SlideShare una empresa de Scribd logo
1 de 33
Descargar para leer sin conexión
Agile at
Scale
Tathagat Varma
Strategy & Operations, Walmart Global
Tech
Doctoral Scholar (EFPM), Indian School of
Business (ISB)
About me
• 30 years in software
industry: 5 years R&D,
25 years in software
products industry
• Involved in “big process
movement” from ’97
and “gave up” by ~’03
• Learning the “agile
way” through
practitioner
experiments since
’98…till date!
• Published
• Agile Product
Development (2015),
Apress
• Agile Software
Development (2017),
Self-published on Kindle
Agile Manifesto,
2001
• People-first:
Provided the first
major shift from
“process drives
people” to “people
drive processes”
• Four Values:
Described in four
core values
• Twelve Principles:
Supported by twelve
principles
http://agilemanifesto.org/
Principles behind Agile Manifesto
#1
Our highest priority is to
satisfy the customer through
early and continuous delivery
of valuable software.
#2
Welcome changing
requirements, even late in
development. Agile
processes harness change for
the customer's competitive
advantage.
#3
Deliver working software
frequently, from a couple of
weeks to a couple of months,
with a preference to the
shorter timescale.
#4
Business people and
developers must work
together daily throughout
the project.
#5
Build projects around
motivated individuals.
Give them the environment
and support they need,
and trust them to get the job
done.
#6
The most efficient and
effective method of
conveying information to and
within a development
team is face-to-face
conversation.
#7
Working software is the
primary measure of progress.
#8
Agile processes promote
sustainable development.
The sponsors, developers,
and users should be able
to maintain a constant pace
indefinitely.
#9
Continuous attention to
technical excellence
and good design enhances
agility.
#10
Simplicity--the art of
maximizing the amount
of work not done--is essential.
#11
The best architectures,
requirements, and designs
emerge from self-organizing
teams.
#12
At regular intervals, the team
reflects on how to become
more effective, then tunes
and adjusts its behavior
accordingly.
http://agilemanifesto.org/principles.html
Agile Manifesto defined agile killed
agility!
• “The word “agile” has been subverted to the point where it is effectively
meaningless, and what passes for an agile community seems to be
largely an arena for consultants and vendors to hawk services and
products. So I think it is time to retire the word “Agile.”
• Agile is not a noun, it’s an adjective, and it must qualify something else.
“Do Agile Right” is like saying “Do Orange Right.”
• But, beyond the grammar problem, there’s a bigger issue. Once the
Manifesto became popular, the word agile became a magnet for
anyone with points to espouse, hours to bill, or products to sell. It
became a marketing term, coopted to improve sales in the same way
that words such as eco and natural are. A word that is abused in this
way becomes useless—it stops having meaning as it transitions
into a brand.”
https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
Agile from first principles…
• Those four lines and one practice encompass
everything there is to know about effective
software development. Of course, this involves a
fair amount of thinking, and the basic loop is
nested fractally inside itself many times as you
focus on everything from variable naming to
long-term delivery, but anyone who comes up
with something bigger or more complex is just
trying to sell you something.
• All of these sentences are imperative—they are
based on verbs telling us what to do and how to
do it.
• And that leads me to my suggestion.
• Let’s abandon the word agile to the people who
don’t do things.
https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
Let’s develop with agility!
• “You aren’t an agile programmer—you’re a programmer who
programs with agility.
• You don’t work on an agile team—your team exhibits agility.
• You don’t use agile tools—you use tools that enhance your
agility.
• It’s easy to tack the word “agile” onto just about anything.
Agility is harder to misappropriate.
• And that’s important—you can buy and sell labels. Attend a
short course, and suddenly you can add a label to your job
title. But you can’t buy experience—you can only earn it.”
https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
Pause and ponder!
• What is agile?
• Can I “buy” a bunch of “agile processes” and tools and
“do agile”?
• Does “doing agile” lead to “being agile”?
• How does agile differ from agility?
• How might be improve agility?
• What is agile all about?
Scaling agility
• Can agile scale?
• Scrum of Scrums (Jeff Sutherland)
• Nexus Guide (Ken Schwaber)
• Scrum@Scale (Jeff Sutherland)
• LeSS (Craig Larman, Bas Vodde)
• SaFe (Dean Leffingwell, 2011)
• Spotify Model
• What’s still the problem?
Can agile scale?
Agile Can Scale: Inventing
and Reinventing SCRUM in
Five Companies – Jeff
Sutherland, Cutter IT Journal,
Dec 2001
Scrum of Scrums (SoS)
• A technique to scale Scrum up to large groups (over a dozen people),
consisting of dividing the groups into Agile teams of 5-10. Each daily
scrum within a sub-team ends by designating one member as “ambassador” to
participate in a daily meeting with ambassadors from other teams, called the
Scrum of Scrums.
• Depending on the context, ambassadors may be technical contributors,
or each team’s Scrum Master, or even managers of each team.
• The Scrum of Scrums proceeds otherwise as a normal daily meeting, with
ambassadors reporting completions, next steps and impediments on behalf of
the teams they represent. Resolution of impediments is expected to focus on
the challenges of coordination between the teams; solutions may entail
agreeing to interfaces between teams, negotiating responsibility boundaries,
etc.
• The Scrum of Scrum will track these items via a backlog of its own, where each
item contributes to improving between-team coordination.
https://www.agilealliance.org/glossary/scrum-of-scrums
SoS: Scaling
structure
• The newly formed Scrum of
Scrums team applies nearly
the same practices,
participates in the same
events, and has the same
roles as a Scrum team. To
deliver an integrated,
potentially shippable product
at the end of every sprint,
additional roles might be
required, like architects or
quality assurance leaders.
• Organizations typically use
this approach as a first step to
scale agile and organize
delivery of larger and complex
products.
https://www.atlassian.com/agile/scrum/scrum-of-scrums
Scrum of Scrum of
Scrums (SoSoS)…
• Depending upon the size of an
implementation, more than
one Scrum of Scrums may be
needed to deliver a complex
product. In such cases, a Scrum
of Scrum of Scrums (SoSoS)
can be created out of multiple
Scrums of Scrums. Each of
these will have scaled versions
of each Scrum of Scrums’ roles,
artifacts, and events.
• Scaling the Scrum of Scrums
reduces the number of
communication pathways
within the organization so that
complexity of communication
overhead is limited. The SoSoS
interfaces with a Scrum of
Scrums in the exact same
manner that a Scrum of
Scrums interfaces with a single
Scrum Team, which allows for
linear scalability.
https://www.scrumatscale.com/scrum-at-scale-guide-online/#the-scrum-of-scrums
The Nexus Framework
• A Nexus is a group of approximately three to nine Scrum
Teams that work together to deliver a single product; it is a
connection between people and things. A Nexus has a single
Product Owner who manages a single Product Backlog from
which the Scrum Teams work.
• The Nexus framework defines the accountabilities, events,
and artifacts that bind and weave together the work of the
Scrum Teams in a Nexus. Nexus builds upon Scrum’s
foundation, and its parts will be familiar to those who have
used Scrum. It minimally extends the Scrum framework only
where absolutely necessary to enable multiple teams to
work from a single Product Backlog to build an Integrated
Increment that meets a goal.
The Nexus Framework
Scrum@Scale
• Scrum, as originally outlined in the Scrum Guide, is focused on a single Scrum
Team being able to deliver optimal value while maintaining a sustainable pace.
Since its inception, the usage of Scrum has extended to the creation of
products, processes, and services that require the efforts of multiple teams.
• In the field, it was repeatedly observed that as the number of Scrum Teams
within an organization grew, two major issues emerged:
• The volume, speed, and quality of their output (working product) per team began to fall,
due to issues such as cross-team dependencies, duplication of work, and
communication overhead
• The original management structure was ineffective for achieving business agility. Issues
arose like competing priorities and the inability to quickly shift teams around to respond
to dynamic market conditions
• To counteract these issues, a framework for effectively coordinating multiple
Scrum Teams was clearly needed which would aim for the following:
• Linear scalability: A corresponding percentage increase in delivery of working product
with an increase in the number of teams
• Business agility: The ability to rapidly respond to change by adapting the initial stable
configuration
https://www.scrumatscale.com/scrum-at-scale-guide-online/
How S@S helps?
• Scrum@Scale helps an organization to focus multiple networks of Scrum Teams on
prioritized goals. It aims to achieve this by setting up a structure which naturally
extends the way a single Scrum Team functions across a network and whose
managerial function exists within a minimum viable bureaucracy (MVB).
• A network can achieve linear scalability when its characteristics are independent of its
size. Designing and coordinating a network of teams with this goal does not constrain
growth in a particular way; instead, it allows for the network to grow organically, based
on its unique needs, and at a sustainable pace of change that can be better accepted by
the individuals involved.
• A minimum viable bureaucracy is defined as having the least amount of governing
bodies and processes needed to carry out the function(s) of an organization without
impeding the delivery of customer value. It helps to achieve business agility by reducing
decision latency (time to make a decision), which has been noted as a primary driver of
success. In order to begin implementing Scrum@Scale, it is essential to be familiar with
the Agile Manifesto and the 2020 Scrum Guide. A failure to understand the nature of
agility will prevent it from being achieved. If an organization cannot Scrum, it cannot
scale.
https://www.scrumatscale.com/scrum-at-scale-guide-online/
Agile at Scale
The Hub of the SM
Cycle: The “EAT”
• The Executive Action Team (EAT)
fulfills the Scrum Master
accountabilities for an entire
agile organization. This
leadership team creates an agile
ecosystem that allows the
Reference Model to function
optimally, by:
• implementing the Scrum values
• assuring that Scrum roles are
created and supported
• Scrum events are held and
attended
• Scrum Artifacts and their
associated commitments are
generated, made transparent,
and updated throughout each
Sprint.
• formulating guidelines and
procedures that act as a
translation layer between the
Reference model and any part of
the organization that is not agile.
https://www.scrumatscale.com/scrum-at-scale-guide-online/
The Hub of the PO Cycle: The
“EMS”
• To fulfill the Product Owner role for the entire agile organization, the Chief Product
Owners meet with executives and key stakeholders at an Executive MetaScrum event.
This event is derived from the MetaScrum pattern. It is the forum for Leadership and
other stakeholders to express their preferences to the PO Team, negotiate priorities,
alter budgets, or realign teams to maximize the delivery of value. At no other time
during the Sprint should these decisions be made.
• At the Executive MetaScrum a dynamic group of leaders sets the organizational vision
and the strategic priorities, aligning all of the teams around common goals. In order to
be effective, the Chief Product Owner facilitates and each team’s Product Owner (or a
proxy) must attend. This event occurs as often as needed- at least once per Sprint- to
ensure an aligned backlog within the Scrum of Scrums. Optimally, this group of leaders
operates as a scrum team.
• In the case of larger implementations where there are multiple Scrum of Scrums, there
may be multiple MetaScrums which have their strategic backlog created and prioritized
at an Executive MetaScrum.
https://www.scrumatscale.com/scrum-at-scale-guide-online/
Organization Design
The goal of
organizational design
with Scrum@Scale is to
allow it to be
component-based, just
like the framework itself.
This permits for
rebalancing or
refactoring of teams in
response to the market.
https://www.scrumatscale.com/scrum-at-scale-guide-online/
LeSS: Large Scale Scrum
https://less.works/less/framework/introduction
Principles of LeSS
• Large-Scale Scrum is Scrum—It is not “new and improved Scrum.” LeSS is about applying the principles, elements, and
purpose of Scrum in a large-scale context. Multiple-team Scrum, not multiple Scrum teams.
• Empirical process control—Inspection and adaptation of the product, processes, organizational design, and practices to
craft a situational appropriate organization based on Scrum, rather than following a detailed formula. And empirical
process control requires and creates transparency.
• Transparency—Based on tangible ‘done’ items, short cycles, working together, common definitions, and driving out fear
in the workplace.
• More with less—(1) In empirical process control: more learning with less defined processes. (2) In lean thinking: more value
with less waste and overhead. (3) In scaling, more ownership, purpose, and joy with less roles, artifacts, and special groups.
• Whole-product focus—One Product Backlog, one Product Owner, one potentially shippable product increment, one
Sprint—regardless if there are 3 or 33 teams. Customers want the product, not a part.
• Customer-centric—Identify value and waste in the eyes of the paying customer. Reduce the cycle time from their
perspective. Increase feedback loops with real customers. Everyone understands how their work today directly relates to
paying customers.
• Continuous improvement towards perfection—Create and deliver a product all the time, without defects, that utterly
delights customers, improves the environment, and makes lives better. Do humble and radical improvement experiments
each Sprint towards that.
• Systems thinking—See, understand, and optimize the whole system (not parts), and explore system dynamics. Avoid the
local and sub-optimizations of focusing on the ‘efficiency’ or ‘productivity’ of individuals and individual teams. Customers
care about the overall concept-to-cash cycle time and flow, not individual steps.
• Lean thinking—Create an organizational system whose foundation is managers-as-teachers who apply and teach
systems thinking and lean thinking, manage to improve, and who practice Go See at gemba. Add the two pillars of
respect for people and continuous improvement. All towards the goal of perfection.
• Queuing theory—Understand how systems with queues behave in the R&D domain, and apply those insights to
managing queue sizes, work-in-progress limits, multitasking, work packages, and variability.
https://less.works/less/principles/overview
SAFe’s 10 Principles
1. Take an economic view
2. Apply systems thinking
3. Assume variability; preserve options
4. Build incrementally with fast, integrated learning cycles
5. Base milestones on objective evaluation of working systems
6. Visualize and limit WIP, reduce batch sizes, and manage queue lengths
7. Apply cadence, synchronize with cross-domain planning
8. Unlock the intrinsic motivation of knowledge workers
9. Decentralize decision-making
10. Organize around value
https://www.scaledagileframework.com/safe-lean-agile-principles/
Evolution of SAFe…
SAFe 5.0
The latest version, SAFe 5, is built around the Seven Core Competencies of the Lean Enterprise that are critical to
achieving and sustaining a competitive advantage in an increasingly digital age:
• Lean-Agile Leadership – Advancing and applying Lean-Agile leadership skills that drive and sustain
organizational change by empowering individuals and teams to reach their highest potential
• Team and Technical Agility – Driving team Agile behaviors as well asl sound technical practices including Built-in
Quality, Behavior-Driven Development (BDD), Agile testing, Test-Driven Development (TDD), and more
• Agile Product Delivery – Building high-performing teams-of-teams that use design thinking and customer-
centricity to provide a continuous flow of valuable products using DevOps, the Continuous Delivery Pipeline, and
Release on Demand
• Enterprise Solution Delivery – Building and sustaining the world’s largest software applications, networks, and
cyber-physical solutions
• Lean Portfolio Management – Executing portfolio vision and strategy formulation, chartering portfolios, creating
the Vision, Lean budgets and Guardrails, as well as portfolio prioritization, and roadmapping
• Organizational Agility – Aligning strategy and execution by applying Lean and systems thinking approaches to
strategy and investment funding, Agile portfolio operations, and governance
• Continuous Learning Culture – Continually increasing knowledge, competence, and performance by becoming a
learning organization committed to relentless improvement and innovation
Mastery of these seven core competencies enables enterprises to achieve the agility needed to successfully respond
to volatile market conditions, changing customer needs, and emerging technologies.
https://www.scaledagileframework.com/
Variants of SAFe
• Full SAFe: Full SAFe represents the most comprehensive configuration.
It supports building large, integrated solutions that typically require
hundreds of people or more to develop and maintain.
• Portfolio SAFe: Portfolio SAFe is for enterprises building solutions that
require a modest number of Agile teams. It supports the development
of multiple solutions, which have minimal dependencies on one
another.
• Large Solution SAFe: Large Solution SAFe is for enterprises that are
building large and complex solutions, which do not require the
constructs of the portfolio level.
• Essential SAFe: Essential SAFe is most basic configuration of the
framework and it provides the minimal elements necessary to succeed
with SAFe.
https://www.scaledagileframework.com/posters/
Spotify
Model
https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf
Pause and ponder!
• Where are we headed with creating all these larger,
bigger and fancier frameworks?
• Is the fundamental problem “how to scale an agile
team?” or “why to scale an agile team?”
• What is the hidden costs of creating all the overhead
roles, coordinating structures, and enabling
mechanisms?
• What might be alternate…and perhaps better ways to
scale a team without losing agility?
Mother Nature
Open Source
Development Model
The open source
development model
presumes that
development is distributed
among multiple teams,
working in different
locations, in a fluid structure
that is resilient to new
arrivals or departures.
Successful open source
communities have
developed processes where
code can be submitted and
integrated asynchronously,
communication is well
documented, and features
are integrated in small
increments to catch issues
early in the development
cycle.
• Source: The Linux Foundation
Agile at Scale

