Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Upcoming SlideShare
What to Upload to SlideShare
What to Upload to SlideShare
Loading in …3
×
1 of 41

Is it SAFe to Scale?

3

Share

Download to read offline

A survey of key Lean-Agile scaling considerations

By now most large enterprises are past the experimenting stage with Agile. Many are beginning to realize that simply training teams in Agile techniques like Scrum and Kanban, while useful, isn’t sufficient to achieve real business transformation. And they are struggling with coordinating teams involved in work on large solutions and the tensions between Agile approaches and other organizational patterns and practices, things like budgeting and staffing, that were ignored or fudged until now.

In this talk Jon Terry will share his experience working with executives on these challenges at large enterprise in Europe and North America. He will outline his view of the typical state of play. He will explain what he’s seeing in terms of adoption of techniques from agile scaling methods like SAFe, DAD, LeSS, and Spotify. And he will discuss the big questions being raised by executives in their struggle to take Lean-Agile across the enterprise. The goal is to help those trying to get started to better understand key concepts and considerations.

Related Books

Free with a 30 day trial from Scribd

See all

Related Audiobooks

Free with a 30 day trial from Scribd

See all

Is it SAFe to Scale?

  1. 1. © 2019 Planview, Inc. | 1 Is it SAFe to Scale? A survey of the Lean-Agile scaling landscape Jon Terry, Chief Evangelist Lean-Agile Strategy
  2. 2. © 2019 Planview, Inc. | 2 Transforming with Planview WRM THE CHANGING WORLD OF WORK REALIZING AGILE-AT-SCALE CREATING AN INNOVATION CULTURE STRATEGY Innovation Management MAKING THE PRODUCT SHIFT
  3. 3. © 2019 Planview, Inc. | 3 Increasing Agile Adoption Title, Forrester Research, Inc. , Date of Publication
  4. 4. © 2019 Planview, Inc. | 4 Expanding Agile Success Results • More innovation relative to routine operations • React to change faster • Increased responsiveness to customer needs • Greater efficiency and productivity What if a company were to launch dozens, hundreds, or even thousands of agile teams throughout the organization? Would scaling up agile improve corporate performance as much as agile methods improve team performance? Harvard Business Review Agile at Scale, Darrell K. Rigby, Jeff Sutherland, Andy Noble, Accessed June 2018
  5. 5. © 2019 Planview, Inc. | 5 Context • Selling software, not SAFe • Being asked “Can you support?” or “How does this work?” • ~50 global 500 firms in the past year • Automotive, aerospace, financial, government, pharma, more • Conversations with execs 1-2 levels below board • Agile CoEs and PMOs
  6. 6. © 2019 Planview, Inc. | 6 Agile pilot
  7. 7. © 2019 Planview, Inc. | 7 Two years later
  8. 8. © 2019 Planview, Inc. | 8 What do we mean ‘scaling’? Less About This
  9. 9. © 2019 Planview, Inc. | 9 What do we mean ‘scaling’? Even If It’s This
  10. 10. © 2019 Planview, Inc. | 10 What do we mean ‘scaling’? Or Even This
  11. 11. © 2019 Planview, Inc. | 11 True Scaling is Dependencies STRATEGIES PROGRAMS TEAMS OF TEAMS Dev Ops Mktg Sales CS Value Streams Alignment
  12. 12. © 2019 Planview, Inc. | 12 Frequent Small Good Decoupled FSGD ( Fizz Good ) We should try to design them away
  13. 13. © 2019 Planview, Inc. | 13 But we can’t always
  14. 14. © 2019 Planview, Inc. | 14 The Rise of the Frameworks …
  15. 15. © 2019 Planview, Inc. | 15 People Are Buying This Now even biggerer with 50% more all teh thingz!!!! The Big Picture
  16. 16. © 2019 Planview, Inc. | 16 But Mostly Implementing This Essential SAFe
  17. 17. © 2019 Planview, Inc. | 17 Allocate work to teams, not people to projects
  18. 18. © 2019 Planview, Inc. | 18 Allocations and Resource Pools CIO Business Analysis Resource Resource Resource Resource Development Resource Resource Resource Resource Testing Resource Resource Resource Resource Operations Resource Resource Resource Resource Etc PMO Project 1 Project 2 Project 3 Project 100 The Business
  19. 19. © 2019 Planview, Inc. | 19 Long-lived, cross functional teams Squads, Pods, Crews etc Has design, develop, test, and deploy skills for 80% of work SAFe assumes about 10 people Work assigned to the squad not squad members May be Scrum or Kanban Member can belong to only 1 squad Front End Devs QA & DevOps Back End Devs PM & Design
  20. 20. © 2019 Planview, Inc. | 20 In long-lived Teams-of-Teams ART, Flight, Tribe Team of Teams 5-12 teams 50-120 people Below that, too much overhead Above that, Dunbar’s number and practical challenges with meetings Go Kanban! Go Scrum!
  21. 21. © 2019 Planview, Inc. | 21 With a Shared Mission Value Stream or “Persistent Demand”
  22. 22. © 2019 Planview, Inc. | 22 Pursued via Incremental Goals Epic or Feature
  23. 23. © 2019 Planview, Inc. | 23 ● In-person if possible ● Leaders set out the overall situation and set key goals ● Team make initial plans based on goals and their backlog of stories and defects ● Focus on speed and value, ie WSJF ● Preliminary plans are merged to identify cross team dependencies ● Teams re-plan to optimize sequencing and share workload to minimize dependencies Roughly quarterly planning meetings
  24. 24. © 2019 Planview, Inc. | 24 Roughly quarterly planning meetings ● In-person if possible ● Leaders set out the overall situation and set key goals ● Team make initial plans based on goals and their backlog of stories and defects ● Focus on speed and value, ie WSJF ● Preliminary plans are merged to identify cross team dependencies ● Teams re-plan to optimize sequencing and share workload to minimize dependencies
  25. 25. © 2019 Planview, Inc. | 25 Roughly quarterly planning meetings ● In-person if possible ● Business leaders set out the overall situation and set key goals ● Teams make initial plans based on goals and their backlog of stories and defects ● Focus on speed and value, ie WSJF ● