The magic behind the Agile manifesto is in the question they asked. The 17 people assembling in Snowbird spend their time figuring out how they were similar, not what way of working was best. And in the course of those two days, they discovered the deeper truths in what worked. So what happens when we look what the different Agile Scaling frameworks have in common? A move away from projects towards product development and teams as the fundamental building blocks? In this talk, we will be exploring how these two shifts impact the way we scale Agile. Looking back on all the Agile Transformations I have done all of them have succeeded (or failed) when we have (not) focussed on these two things.

1. THE ‘ONLY’ 2 THINGS NEEDED
TO SCALE AGILE
ERWIN VAN DER KOOGH
FOUNDER BITGENICS

2. SCALING?
OH RLY?

3. “THE ONLY SUSTAINABLE
COMPETITIVE ADVANTAGE IN THE
21ST CENTURY IS ADAPTABILITY”
Everyone who read anything by Drucker or Deming
WHAT ARE WE SCALING?

4. DON’T SCALE THE AGILE PROCESS®

5. THE POWER OF THE AGILE
MANIFESTO WAS IN THE QUESTION
WHAT ARE WE SCALING?

6. WHAT ARE WE SCALING?

7. 1) PRODUCT FUNDING IS OUT
WHAT ARE WE SCALING?

8. 2) TEAMS ARE THE FUNDAMENTAL
BUILDING BLOCKS
WHAT ARE WE SCALING?

10. 1) PRODUCT BASED PORTFOLIO
MANAGEMENT
WHAT ARE WE SCALING?

11. 2) AUTONOMOUS FEATURE TEAMS
WHAT ARE WE SCALING?

12. PORTFOLIOS
PRODUCT BASED

13. 2 QUESTIONS FOR THE PORTFOLIO
MANAGER IN YOUR LIFE
PRODUCT BASED PORTFOLIO MANAGEMENT

14. 1WHAT IS MORE VALUABLE?
PRODUCT BASED PORTFOLIO MANAGEMENT

15. AINCREASE CONVERSIONS BY 10%
PRODUCT BASED PORTFOLIO MANAGEMENT
OR

16. BTHE FEATURE YOU ARE BUILDING NOW
PRODUCT BASED PORTFOLIO MANAGEMENT

17. 2WHY ARE YOU BUILDING THE FEATURE?
PRODUCT BASED PORTFOLIO MANAGEMENT

18. MN=2N - 1
PRODUCT BASED PORTFOLIO MANAGEMENT

19. “PROJECTS IS THE PATH TO THE DARK SIDE.
PROJECTS LEAD TO PORTFOLIOS. PORTFOLIOS
LEAD TO MASSIVELY DELAYED FEEDBACK.
DELAYED FEEDBACK LEADS TO SUFFERING..”
Yoda or something
PRODUCT BASED PORTFOLIO MANAGEMENT

20. ORGANISE AROUND PRODUCTS
PRODUCT BASED PORTFOLIO MANAGEMENT
FUND CAPABILITIES
INVESTING IS ASSIGNING
CAPABILITY TO A PRODUCT (AREA)

21. TEAMS
AUTONOMOUS
FEATURE

22. ADAPTABILITY REQUIRES
DECENTRALISED DECISION MAKING
AUTONOMOUS FEATURE TEAMS

23. PRODUCT OWNERSHIP IS (PART OF)
PRODUCT MANAGEMENT
AUTONOMOUS FEATURE TEAMS

24. TEAMS DECIDE THE HOW
AUTONOMOUS FEATURE TEAMS

25. COMPONENTS TEAMS ARE NOT AGILE
AUTONOMOUS FEATURE TEAMS

26. WORKING SOFTWARE OVER
COMPREHENSIVE DOCUMENTATION
AUTONOMOUS FEATURE TEAMS

27. WORKING SOFTWARE OVER
COMPREHENSIVE DOCUMENTATION
AUTONOMOUS FEATURE TEAMS
VALUABLE

28. AUTONOMOUS FEATURE TEAMS
BUT BUT ERWIN..

29. “THE IOS SQUAD IS STAFFED WITH
THE MISSION TO ENABLE RAPID
DEVELOPMENT AND DEPLOYMENT OF
THE SPOTIFY IOS CLIENT, WHICH IS
KEY TO THE COMPANY’S SUCCESS"
AUTONOMOUS FEATURE TEAMS

30. “SIMPLY PUT, THIS SQUAD IS BUILDING
INFRASTRUCTURE THAT ALLOWS
DEVELOPERS TO QUICKLY UNDERSTAND
THE IMPACT OF THEIR CODE CHANGES
AND DELIVER VALUE TO OUR END-USERS
IN A RELIABLE AND TIMELY MANNER.”
AUTONOMOUS FEATURE TEAMS

31. AUTONOMOUS FEATURE TEAMS
A
B
C
D
E
F
G
H

32. SIMPLE?!
SURELY IT CAN’T BE THAT

33. CAN IT REALLY BE THAT SIMPLE?!
BUT BUT ERWIN.. ‘BEING’ AGILE!

34. “IF YOU THINK YOU NEED
COMPLICATED METHODS TO DEAL
WITH COMPLEXITY YOU ARE
OBVIOUSLY HEADED TO CHAOS.. ”
Dave Snowden?
CAN IT REALLY BE THAT SIMPLE?!

35. “IF YOU THINK YOU NEED
COMPLICATED METHODS TO DEAL
WITH COMPLEXITY YOU ARE
OBVIOUSLY HEADED TO CHAOS.. ”
Me
CAN IT REALLY BE THAT SIMPLE?!

36. CAN IT REALLY BE THAT SIMPLE?!
THANKS