Más contenido relacionado

La actualidad más candente

Agile Organization Design: How to Optimize Your Organization for Agile
Agile Organization Design: How to Optimize Your Organization for AgileAgile Organization Design: How to Optimize Your Organization for Agile
Agile Organization Design: How to Optimize Your Organization for AgileGervais Johnson, Advisor
 
Agile Planning Powerpoint Presentation Slides
Agile Planning Powerpoint Presentation SlidesAgile Planning Powerpoint Presentation Slides
Agile Planning Powerpoint Presentation SlidesSlideTeam
 
Exploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling PatternsExploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
 
Comparing Scaled Agile Framework (SAFe) and Disciplined Agile Delivery (DAD)
Comparing Scaled Agile Framework (SAFe) and Disciplined Agile Delivery (DAD) Comparing Scaled Agile Framework (SAFe) and Disciplined Agile Delivery (DAD)
Comparing Scaled Agile Framework (SAFe) and Disciplined Agile Delivery (DAD) Rodney Bodamer
 
Practical Scrum - one day training
Practical Scrum - one day training Practical Scrum - one day training
Practical Scrum - one day training Anat (Alon) Salhov
 
Scrum - Agile Methodology
Scrum - Agile MethodologyScrum - Agile Methodology
Scrum - Agile MethodologyNiel Deckx
 
Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)Jens Wilke
 
Introduction to scaled agile framework
Introduction to scaled agile frameworkIntroduction to scaled agile framework
Introduction to scaled agile frameworkSrinath Ramakrishnan
 
Project To Product: How we transitioned to product-aligned value streams
Project To Product: How we transitioned to product-aligned value streamsProject To Product: How we transitioned to product-aligned value streams
Project To Product: How we transitioned to product-aligned value streamsTasktop
 
cPrime Agile Enterprise Transformation
cPrime Agile Enterprise TransformationcPrime Agile Enterprise Transformation
cPrime Agile Enterprise TransformationCprime
 
Overview of Agile Methodology
Overview of Agile MethodologyOverview of Agile Methodology
Overview of Agile MethodologyHaresh Karkar
 
Scrum In Ten Slides (v2.0) 2018
Scrum In Ten Slides (v2.0) 2018Scrum In Ten Slides (v2.0) 2018
Scrum In Ten Slides (v2.0) 2018pmengal
 

La actualidad más candente (20)

Agile Organization Design: How to Optimize Your Organization for Agile
Agile Organization Design: How to Optimize Your Organization for AgileAgile Organization Design: How to Optimize Your Organization for Agile
Agile Organization Design: How to Optimize Your Organization for Agile
 
Spotify Model
Spotify ModelSpotify Model
Spotify Model
 
Agile Planning Powerpoint Presentation Slides
Agile Planning Powerpoint Presentation SlidesAgile Planning Powerpoint Presentation Slides
Agile Planning Powerpoint Presentation Slides
 
Exploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling PatternsExploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling Patterns
 
Scrum for Beginners
Scrum for BeginnersScrum for Beginners
Scrum for Beginners
 
Comparing Scaled Agile Framework (SAFe) and Disciplined Agile Delivery (DAD)
Comparing Scaled Agile Framework (SAFe) and Disciplined Agile Delivery (DAD) Comparing Scaled Agile Framework (SAFe) and Disciplined Agile Delivery (DAD)
Comparing Scaled Agile Framework (SAFe) and Disciplined Agile Delivery (DAD)
 
Practical Scrum - one day training
Practical Scrum - one day training Practical Scrum - one day training
Practical Scrum - one day training
 
Scrum - Agile Methodology
Scrum - Agile MethodologyScrum - Agile Methodology
Scrum - Agile Methodology
 
The Challenges of Agile Adoption
The Challenges of Agile AdoptionThe Challenges of Agile Adoption
The Challenges of Agile Adoption
 
An Overview of SAFe
An Overview of SAFeAn Overview of SAFe
An Overview of SAFe
 
Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)Agile Scrum Training, Day 1 (1/2)
Agile Scrum Training, Day 1 (1/2)
 
Introduction to scaled agile framework
Introduction to scaled agile frameworkIntroduction to scaled agile framework
Introduction to scaled agile framework
 
Project To Product: How we transitioned to product-aligned value streams
Project To Product: How we transitioned to product-aligned value streamsProject To Product: How we transitioned to product-aligned value streams
Project To Product: How we transitioned to product-aligned value streams
 
2017 Scrum by Picture
2017 Scrum by Picture2017 Scrum by Picture
2017 Scrum by Picture
 
cPrime Agile Enterprise Transformation
cPrime Agile Enterprise TransformationcPrime Agile Enterprise Transformation
cPrime Agile Enterprise Transformation
 
Learn Spotify (an Agile Framework)
Learn Spotify (an Agile Framework)Learn Spotify (an Agile Framework)
Learn Spotify (an Agile Framework)
 
Overview of Agile Methodology
Overview of Agile MethodologyOverview of Agile Methodology
Overview of Agile Methodology
 
