55. …as well as technical support and ultimately sustaining engineering

56. At some level of scale, Scrum breaks.

57. At some level of scale, Scrum breaks. What are you going to do about it?

58. Tools available to scale ScrumScrum and XP

59. Tools available to scale ScrumScrum and XPKanban

60. Tools available to scale ScrumScrum and XPKanbanLean

61. Tools available to scale ScrumScrum and XPKanbanLeanRUP

62. Tools available to scale ScrumScrum and XPKanbanLeanRUPTraditional SDLC

63. Interesting idea… how to we get there?

64. It always starts with teams...

65. Ways to organize teams… Products

66. Ways to organize teams… ProductsProduct features

67. Ways to organize teams… ProductsProduct featuresComponents

68. Ways to organize teams… ProductsProduct featuresComponentsShared services

69. Ways to organize teams… ProductsProduct featuresComponentsShared servicesBusiness capabilities

70. Get the teams working…Define the org structure

71. Get the teams working…Define the org structureForm the teams

72. Get the teams working…Define the org structureForm the teamsGet the teams delivering

73. Get the teams working…Define the org structureForm the teamsGet the teams deliveringFocus on establishing a stable velocity

74. Get the teams working…Define the org structureForm the teamsGet the teams deliveringFocus on establishing a stable velocityLearn what works

75. Incrementally roll-out Scrum across the organization…

76. Incrementally roll-out Scrum across the organization……

77. Incrementally roll-out Scrum across the organization………

78. Establish Program Teams and/or Product Integration teams

79. Establish Program Teams and/or Product Integration teams

80. Establish a Portfolio Planning team

81. Manage the flow of value at each level

82. So… what does it look like when I am done?

83. Focus is 100% on delivering end-to-end value across the organization

84. “If all we do is find another way to measure activity, we will not be successful” – CTO

85. Let’s start with a definition of value…

86. Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about. Epic

87. Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about. EpicFeatures are smaller than epics, typically 2-4 weeks in duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Owner Cares about. Feature

88. Epics collections of features, typically 1-3 months in duration. Epics span releases. Epics can span more than one team. These are the things the market cares about. EpicFeatures are smaller than epics, typically 2-4 weeks in duration. Features are contained within releases. Ideally, features are contained within a team. These are what the Product Owner Cares about. FeatureUser Stories are the smallest increment of value, typically less than a week. User Stories are contained within sprint. These are the things Engineering Management Cares about. User Story

89. Story Maps visually show the relationship between User Stories and Business ValueEpicFeatureFeatureFeatureFeatureUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

90. Story Maps start with the identification of larger, more strategic organizational goalsEpic

91. Epicsare decomposed into Features that describe the value added into the productEpicFeature

92. Epicsare decomposed into Features that describe the value added into the productEpicFeatureFeature

93. Epicsare decomposed into Features that describe the value added into the productEpicFeatureFeatureFeature

94. Epicsare decomposed into Features that describe the value added into the productEpicFeatureFeatureFeatureFeature

95. Featuresare decomposed into User Stories that are thin slices of value added into the systemEpicFeatureFeatureFeatureFeatureUser StoryUser StoryUser StoryUser Story

96. Featuresare decomposed into User Stories that are thin slices of value added into the systemEpicFeatureFeatureFeatureFeatureUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

97. Featuresare decomposed into User Stories that are thin slices of value added into the systemEpicFeatureFeatureFeatureFeatureUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

98. Featuresare decomposed into User Stories that are thin slices of value added into the systemEpicFeatureFeatureFeatureFeatureUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

99. User Stories are estimated in relative units of measure called Story PointsEpic3121FeatureFeatureFeatureFeature323552321122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

100. Story Points can be added up to size FeaturesEpic1178123121FeatureFeatureFeatureFeature323552321122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

101. Feature Points can be added up to size Epics38Epic1178123121FeatureFeatureFeatureFeature323552321122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

102. Our Goal is to build the smallest system possible to deliver the value in the Epic38Epic1178123121FeatureFeatureFeatureFeature323552321122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

103. We continuously evaluate the Story Map to determine the Minimally Marketable Feature38Epic1178123121FeatureFeatureFeatureFeature323552321122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

104. We continuously evaluate the Story Map to determine the Minimally Marketable Feature38Epic1178123121User StoryUser StoryUser StoryFeatureFeatureFeatureFeature3235User StoryUser StoryUser Story5232User StoryUser StoryUser Story1122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

105. When we focus on Minimally Marketable Features, we deliver Business Value early26Epic104753121User StoryUser StoryUser StoryFeatureFeatureFeatureFeature3235User StoryUser StoryUser Story5232User StoryUser StoryUser Story1122User StoryUser StoryUser StoryUser StoryUser StoryUser StoryUser Story

106. Minimally Marketable Featuresfeed the prioritization of our Sprint PlanningStory BacklogIn ProcessTask DoneTask BacklogStory Backlog

107. Identify the User Story most likely to contribute to the MMF and build that one firstStory BacklogIn ProcessTask DoneTask BacklogStory Backlog

108. Identify the User Story most likely to contribute to the MMF and build that one firstStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3User Story

109. Pull User Stories in priority order focusing on delivering complete MMFsStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3User Story

110. Pull User Stories in priority order focusing on delivering complete MMFsStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3User Story2User Story

111. It’s okay to work User Stories across MMFs if that is what the Product Owner needsStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3User Story2User Story

112. It’s okay to work User Stories across MMFs if that is what the Product Owner needsStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3User Story2User Story1User Story

113. The team uses its past velocity to determine how many stories go in the SprintPlanned Team Velocity = 6 pointsStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3User Story2User Story1User Story

114. The Team breaks each User Story down into TasksPlanned Team Velocity = 6 pointsStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3TaskTaskUser StoryTask2User Story1User Story

