Scaling Agile at enterprise Chema Garcia

Agile Practice

Scaling Agile @ EnterpriseEscalando agile en las organizaciones

Chema GarcíaAgile Coach

@Chemagile [email protected] enterpriseagilecoach

Madrid NOV 27-28 2015

https://es.linkedin.com/in/enterpriseagilecoach

…

Arun Govindarajan

Mark Nelson

Guillermo Pérez

Unai Roldán

Juanma Gómez

Joao Barreiro

Chema García

Maica Trinidad

Jose María Blazquez

Jordi Falguera

Al GoernerDeb Davenport

Richard Trelleria

Ramón Davila

Ife Jackson

...

2015 UST Global Inc. © Confidential and proprietary.

Speaker

Chema Garcia MartinezEnterprise Agile Coach

Chema Garcia is one of UST’s Enterprise Agile Coach. He has worked in a wide range of international industries as Financial and Banking, Logistics and Transportation, Telecom, etc. As Agile Coach and Change Agent, He specializes in Execution of Programs and ARTs, Lead teams to High Performance Teams, Agile Frameworks and Practices

Chema Garcia has been in the IT business for 20+ years where has deep experience leading enterprise software initiatives. From the trenches as developer to head of software developments positions, He emphatics with business and IT, and understands both in theirs needs in order to built the right environment to deploy agile methodology. He has contributed in agile transformations since 2006.

@Chemagile

/enterpriseagilecoach

[email protected]

http://es.linkedin.com/in/enterpriseagilecoach


Agile Software Development

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The concept of Agile Software Development include several light weighted methodologies and approaches.

The common values of all approaches are:People as the most important assetWorking software with best quality

Customer collaborationOpenness to change

AGILE


Generations of Agile LiteratureIt helps to know what your reading, and who you are listening to.

• 1st Generation (approx. 1995-2002) – focus on small team dynamics• 2nd Generation (approx. 2002-2010) – move upstream to requirements and downstream to testing• 3rd Generation (approx. 2010-present) – embrace the enterprise and confront the full challenge

Evolution

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Agile Product Management

Agile Release Management

Agile Portfolio Management

Agile Metrics &

Governance

Multi-TeamAgile Teams

New Technologies

DistributedAgile Programs

Agile Testing

Agile Requirements

The Agile Team


Agile Teams Works!

Evolution

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Big companies want to get this advantage

Evolution

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Please, Do not Scale Agile

Scaling Agile

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Can you respond to?

#NO_SCALE

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Source: http://alistair.cockburn.us/

1. Independent of anything else going on, how will you increase collaboration?

2. Accounting for everything else going on, how will you increase trial and actual deliveries to consumers?

3. How will you get people to pause and reflect on what’s happening to and around them?

4. What experiments will your people do at different levels in the organization to make a small improvement?

Alistair Cockborn


Very Large Inspect & Adapt Journey

#NO_SCALE

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Main concerns of Scaling is about Complexity

Scaling Agile

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Big products – Spreads: need more teams

Complexity

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Multi-channel/tier/layer : need more coordination

Complexity

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… and have more integration issues

Complexity

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Value delivery: need Alignment

Complexity

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Value delivery: need Synchronization

Complexity

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Communication

Complexity

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Communication @ scale

Complexity

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How to Fight with Complexity

Scaling Agile

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• Transparency• Code Quality• Alignment• Program Execution


How to Fight with Complexity: Transparency

Scaling Agile

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How to Fight with Complexity: Code Quality

Scaling Agile

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How to Fight with Complexity: Alignment

Scaling Agile

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How to Fight with Complexity: Program Execution

Scaling Agile

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But nothing works without changing the mindset

Scaling Agile

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Changing the mindset of peopleFrom Boss to Leader

Scaling Agile

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Changing the culture of Organization

Scaling Agile

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Source: Reinventing Organizations (Frederic Laloux)


Communicate Vision from top level to everybody

Scaling Agile

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Work around motivated people

Scaling Agile

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Diverse people

Scaling Agile

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To nurture rich insights and intuitions, a knowledge-creating company needs diversity in the pool of talents available within the company. This diversity enhances requisite variety, which is one of the enabling conditions for the organization.

Ikujiro Nonaka, Hirotaka Takeuchi


…And Trust People

Scaling Agile

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Ready to Scale?

Scaling Agile

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Sure?

Scaling Agile

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We need change agents

Scaling Agile

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Solid Professional experience

Faces challenges head-on

Loves technology

Keeps pace with new tech developments

Draws parallels with other industries

Listen to other people’s challenges

Cares about the organization success

Attains personal fulfilment through team success

Mixes inventiveness and analytical thinking


Scaling Typical scenario (Best case)

Scaling Agile

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Product A

Product B


Minimize dependencies

Scaling Agile

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Product A

Program/ProductMngmt

ROADMAP

A B C D

Sprint A B C D12345


Why dependencies appear?

Scaling Agile

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Observe how your teams do their work.

Learn from their behaviours.

Consider optimizations.


Select type of teams

Scaling Agile

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Source: http://scaledagileframework.com


Select type of teams

Scaling Agile

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Source: http://scaledagileframework.com


Levels to Scale

Enterprise

Portfolio

Program

Project

Scaling Agile

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Some teams, 1 product

Many teams, some products

Many teams, many products

Several portfolios


Need a framework to scale?

Agile Scaling Frameworks

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Frameworks give you guidance


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Frameworks are based on good and real expertise


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“You must unlearn what you have learned.”– Yoda


Frameworks increase your success probability


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Scaling is Common Sense + Framework


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It’s up to you


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You should think for yourself and come up with better ideas than mine.

Taiichi Ohno

You are a fool if you do what I say.

You are a greater fool if you don’t do as I say.


Large-escaled Scrum as Scrum – (LeSS)


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Fractal teams

Scaled Scrum Ceremonies

Synchronization Roles

Bas Vodde & Craig Larman


Disciplined agile Delivery - DaD


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Initial considerations - Inception

Enterprise Architecture

Production & Operations

Scott Ambler


SAFe –Scaled Agile Framework


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Full Portfolio Governance

Focused on value

Explicit coordination roles

Dean Leffinwell


Spotify model


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Full People oriented

Flow of knowledge

Henrik Kniberg & Anders Ivarsson


NEXUS – The exoskeleton of Scaled Scrum


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Focus on minimizing dependencies

SoS Ceremonies

Ken Schwaber


S@S – Scrum at Scale


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Very new proposal

Enterprise level Vision

Jeff Shuterland


Common in all Frameworks

Core Agile Values

Lean

Scrum, Kanban, XP


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Main difference: Enterprise levels Scope

Teams

Program

Portfolio

Enterprise


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Scaling Agile 2015 Survey

Scaling Trends

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Respondent Demographics

Scaling Trends

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Scaling Trends

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Scaling Trends

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Scaling Trends

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Scaling Trends

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Most Used Framework

Scaling Trends

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Other responses

Scaling Trends

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REASONS FOR ADOPTING A SCALING FRAMEWORK

Scaling Trends

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Arguments for LeSS:

“Gradual adoption at the huge scale, minimal mixture of structure added to the Scrum framework. A bottom-up approach rather than top-down which still permits empirical process control to be used”.

“LeSS is clearly in the Scrum and Agile tradition. The benefits are Continuous Integration, Internal Open Source, Team-controlled build systems and more agility for the meetings. For example, Sprint Planning may be held with representatives of each team, rather than all members of all teams.”

“I support clients adopting Agile and will take from all the frameworks to meet the clients needs. LeSS is well suited for multiple teams pulling from a common backlog.”



Scaling Trends

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Arguments for SAFe:

“Well documented, training material present. Makes the connection between agile and business.”

“1) complete, from team to portfolio.2) give answers to higher management how things are organized.”

“- well documented, - proved to work, - easy to adopt some minimal elements first.”

“Lean/Agile/XP practices and mindset, but with an architectural runway and portfolio level governance system.”

“Customer Satisfaction, Collaboration, Productivity and ROI.”

“Scalable agile talking with corporate governance.” “Synchronizing teams, sharing goals with upper management, ability to build roadmap more easily.” “Formal approach that everyone can reference.”



Scaling Trends

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Scrum at Scale

“Scrum of scrums is helping us in not deviating ourselves from the values and principles of agile/scrum”

“Using Scrum to scale Scrum (the product is the organization) is a way to stay congruent with reality: life happens, we can't control it. Empiricism is a/the way to address complexity. If a project is complex, an organization is way more.”

“Testing the framework is closer to my current aims. I am not convinced of the effectiveness of the others which to IT based instead organizational based.”

“Business transformation. Organization intelligence increase. Full principles covered at all levels. Reduced PMO command & control induced project failures. Shared vision. Self-organizing teams.”



Scaling Trends

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Spotify model

“Lots of collaboration between teams.”


PREFERRED FRAMEWORK BY ROLE

Scaling Trends

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PREFERRED FRAMEWORK BY COMPANY AGILE ECOSYSTEM SIZE

Scaling Trends

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Scaling Trends

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Scaling Trends

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PREFERRED FRAMEWORK BY BUSINESS LINE

Scaling Trends

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Problems that SAFe resolves well

Why SAFe

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Organize All Around Value

Understand needs

Build solutions Deploy

Time to market

REPEAT



Why SAFe

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Agile Porfolio Management



Why SAFe

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Synchronize & Align



Why SAFe

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Program Execution

Face-to-face release planning Aligned to a common mission via a single Program backlog Value Delivery via Features and Benefits Team-of-agile-teams (Release Train) Same Cadence for all Well defined Coordination Roles


When scaling agile

Check if you really need it.

If sure, check if you can change something in order to no need it.

All decision will be made taking in account Agile core Values.

Setup your target scope, and plan the transformation.

Children: don´t try to do this lonely at home.

Closing

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Q&A

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Are you ready?

We are hiring!

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The End

Thank you