Scrum Process
Scrum ProcessScrum Process
Scrum Process
 
Scrum artifacts
Scrum artifactsScrum artifacts
Scrum artifacts
 
Scrum In Ten Slides (v2.0) 2018
Scrum In Ten Slides (v2.0) 2018Scrum In Ten Slides (v2.0) 2018
Scrum In Ten Slides (v2.0) 2018
 

Similar a Agile at Scale

Enterprise agile Framework
Enterprise agile FrameworkEnterprise agile Framework
Enterprise agile FrameworkAgile Club
 
Introduction to scrum at scale
Introduction to scrum at scaleIntroduction to scrum at scale
Introduction to scrum at scaleMahmoud Ghoz
 
Post-agile approaches - agile for the real world and how to avoid agile failure
Post-agile approaches - agile for the real world and how to avoid agile failurePost-agile approaches - agile for the real world and how to avoid agile failure
Post-agile approaches - agile for the real world and how to avoid agile failureYuval Yeret
 
Jile | 5 powerful agile frameworks
Jile | 5 powerful agile frameworksJile | 5 powerful agile frameworks
Jile | 5 powerful agile frameworksJile
 
10 differences between SAFe and LeSS
10 differences between SAFe and LeSS10 differences between SAFe and LeSS
10 differences between SAFe and LeSSStanislaw Matczak
 
Scrum presentation jyoti
Scrum presentation jyotiScrum presentation jyoti
Scrum presentation jyotijbhanda1
 
"Scrum master or Agile Master" - by Saikat Das @ Scaling Agile Institute
"Scrum master or Agile Master" - by Saikat Das @ Scaling Agile Institute"Scrum master or Agile Master" - by Saikat Das @ Scaling Agile Institute
"Scrum master or Agile Master" - by Saikat Das @ Scaling Agile InstituteInnovation Roots
 
Business Need And Current Situation Essay
Business Need And Current Situation EssayBusiness Need And Current Situation Essay
Business Need And Current Situation EssayJill Lyons
 
Scrum-Agile : An Introduction
Scrum-Agile : An IntroductionScrum-Agile : An Introduction
Scrum-Agile : An IntroductionGlobal SQA
 
agilebookscrum
agilebookscrumagilebookscrum
agilebookscrumAnne Starr
 
rumgileebookasc
rumgileebookascrumgileebookasc
rumgileebookascAnne Starr
 
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_SharmaScrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_SharmaScrum Bangalore
 
Agile Tour Brussels 2014 - Empirical Management Explored
Agile Tour Brussels 2014 - Empirical Management ExploredAgile Tour Brussels 2014 - Empirical Management Explored
Agile Tour Brussels 2014 - Empirical Management ExploredGunther Verheyen
 
Is There Room For Project Managers In An Agile Like Environment Such As Scrum1
Is There Room For Project Managers In An Agile Like Environment Such As Scrum1Is There Room For Project Managers In An Agile Like Environment Such As Scrum1
Is There Room For Project Managers In An Agile Like Environment Such As Scrum1alexnasiri
 

Similar a Agile at Scale (20)

Enterprise agile Framework
Enterprise agile FrameworkEnterprise agile Framework
Enterprise agile Framework
 
Introduction to scrum at scale
Introduction to scrum at scaleIntroduction to scrum at scale
Introduction to scrum at scale
 
Agile frameworks
Agile frameworksAgile frameworks
Agile frameworks
 
Scrum basics
Scrum basicsScrum basics
Scrum basics
 
Post-agile approaches - agile for the real world and how to avoid agile failure
Post-agile approaches - agile for the real world and how to avoid agile failurePost-agile approaches - agile for the real world and how to avoid agile failure
Post-agile approaches - agile for the real world and how to avoid agile failure
 
Jile | 5 powerful agile frameworks
Jile | 5 powerful agile frameworksJile | 5 powerful agile frameworks
Jile | 5 powerful agile frameworks
 
10 differences between SAFe and LeSS
10 differences between SAFe and LeSS10 differences between SAFe and LeSS
10 differences between SAFe and LeSS
 
Scrum presentation jyoti
Scrum presentation jyotiScrum presentation jyoti
Scrum presentation jyoti
 
"Scrum master or Agile Master" - by Saikat Das @ Scaling Agile Institute
"Scrum master or Agile Master" - by Saikat Das @ Scaling Agile Institute"Scrum master or Agile Master" - by Saikat Das @ Scaling Agile Institute
"Scrum master or Agile Master" - by Saikat Das @ Scaling Agile Institute
 
Scrum master & agile master
Scrum master & agile masterScrum master & agile master
Scrum master & agile master
 
Business Need And Current Situation Essay
Business Need And Current Situation EssayBusiness Need And Current Situation Essay
Business Need And Current Situation Essay
 
Scaling scrum agile2010
Scaling scrum agile2010Scaling scrum agile2010
Scaling scrum agile2010
 
Scrum-Agile : An Introduction
Scrum-Agile : An IntroductionScrum-Agile : An Introduction
Scrum-Agile : An Introduction
 
Scaling Agile - LeSS Framework
Scaling Agile - LeSS FrameworkScaling Agile - LeSS Framework
Scaling Agile - LeSS Framework
 
agilebookscrum
agilebookscrumagilebookscrum
agilebookscrum
 
rumgileebookasc
rumgileebookascrumgileebookasc
rumgileebookasc
 
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_SharmaScrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
Scrum_Blr 11th meet up 13 dec-2014 - Introduction to SAFe - Nagesh_Sharma
 
More with LeSS
More with LeSSMore with LeSS
More with LeSS
 
Agile Tour Brussels 2014 - Empirical Management Explored
Agile Tour Brussels 2014 - Empirical Management ExploredAgile Tour Brussels 2014 - Empirical Management Explored
Agile Tour Brussels 2014 - Empirical Management Explored
 
Is There Room For Project Managers In An Agile Like Environment Such As Scrum1
Is There Room For Project Managers In An Agile Like Environment Such As Scrum1Is There Room For Project Managers In An Agile Like Environment Such As Scrum1
Is There Room For Project Managers In An Agile Like Environment Such As Scrum1
 

Más de Tathagat Varma

Can AI finally "cure" the Marketing Myopia?
Can AI finally "cure" the Marketing Myopia?Can AI finally "cure" the Marketing Myopia?
Can AI finally "cure" the Marketing Myopia?Tathagat Varma
 
AI in Manufacturing: Opportunities & Challenges
AI in Manufacturing: Opportunities & ChallengesAI in Manufacturing: Opportunities & Challenges
AI in Manufacturing: Opportunities & ChallengesTathagat Varma
 
Preparing for the next ________?
Preparing for the next ________?Preparing for the next ________?
Preparing for the next ________?Tathagat Varma
 
AI in Business: Opportunities & Challenges
AI in Business: Opportunities & ChallengesAI in Business: Opportunities & Challenges
AI in Business: Opportunities & ChallengesTathagat Varma
 
Leadership Agility Mindsets
Leadership Agility MindsetsLeadership Agility Mindsets
Leadership Agility MindsetsTathagat Varma
 
Building an AI Startup
Building an AI StartupBuilding an AI Startup
Building an AI StartupTathagat Varma
 
Agility in an AI / DS / ML Project
Agility in an AI / DS / ML ProjectAgility in an AI / DS / ML Project
Agility in an AI / DS / ML ProjectTathagat Varma
 
AI Technology Delivering Business Value
AI Technology Delivering Business Value AI Technology Delivering Business Value
AI Technology Delivering Business Value Tathagat Varma
 
Nurturing Innovation Mindset
Nurturing Innovation MindsetNurturing Innovation Mindset
Nurturing Innovation MindsetTathagat Varma
 
PMOs and Complexity Management
PMOs and Complexity ManagementPMOs and Complexity Management
PMOs and Complexity ManagementTathagat Varma
 
An Introduction to the Systematic Inventive Thinking (SIT) Method
An Introduction to the Systematic Inventive Thinking (SIT) MethodAn Introduction to the Systematic Inventive Thinking (SIT) Method
An Introduction to the Systematic Inventive Thinking (SIT) MethodTathagat Varma
 
I blog...therefore I am!
I blog...therefore I am!I blog...therefore I am!
I blog...therefore I am!Tathagat Varma
 
Bridging the gap between Education and Learning
Bridging the gap between Education and LearningBridging the gap between Education and Learning
Bridging the gap between Education and LearningTathagat Varma
 
Is my iceberg melting?
Is my iceberg melting?Is my iceberg melting?
Is my iceberg melting?Tathagat Varma
 
Digital Business Model Innovation
Digital Business Model InnovationDigital Business Model Innovation
Digital Business Model InnovationTathagat Varma
 
25 Years of Evolution of Software Product Management: A practitioner's perspe...
25 Years of Evolution of Software Product Management: A practitioner's perspe...25 Years of Evolution of Software Product Management: A practitioner's perspe...
25 Years of Evolution of Software Product Management: A practitioner's perspe...Tathagat Varma
 
Agility from First Principles
Agility from First PrinciplesAgility from First Principles
Agility from First PrinciplesTathagat Varma
 
Why the world needs more rebels like you?
Why the world needs more rebels like you?Why the world needs more rebels like you?
Why the world needs more rebels like you?Tathagat Varma
 

Más de Tathagat Varma (20)

Can AI finally "cure" the Marketing Myopia?
Can AI finally "cure" the Marketing Myopia?Can AI finally "cure" the Marketing Myopia?
Can AI finally "cure" the Marketing Myopia?
 
AI in Manufacturing: Opportunities & Challenges
AI in Manufacturing: Opportunities & ChallengesAI in Manufacturing: Opportunities & Challenges
AI in Manufacturing: Opportunities & Challenges
 
Preparing for the next ________?
Preparing for the next ________?Preparing for the next ________?
Preparing for the next ________?
 
AI in Business: Opportunities & Challenges
AI in Business: Opportunities & ChallengesAI in Business: Opportunities & Challenges
AI in Business: Opportunities & Challenges
 
Leadership Agility Mindsets
Leadership Agility MindsetsLeadership Agility Mindsets
Leadership Agility Mindsets
 
Building an AI Startup
Building an AI StartupBuilding an AI Startup
Building an AI Startup
 
Agility in an AI / DS / ML Project
Agility in an AI / DS / ML ProjectAgility in an AI / DS / ML Project
Agility in an AI / DS / ML Project
 
Cognitive Chasms
Cognitive ChasmsCognitive Chasms
Cognitive Chasms
 
AI Technology Delivering Business Value
AI Technology Delivering Business Value AI Technology Delivering Business Value
AI Technology Delivering Business Value
 
Nurturing Innovation Mindset
Nurturing Innovation MindsetNurturing Innovation Mindset
Nurturing Innovation Mindset
 
Thought Leadership
Thought LeadershipThought Leadership
Thought Leadership
 
PMOs and Complexity Management
PMOs and Complexity ManagementPMOs and Complexity Management
PMOs and Complexity Management
 
An Introduction to the Systematic Inventive Thinking (SIT) Method
An Introduction to the Systematic Inventive Thinking (SIT) MethodAn Introduction to the Systematic Inventive Thinking (SIT) Method
An Introduction to the Systematic Inventive Thinking (SIT) Method
 
I blog...therefore I am!
I blog...therefore I am!I blog...therefore I am!
I blog...therefore I am!
 
Bridging the gap between Education and Learning
Bridging the gap between Education and LearningBridging the gap between Education and Learning
Bridging the gap between Education and Learning
 
Is my iceberg melting?
Is my iceberg melting?Is my iceberg melting?
Is my iceberg melting?
 
Digital Business Model Innovation
Digital Business Model InnovationDigital Business Model Innovation
Digital Business Model Innovation
 
25 Years of Evolution of Software Product Management: A practitioner's perspe...
25 Years of Evolution of Software Product Management: A practitioner's perspe...25 Years of Evolution of Software Product Management: A practitioner's perspe...
25 Years of Evolution of Software Product Management: A practitioner's perspe...
 
Agility from First Principles
Agility from First PrinciplesAgility from First Principles
Agility from First Principles
 
Why the world needs more rebels like you?
Why the world needs more rebels like you?Why the world needs more rebels like you?
Why the world needs more rebels like you?
 

Último

Your Vision, Our Expertise: TECUNIQUE's Tailored Software Teams
Your Vision, Our Expertise: TECUNIQUE's Tailored Software TeamsYour Vision, Our Expertise: TECUNIQUE's Tailored Software Teams
Your Vision, Our Expertise: TECUNIQUE's Tailored Software TeamsJaydeep Chhasatia
 
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/ML
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/MLBig Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/ML
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/MLAlluxio, Inc.
 
Watermarking in Source Code: Applications and Security Challenges
Watermarking in Source Code: Applications and Security ChallengesWatermarking in Source Code: Applications and Security Challenges
Watermarking in Source Code: Applications and Security ChallengesShyamsundar Das
 
Why Choose Brain Inventory For Ecommerce Development.pdf
Why Choose Brain Inventory For Ecommerce Development.pdfWhy Choose Brain Inventory For Ecommerce Development.pdf
Why Choose Brain Inventory For Ecommerce Development.pdfBrain Inventory
 
Introduction-to-Software-Development-Outsourcing.pptx
Introduction-to-Software-Development-Outsourcing.pptxIntroduction-to-Software-Development-Outsourcing.pptx
Introduction-to-Software-Development-Outsourcing.pptxIntelliSource Technologies
 
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdf
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdfARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdf
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdfTobias Schneck
 
JS-Experts - Cybersecurity for Generative AI
JS-Experts - Cybersecurity for Generative AIJS-Experts - Cybersecurity for Generative AI
JS-Experts - Cybersecurity for Generative AIIvo Andreev
 
eAuditor Audits & Inspections - conduct field inspections
eAuditor Audits & Inspections - conduct field inspectionseAuditor Audits & Inspections - conduct field inspections
eAuditor Audits & Inspections - conduct field inspectionsNirav Modi
 
Sales Territory Management: A Definitive Guide to Expand Sales Coverage
Sales Territory Management: A Definitive Guide to Expand Sales CoverageSales Territory Management: A Definitive Guide to Expand Sales Coverage
Sales Territory Management: A Definitive Guide to Expand Sales CoverageDista
 
Deep Learning for Images with PyTorch - Datacamp
Deep Learning for Images with PyTorch - DatacampDeep Learning for Images with PyTorch - Datacamp
Deep Learning for Images with PyTorch - DatacampVICTOR MAESTRE RAMIREZ
 
IA Generativa y Grafos de Neo4j: RAG time
IA Generativa y Grafos de Neo4j: RAG timeIA Generativa y Grafos de Neo4j: RAG time
IA Generativa y Grafos de Neo4j: RAG timeNeo4j
 
Growing Oxen: channel operators and retries
Growing Oxen: channel operators and retriesGrowing Oxen: channel operators and retries
Growing Oxen: channel operators and retriesSoftwareMill
 
Leveraging DxSherpa's Generative AI Services to Unlock Human-Machine Harmony
Leveraging DxSherpa's Generative AI Services to Unlock Human-Machine HarmonyLeveraging DxSherpa's Generative AI Services to Unlock Human-Machine Harmony
Leveraging DxSherpa's Generative AI Services to Unlock Human-Machine Harmonyelliciumsolutionspun
 
Enterprise Document Management System - Qualityze Inc
Enterprise Document Management System - Qualityze IncEnterprise Document Management System - Qualityze Inc
Enterprise Document Management System - Qualityze Incrobinwilliams8624
 
Streamlining Your Application Builds with Cloud Native Buildpacks
Streamlining Your Application Builds  with Cloud Native BuildpacksStreamlining Your Application Builds  with Cloud Native Buildpacks
Streamlining Your Application Builds with Cloud Native BuildpacksVish Abrams
 
Fields in Java and Kotlin and what to expect.pptx
Fields in Java and Kotlin and what to expect.pptxFields in Java and Kotlin and what to expect.pptx
Fields in Java and Kotlin and what to expect.pptxJoão Esperancinha
 
AI Embracing Every Shade of Human Beauty
AI Embracing Every Shade of Human BeautyAI Embracing Every Shade of Human Beauty
AI Embracing Every Shade of Human BeautyRaymond Okyere-Forson
 
Kawika Technologies pvt ltd Software Development Company in Trivandrum
Kawika Technologies pvt ltd Software Development Company in TrivandrumKawika Technologies pvt ltd Software Development Company in Trivandrum
Kawika Technologies pvt ltd Software Development Company in TrivandrumKawika Technologies
 
ERP For Electrical and Electronics manufecturing.pptx
ERP For Electrical and Electronics manufecturing.pptxERP For Electrical and Electronics manufecturing.pptx
ERP For Electrical and Electronics manufecturing.pptxAutus Cyber Tech
 

Último (20)

Your Vision, Our Expertise: TECUNIQUE's Tailored Software Teams
Your Vision, Our Expertise: TECUNIQUE's Tailored Software TeamsYour Vision, Our Expertise: TECUNIQUE's Tailored Software Teams
Your Vision, Our Expertise: TECUNIQUE's Tailored Software Teams
 
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/ML
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/MLBig Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/ML
Big Data Bellevue Meetup | Enhancing Python Data Loading in the Cloud for AI/ML
 
Watermarking in Source Code: Applications and Security Challenges
Watermarking in Source Code: Applications and Security ChallengesWatermarking in Source Code: Applications and Security Challenges
Watermarking in Source Code: Applications and Security Challenges
 
Why Choose Brain Inventory For Ecommerce Development.pdf
Why Choose Brain Inventory For Ecommerce Development.pdfWhy Choose Brain Inventory For Ecommerce Development.pdf
Why Choose Brain Inventory For Ecommerce Development.pdf
 
Introduction-to-Software-Development-Outsourcing.pptx
Introduction-to-Software-Development-Outsourcing.pptxIntroduction-to-Software-Development-Outsourcing.pptx
Introduction-to-Software-Development-Outsourcing.pptx
 
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdf
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdfARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdf
ARM Talk @ Rejekts - Will ARM be the new Mainstream in our Data Centers_.pdf
 
JS-Experts - Cybersecurity for Generative AI
JS-Experts - Cybersecurity for Generative AIJS-Experts - Cybersecurity for Generative AI
JS-Experts - Cybersecurity for Generative AI
 
eAuditor Audits & Inspections - conduct field inspections
eAuditor Audits & Inspections - conduct field inspectionseAuditor Audits & Inspections - conduct field inspections
eAuditor Audits & Inspections - conduct field inspections
 
Sales Territory Management: A Definitive Guide to Expand Sales Coverage
Sales Territory Management: A Definitive Guide to Expand Sales CoverageSales Territory Management: A Definitive Guide to Expand Sales Coverage
Sales Territory Management: A Definitive Guide to Expand Sales Coverage
 
Deep Learning for Images with PyTorch - Datacamp
Deep Learning for Images with PyTorch - DatacampDeep Learning for Images with PyTorch - Datacamp
Deep Learning for Images with PyTorch - Datacamp
 
IA Generativa y Grafos de Neo4j: RAG time
IA Generativa y Grafos de Neo4j: RAG timeIA Generativa y Grafos de Neo4j: RAG time
IA Generativa y Grafos de Neo4j: RAG time
 
Growing Oxen: channel operators and retries
Growing Oxen: channel operators and retriesGrowing Oxen: channel operators and retries
Growing Oxen: channel operators and retries
 
Leveraging DxSherpa's Generative AI Services to Unlock Human-Machine Harmony
Leveraging DxSherpa's Generative AI Services to Unlock Human-Machine HarmonyLeveraging DxSherpa's Generative AI Services to Unlock Human-Machine Harmony
Leveraging DxSherpa's Generative AI Services to Unlock Human-Machine Harmony
 
Salesforce AI Associate Certification.pptx
Salesforce AI Associate Certification.pptxSalesforce AI Associate Certification.pptx
Salesforce AI Associate Certification.pptx
 
Enterprise Document Management System - Qualityze Inc
Enterprise Document Management System - Qualityze IncEnterprise Document Management System - Qualityze Inc
Enterprise Document Management System - Qualityze Inc
 
Streamlining Your Application Builds with Cloud Native Buildpacks
Streamlining Your Application Builds  with Cloud Native BuildpacksStreamlining Your Application Builds  with Cloud Native Buildpacks
Streamlining Your Application Builds with Cloud Native Buildpacks
 
Fields in Java and Kotlin and what to expect.pptx
Fields in Java and Kotlin and what to expect.pptxFields in Java and Kotlin and what to expect.pptx
Fields in Java and Kotlin and what to expect.pptx
 
AI Embracing Every Shade of Human Beauty
AI Embracing Every Shade of Human BeautyAI Embracing Every Shade of Human Beauty
AI Embracing Every Shade of Human Beauty
 
Kawika Technologies pvt ltd Software Development Company in Trivandrum
Kawika Technologies pvt ltd Software Development Company in TrivandrumKawika Technologies pvt ltd Software Development Company in Trivandrum
Kawika Technologies pvt ltd Software Development Company in Trivandrum
 
ERP For Electrical and Electronics manufecturing.pptx
ERP For Electrical and Electronics manufecturing.pptxERP For Electrical and Electronics manufecturing.pptx
ERP For Electrical and Electronics manufecturing.pptx
 

