The definition of ‘agile transformation’ is to transform an organisation into a mode that is flexible, collaborative, self-organising, and fast-moving. This is easier said than done. I share my experiences and good practices in scaling Agile. The talk will include topics such as systems thinking, competence matrix, causal loop diagrams, Large-Scale Scrum, Scaled Agile Framework and Spotify model.
3. GOFORE PLC
Software development, design,
management and cloud services
consultancy
• Established in 2001
• Turnover in 2018 50 M€ (+49%)
• Around 600 employees
Financially solid and stable
• Strong yearly growth of >10% for the past 12 years
• Publicly listed since November 2017
Offices in Helsinki, Tampere, Jyväskylä, Turku, Swansea,
Munich, Madrid, London and Tallinn
4. What does it mean to “scale Agile”?
@JuhanaOne
https://www.forbes.com/sites/stevedenning/2016/04/15/what-does-it-mean-to-scale-agile/#36e8291678b9
PRODUCTDELIVERY
SCALING
PRODUCT
ORGANISATIONAL
SCALING
PLATFORM
HORIZONTAL VERTICAL
Product
TeamTeam Team
Platform/Suite
Team
Product
Team Team Team
Product
Team TeamTeam
Product
Team Team
HR
IT
Sale
s
ETC.
8. Survey example
1. I know the project vision
2. We are delivering working, tested software every 4 weeks or less
3. We are delivering what the business needs most
4. Our process is continuously improving
5. The team has a product owner who is empowered, has knowledge to
prioritise and has direct contacts with the team and stakeholders
6. Our product backlog is in a good shape (clear, manageable, prioritised by
the Product Owner)
7. The team respects Definition of Done
8. Agile ceremonies are working effectively
9. Our estimation method works well
10. Lessons learned #2: Build an internal Agile service
@JuhanaOne
Agile coaches
Vision
Value proposition
Key metrics
Scope
Constraints
…
11. Services available
@JuhanaOne
• Agile methodologies, practices and
tools
• Building self-organising teams
• Support for product development
• Problem solving and facilitation
• Software development practices
• Organisational changes
14. SAFe - Scaled Agile Framework
LeSS - Large-ScaleScrum
Spotify Model
Nexus
SoS - Scrum of Scrum
DAD - Disciplined Agile Delivery
Scrum at Scale
Enterprise Scrum
DSDM - Dynamic Systems Development Method
Crystal Family
Continuous Agile Framework
Enterprise Agile Delivery and Agile Governance Practice
Enterprise Transition Framework
eXponential Simple Continuous Autonomous Learning
FAST Agile
Lean Enterprise Agile Framework
MEGA Framework
RAGE - Recipes for Agile Governance in the Enterprise
ScALeD Agile Lean Development
The Gill Framework
16. Case Basecamp
• Planning / prototype phase
• Six-week cycles
• One feature / cycle
• No backlogs
• A few well-shaped, risk-reduced options
• Tasks are not used for showing the progress
• ”Hill chart” approach
This works on Basecamp
@JuhanaOne
https://basecamp.com/shapeup
17. Lessons learned #4: Beware of side effects
@JuhanaOne
Adding more resources doesn’t necessarily mean increasing output
19. Costs
Work rate
(# tasks/week)
Project completion date +–
+
+
Productivity
Goal
Add more
developers
to the
project
Time for new
development work
#Task in progress
Out of sequence work
Work quality
Rework
+
+
––
–
+
Time for training
and support
+
–
–
Communication &
coordination overhead
+
Motivation–
+
20. Conclusion
@JuhanaOne
You can scale Agile through a product
development and an organisational space
Lessons Learned
1. Understand the system
2. Build an internal Agile service
3. Frameworks are for lazy organisations
4. Beware of side effects
Almost 15 years at Gofore
Agile Coach & Sctum Master
Ramping up Agile capability
Previlously developer and some management positions
Twitter:
Blogs
You can raise your hand if you know gofore
Our mission is to change the world for the better
THROUGH DIGITALISATION
BY RENEWING WAYS OF WORKING
We have services in all areas when it comes to transforming the organization
Stats
Profitable
Operate 5 countries
You recognize us from our t-shirts
different meanings of scaling.
Left – up = simple type of scaling relating to the scaling of the practices of Agility across multiple team
Right – up = multiple products that were part of a suite of products (“Platform”)
Left – down = how do we take the concepts of Agility into different segments of the organization
Left –right = move up the chain of command, dealing with the director and VP positions and the C-suite
System conditions
when we are driving changes, systems conditions push back
orginally designed to help the organisation
Before you start chancing/scaling things, try to understand how the system works
What processes the organisation has, how they communicate, what are roles, teams, responsibilities
Try to understand the organisation /project domain. Not the product domain
Chris Coleman
How work works
Close to team
Close to product owner
Close to end-users
Close to customers
Close to steering groups
Close to development practises
Close to impediments
Tool for an interventionist
Cgha
Organisational approach
structures, roles, teams, contracts, vendors
Competences
Technical excellence, product quality, team competences, business competences
Method / process
Agile practises, standards, tools, working agreements, metrics
Psychosocial
people feel, fear motivation
Collaboration, interactions motivation, goals, hidden agendas
One survey excample.
To understand the method / process
Result of the survey / workshop
Make your team comperences visible
Create an internal agile service
Backlog, weekly tasks etc
Helps to focus essential
If you have many agile coaches
Dont get confused with Scrum of scums. it is typically just for reporting
Define your agile service scope
Provide those services continously
SWARMing:Scaling Without A Religious Methodology
Define your agile service scope
Provide those services continously
Why there is so many frameworks available
20
Many organisations are service organisations, not product development organisations
Systems thinking – is a method to analyse the relationships between the system's parts to understand the potential for better decision-making
Coordinate system
Causal links – one way to implement systems thinking. to visualise the ongoing dynamic interaction between elements
Positive polarity
Two variables move in the same direction
Births population
Negative polarity
Two variables move in the opposite direction
Deaths population