115. The Team breaks each User Story down into TasksPlanned Team Velocity = 6 pointsStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3TaskTaskUser StoryTask2TaskTaskUser StoryTaskTask1User Story

116. The Team breaks each User Story down into TasksPlanned Team Velocity = 6 pointsStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3TaskTaskUser StoryTask2TaskTaskUser StoryTaskTaskTaskTask1User StoryTaskTask

117. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to DeliverPlanned Team Velocity = 6 pointsStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3168TaskTaskUser Story8Task2TaskTaskUser StoryTaskTaskTaskTask1User StoryTaskTask

118. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to DeliverPlanned Team Velocity = 6 pointsStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3168TaskTaskUser Story8Task2216TaskTaskUser Story8Task4TaskTaskTask1User StoryTaskTask

119. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to DeliverPlanned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3168TaskTaskUser Story8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story168TaskTask

120. And estimates each Task in Real Hours so they can assess if they can make a solid Commitment to DeliverPlanned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory BacklogIn ProcessTask DoneTask BacklogStory Backlog3168TaskTaskUser Story8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story168TaskTask

121. At the beginning of the Sprint, The Team pulls Tasks from the top of the Task BacklogPlanned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory BacklogIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story168TaskTask

122. Tasks move across the Story Board until there is a completed User Story. Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory BacklogIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story168TaskTask

123. Tasks move across the Story Board until there is a completed User Story. Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory BacklogIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story8Task16Task

124. Tasks move across the Story Board until there is a completed User Story. Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory BacklogIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story8Task16Task

125. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory BacklogIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story8Task16Task

126. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory BacklogIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story8Task16Task

127. The Team works from the top of the Story Board, Swarming to get User Stories across the board as fast as possible . Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory BacklogIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task84TaskTask1User Story8Task16Task

128. Until the entire Sprint has been delivered to the Product Owner. Planned Team Velocity = 6 pointsPlanned Estimated Hours = 98 hoursStory BacklogIn ProcessTask DoneTask BacklogStory Backlog38TaskUser Story16Task8Task2216TaskTaskUser Story8Task4Task184TaskUser StoryTask8Task16Task

129. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

130. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

131. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

132. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

133. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

134. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

135. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

136. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

137. From a Metrics perspective, we Burn Down hours to make sure the sprint is on track38966Release BurndownSprint BurndownVelocity Trend

138. From a Metrics perspective, we Burn Down points to make sure the Release is on track389666Release BurndownSprint BurndownVelocity Trend

139. From a Metrics perspective, we Burn Down points to make sure the Release is on track3896866Release BurndownSprint BurndownVelocity Trend

140. We track Velocity Trend to make sure the team is delivering in a Predictable manner38968665Release BurndownSprint BurndownVelocity Trend

141. When the Release is ready to deliver, The Team has completed the highest priority User Stories, against the highest priority Features ,against the highest priority Epics. 38968665Release BurndownSprint BurndownVelocity Trend

142. When the Release is ready to deliver, The Team has completed the highest priority User Stories, against the highest priority Features ,against the highest priority Epics. Everyone is focused on delivering value early and often!38968665Release BurndownSprint BurndownVelocity Trend

143. Team

144. TeamTeam

145. TeamTeamTeam

146. TeamTeamTeamTeam

147. TeamTeamTeamTeamTeam

148. How do we establish the relationship between team level velocity and enterprise level flow of value?

149. Team predictability is one thing, but organizations need to be able to track value at the Epic levelEpic

150. Team predictability is one thing, but organizations need to be able to track value at the Epic levelEpicWe need a mechanism to make sure features that span multiple Scrum teams are treated with the same sense of awareness as single-product features. Feature

151. Team predictability is one thing, but organizations need to be able to track value at the Epic levelEpicWe need a mechanism to make sure features that span multiple Scrum teams are treated with the same sense of awareness as single-product features. FeatureAll of our day-to-day activities need to clearly map to enterprise objectives. We need to build product as one organizationUser Story

152. Story BacklogIn ProcessTask DoneTask BacklogStory BacklogTier 1 - Scrum

153. DeployBuild Test DesignAnalysisTier 2 - KanbanStory BacklogIn ProcessTask DoneTask BacklogStory BacklogTier 1 - Scrum

154. ConstructionTransitionElaborationInceptionTier 3 - KanbanDeployBuild Test DesignAnalysisTier 2 - KanbanStory BacklogIn ProcessTask DoneTask BacklogStory BacklogTier 1 - Scrum

155. Kanban creates a pull system across the entire portfolio that is limited by your actual capacity

156. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisStory BacklogIn ProcessTask DoneTask BacklogStory Backlog

157. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisStory BacklogIn ProcessTask DoneTask BacklogStory Backlog

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159. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory Backlog

160. ConstructionTransitionElaborationInceptionEpicEpicDeployBuild Test DesignAnalysisFeatureFeatureStory BacklogIn ProcessTask DoneTask BacklogStory BacklogSpike

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194. At the team level, velocity metrics drive predictability38968665Release BurndownSprint BurndownVelocity Trend

195. At the program/product level, lean metrics are more meaningfulAt the team level, velocity metrics drive predictability38968665Release BurndownSprint BurndownVelocity Trend

196. At the enterprise level, lean metrics are also the more interesting metricAt the program/product level, lean metrics are more meaningfulAt the team level, velocity metrics drive predictability38968665Release BurndownSprint BurndownVelocity Trend

197. Mike CottmeyerEnterprise Agile Coach, LeadingAgile, LLCmike@leadingagile.com 1.404.312.1471www.leadingagile.comtwitter.com/mcottmeyerfacebook.com/leadingagilelinkedin.com/in/cottmeyer