Agile at Scale

  • 1. Agile at Scale Tathagat Varma Strategy & Operations, Walmart Global Tech Doctoral Scholar (EFPM), Indian School of Business (ISB)
  • 2. About me • 30 years in software industry: 5 years R&D, 25 years in software products industry • Involved in “big process movement” from ’97 and “gave up” by ~’03 • Learning the “agile way” through practitioner experiments since ’98…till date! • Published • Agile Product Development (2015), Apress • Agile Software Development (2017), Self-published on Kindle
  • 3. Agile Manifesto, 2001 • People-first: Provided the first major shift from “process drives people” to “people drive processes” • Four Values: Described in four core values • Twelve Principles: Supported by twelve principles http://agilemanifesto.org/
  • 4. Principles behind Agile Manifesto #1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. #2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. #3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. #4 Business people and developers must work together daily throughout the project. #5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. #6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. #7 Working software is the primary measure of progress. #8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. #9 Continuous attention to technical excellence and good design enhances agility. #10 Simplicity--the art of maximizing the amount of work not done--is essential. #11 The best architectures, requirements, and designs emerge from self-organizing teams. #12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. http://agilemanifesto.org/principles.html
  • 5. Agile Manifesto defined agile killed agility! • “The word “agile” has been subverted to the point where it is effectively meaningless, and what passes for an agile community seems to be largely an arena for consultants and vendors to hawk services and products. So I think it is time to retire the word “Agile.” • Agile is not a noun, it’s an adjective, and it must qualify something else. “Do Agile Right” is like saying “Do Orange Right.” • But, beyond the grammar problem, there’s a bigger issue. Once the Manifesto became popular, the word agile became a magnet for anyone with points to espouse, hours to bill, or products to sell. It became a marketing term, coopted to improve sales in the same way that words such as eco and natural are. A word that is abused in this way becomes useless—it stops having meaning as it transitions into a brand.” https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
  • 6. Agile from first principles… • Those four lines and one practice encompass everything there is to know about effective software development. Of course, this involves a fair amount of thinking, and the basic loop is nested fractally inside itself many times as you focus on everything from variable naming to long-term delivery, but anyone who comes up with something bigger or more complex is just trying to sell you something. • All of these sentences are imperative—they are based on verbs telling us what to do and how to do it. • And that leads me to my suggestion. • Let’s abandon the word agile to the people who don’t do things. https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
  • 7. Let’s develop with agility! • “You aren’t an agile programmer—you’re a programmer who programs with agility. • You don’t work on an agile team—your team exhibits agility. • You don’t use agile tools—you use tools that enhance your agility. • It’s easy to tack the word “agile” onto just about anything. Agility is harder to misappropriate. • And that’s important—you can buy and sell labels. Attend a short course, and suddenly you can add a label to your job title. But you can’t buy experience—you can only earn it.” https://pragdave.me/blog/2014/03/04/time-to-kill-agile.html
  • 8. Pause and ponder! • What is agile? • Can I “buy” a bunch of “agile processes” and tools and “do agile”? • Does “doing agile” lead to “being agile”? • How does agile differ from agility? • How might be improve agility? • What is agile all about?
  • 9. Scaling agility • Can agile scale? • Scrum of Scrums (Jeff Sutherland) • Nexus Guide (Ken Schwaber) • Scrum@Scale (Jeff Sutherland) • LeSS (Craig Larman, Bas Vodde) • SaFe (Dean Leffingwell, 2011) • Spotify Model • What’s still the problem?
  • 10. Can agile scale? Agile Can Scale: Inventing and Reinventing SCRUM in Five Companies – Jeff Sutherland, Cutter IT Journal, Dec 2001
  • 11. Scrum of Scrums (SoS) • A technique to scale Scrum up to large groups (over a dozen people), consisting of dividing the groups into Agile teams of 5-10. Each daily scrum within a sub-team ends by designating one member as “ambassador” to participate in a daily meeting with ambassadors from other teams, called the Scrum of Scrums. • Depending on the context, ambassadors may be technical contributors, or each team’s Scrum Master, or even managers of each team. • The Scrum of Scrums proceeds otherwise as a normal daily meeting, with ambassadors reporting completions, next steps and impediments on behalf of the teams they represent. Resolution of impediments is expected to focus on the challenges of coordination between the teams; solutions may entail agreeing to interfaces between teams, negotiating responsibility boundaries, etc. • The Scrum of Scrum will track these items via a backlog of its own, where each item contributes to improving between-team coordination. https://www.agilealliance.org/glossary/scrum-of-scrums
  • 12. SoS: Scaling structure • The newly formed Scrum of Scrums team applies nearly the same practices, participates in the same events, and has the same roles as a Scrum team. To deliver an integrated, potentially shippable product at the end of every sprint, additional roles might be required, like architects or quality assurance leaders. • Organizations typically use this approach as a first step to scale agile and organize delivery of larger and complex products. https://www.atlassian.com/agile/scrum/scrum-of-scrums
  • 13. Scrum of Scrum of Scrums (SoSoS)… • Depending upon the size of an implementation, more than one Scrum of Scrums may be needed to deliver a complex product. In such cases, a Scrum of Scrum of Scrums (SoSoS) can be created out of multiple Scrums of Scrums. Each of these will have scaled versions of each Scrum of Scrums’ roles, artifacts, and events. • Scaling the Scrum of Scrums reduces the number of communication pathways within the organization so that complexity of communication overhead is limited. The SoSoS interfaces with a Scrum of Scrums in the exact same manner that a Scrum of Scrums interfaces with a single Scrum Team, which allows for linear scalability. https://www.scrumatscale.com/scrum-at-scale-guide-online/#the-scrum-of-scrums
  • 14. The Nexus Framework • A Nexus is a group of approximately three to nine Scrum Teams that work together to deliver a single product; it is a connection between people and things. A Nexus has a single Product Owner who manages a single Product Backlog from which the Scrum Teams work. • The Nexus framework defines the accountabilities, events, and artifacts that bind and weave together the work of the Scrum Teams in a Nexus. Nexus builds upon Scrum’s foundation, and its parts will be familiar to those who have used Scrum. It minimally extends the Scrum framework only where absolutely necessary to enable multiple teams to work from a single Product Backlog to build an Integrated Increment that meets a goal.
  • 16. Scrum@Scale • Scrum, as originally outlined in the Scrum Guide, is focused on a single Scrum Team being able to deliver optimal value while maintaining a sustainable pace. Since its inception, the usage of Scrum has extended to the creation of products, processes, and services that require the efforts of multiple teams. • In the field, it was repeatedly observed that as the number of Scrum Teams within an organization grew, two major issues emerged: • The volume, speed, and quality of their output (working product) per team began to fall, due to issues such as cross-team dependencies, duplication of work, and communication overhead • The original management structure was ineffective for achieving business agility. Issues arose like competing priorities and the inability to quickly shift teams around to respond to dynamic market conditions • To counteract these issues, a framework for effectively coordinating multiple Scrum Teams was clearly needed which would aim for the following: • Linear scalability: A corresponding percentage increase in delivery of working product with an increase in the number of teams • Business agility: The ability to rapidly respond to change by adapting the initial stable configuration https://www.scrumatscale.com/scrum-at-scale-guide-online/
  • 17. How S@S helps? • Scrum@Scale helps an organization to focus multiple networks of Scrum Teams on prioritized goals. It aims to achieve this by setting up a structure which naturally extends the way a single Scrum Team functions across a network and whose managerial function exists within a minimum viable bureaucracy (MVB). • A network can achieve linear scalability when its characteristics are independent of its size. Designing and coordinating a network of teams with this goal does not constrain growth in a particular way; instead, it allows for the network to grow organically, based on its unique needs, and at a sustainable pace of change that can be better accepted by the individuals involved. • A minimum viable bureaucracy is defined as having the least amount of governing bodies and processes needed to carry out the function(s) of an organization without impeding the delivery of customer value. It helps to achieve business agility by reducing decision latency (time to make a decision), which has been noted as a primary driver of success. In order to begin implementing Scrum@Scale, it is essential to be familiar with the Agile Manifesto and the 2020 Scrum Guide. A failure to understand the nature of agility will prevent it from being achieved. If an organization cannot Scrum, it cannot scale. https://www.scrumatscale.com/scrum-at-scale-guide-online/
