This document discusses scaling agile across large organizations. It introduces agile mindset, values, principles and practices. It also covers several frameworks for scaling agile such as Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), and Disciplined Agile Delivery (DAD). Adopting agile requires changes to organizational culture and giving autonomy and mastery to self-organizing teams. Scaling agile is not just about processes but transforming the mindset and empowering people.
1. Scaling Agile: Agile across the Enterprise
Darren Wilmshurst ACIB CITP MBCS
Simon Powers CSM, CSP, SAFe Program Consultant, LeSS Practitioner, DAD Green Belt
4. 4
Stand-up
Your experience with Agility
1 = Very Little Experience/No Experience
2 = Some Experience
3 = Experienced
4 = Very Experienced
5 = Expert
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12 Principles of the Agile Manifesto
1. Our highest priority is to satisfy the customer through early
and continuous delivery of business value.
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer's
competitive advantage.
3. Deliver business value 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.
… Mindset
Values
Principles
Practices
Tools &
ProcessesSource: http://agilemanifesto.org
10. 10
12 Principles of the Agile Manifesto
…
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. Business value 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.
…
Mindset
Values
Principles
Practices
Tools &
ProcessesSource: http://agilemanifesto.org
11. 11
12 Principles of the Agile Manifesto
…
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 behaviour accordingly.
Mindset
Values
Principles
Practices
Tools &
Processes
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Sprint
24
hours
Product Backlog
Anyone can contribute
Ordered by Product Owner
Sprint Backlog
Backlog tasks
expanded
by team
Potentially Shippable
Product Increment
Daily Scrum
Meeting
Scrum: workflow
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Development teamProduct owner
One person decides No dependencies
No special roles
1 month or less
Value
hypothesis Value*
9 people
or less
ScrumMaster
Owns the process
DEMON: Why is scrum hard?
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The Agile Mind
If you want to adopt the
AGILE MIND
You must be prepared to change the mind you
have now
At scale – this is organisational culture
28. 28Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill.
What’s your culture?
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Key notes
• Agile is not easy
• Agile is more than team based process
• Agile is more than process
• Agile changes the way you work
• Agile aligns the organisation around its purpose,
empowers staff to master excellence and gives
you the space to do your job.
• Agile is based upon human values
– Honesty, Trust, Courage, Respect, and Service
• Agile gives competitive advantage
• Agile is here to stay
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Darren.Wilmshurst@radtac.co.uk Simon.Powers@radtac.co.uk
Notas del editor
Take a moment to imagine if you you and a few friend were to create a start-up:
Sit together
Lots of f2f communication
Create something of value quickly
SCRUM does create an environment a bit like a start-up AND IT WORKS
One person decides
9 people of less
Value created in less than a month
No dependencies (good luck with that one)
No PROJECT MANAGER but PROJECT MANAGEMENT occurs:
Removing impediments
Communication progress
Managing stakeholders
Ensuring project meets objectives
In this model everyone outside the team is an impediments
SAFE defines 9 roles at a program level.
RTE facilitates the Program Increment – I wonder who this could be!!