  • 19. The Hub of the SM Cycle: The “EAT” • The Executive Action Team (EAT) fulfills the Scrum Master accountabilities for an entire agile organization. This leadership team creates an agile ecosystem that allows the Reference Model to function optimally, by: • implementing the Scrum values • assuring that Scrum roles are created and supported • Scrum events are held and attended • Scrum Artifacts and their associated commitments are generated, made transparent, and updated throughout each Sprint. • formulating guidelines and procedures that act as a translation layer between the Reference model and any part of the organization that is not agile. https://www.scrumatscale.com/scrum-at-scale-guide-online/
  • 20. The Hub of the PO Cycle: The “EMS” • To fulfill the Product Owner role for the entire agile organization, the Chief Product Owners meet with executives and key stakeholders at an Executive MetaScrum event. This event is derived from the MetaScrum pattern. It is the forum for Leadership and other stakeholders to express their preferences to the PO Team, negotiate priorities, alter budgets, or realign teams to maximize the delivery of value. At no other time during the Sprint should these decisions be made. • At the Executive MetaScrum a dynamic group of leaders sets the organizational vision and the strategic priorities, aligning all of the teams around common goals. In order to be effective, the Chief Product Owner facilitates and each team’s Product Owner (or a proxy) must attend. This event occurs as often as needed- at least once per Sprint- to ensure an aligned backlog within the Scrum of Scrums. Optimally, this group of leaders operates as a scrum team. • In the case of larger implementations where there are multiple Scrum of Scrums, there may be multiple MetaScrums which have their strategic backlog created and prioritized at an Executive MetaScrum. https://www.scrumatscale.com/scrum-at-scale-guide-online/
  • 21. Organization Design The goal of organizational design with Scrum@Scale is to allow it to be component-based, just like the framework itself. This permits for rebalancing or refactoring of teams in response to the market. https://www.scrumatscale.com/scrum-at-scale-guide-online/
  • 22. LeSS: Large Scale Scrum https://less.works/less/framework/introduction
  • 23. Principles of LeSS • Large-Scale Scrum is Scrum—It is not “new and improved Scrum.” LeSS is about applying the principles, elements, and purpose of Scrum in a large-scale context. Multiple-team Scrum, not multiple Scrum teams. • Empirical process control—Inspection and adaptation of the product, processes, organizational design, and practices to craft a situational appropriate organization based on Scrum, rather than following a detailed formula. And empirical process control requires and creates transparency. • Transparency—Based on tangible ‘done’ items, short cycles, working together, common definitions, and driving out fear in the workplace. • More with less—(1) In empirical process control: more learning with less defined processes. (2) In lean thinking: more value with less waste and overhead. (3) In scaling, more ownership, purpose, and joy with less roles, artifacts, and special groups. • Whole-product focus—One Product Backlog, one Product Owner, one potentially shippable product increment, one Sprint—regardless if there are 3 or 33 teams. Customers want the product, not a part. • Customer-centric—Identify value and waste in the eyes of the paying customer. Reduce the cycle time from their perspective. Increase feedback loops with real customers. Everyone understands how their work today directly relates to paying customers. • Continuous improvement towards perfection—Create and deliver a product all the time, without defects, that utterly delights customers, improves the environment, and makes lives better. Do humble and radical improvement experiments each Sprint towards that. • Systems thinking—See, understand, and optimize the whole system (not parts), and explore system dynamics. Avoid the local and sub-optimizations of focusing on the ‘efficiency’ or ‘productivity’ of individuals and individual teams. Customers care about the overall concept-to-cash cycle time and flow, not individual steps. • Lean thinking—Create an organizational system whose foundation is managers-as-teachers who apply and teach systems thinking and lean thinking, manage to improve, and who practice Go See at gemba. Add the two pillars of respect for people and continuous improvement. All towards the goal of perfection. • Queuing theory—Understand how systems with queues behave in the R&D domain, and apply those insights to managing queue sizes, work-in-progress limits, multitasking, work packages, and variability. https://less.works/less/principles/overview
  • 24. SAFe’s 10 Principles 1. Take an economic view 2. Apply systems thinking 3. Assume variability; preserve options 4. Build incrementally with fast, integrated learning cycles 5. Base milestones on objective evaluation of working systems 6. Visualize and limit WIP, reduce batch sizes, and manage queue lengths 7. Apply cadence, synchronize with cross-domain planning 8. Unlock the intrinsic motivation of knowledge workers 9. Decentralize decision-making 10. Organize around value https://www.scaledagileframework.com/safe-lean-agile-principles/
  • 26. SAFe 5.0 The latest version, SAFe 5, is built around the Seven Core Competencies of the Lean Enterprise that are critical to achieving and sustaining a competitive advantage in an increasingly digital age: • Lean-Agile Leadership – Advancing and applying Lean-Agile leadership skills that drive and sustain organizational change by empowering individuals and teams to reach their highest potential • Team and Technical Agility – Driving team Agile behaviors as well asl sound technical practices including Built-in Quality, Behavior-Driven Development (BDD), Agile testing, Test-Driven Development (TDD), and more • Agile Product Delivery – Building high-performing teams-of-teams that use design thinking and customer- centricity to provide a continuous flow of valuable products using DevOps, the Continuous Delivery Pipeline, and Release on Demand • Enterprise Solution Delivery – Building and sustaining the world’s largest software applications, networks, and cyber-physical solutions • Lean Portfolio Management – Executing portfolio vision and strategy formulation, chartering portfolios, creating the Vision, Lean budgets and Guardrails, as well as portfolio prioritization, and roadmapping • Organizational Agility – Aligning strategy and execution by applying Lean and systems thinking approaches to strategy and investment funding, Agile portfolio operations, and governance • Continuous Learning Culture – Continually increasing knowledge, competence, and performance by becoming a learning organization committed to relentless improvement and innovation Mastery of these seven core competencies enables enterprises to achieve the agility needed to successfully respond to volatile market conditions, changing customer needs, and emerging technologies.
  • 28. Variants of SAFe • Full SAFe: Full SAFe represents the most comprehensive configuration. It supports building large, integrated solutions that typically require hundreds of people or more to develop and maintain. • Portfolio SAFe: Portfolio SAFe is for enterprises building solutions that require a modest number of Agile teams. It supports the development of multiple solutions, which have minimal dependencies on one another. • Large Solution SAFe: Large Solution SAFe is for enterprises that are building large and complex solutions, which do not require the constructs of the portfolio level. • Essential SAFe: Essential SAFe is most basic configuration of the framework and it provides the minimal elements necessary to succeed with SAFe. https://www.scaledagileframework.com/posters/
  • 30. Pause and ponder! • Where are we headed with creating all these larger, bigger and fancier frameworks? • Is the fundamental problem “how to scale an agile team?” or “why to scale an agile team?” • What is the hidden costs of creating all the overhead roles, coordinating structures, and enabling mechanisms? • What might be alternate…and perhaps better ways to scale a team without losing agility?
  • 32. Open Source Development Model The open source development model presumes that development is distributed among multiple teams, working in different locations, in a fluid structure that is resilient to new arrivals or departures. Successful open source communities have developed processes where code can be submitted and integrated asynchronously, communication is well documented, and features are integrated in small increments to catch issues early in the development cycle. • Source: The Linux Foundation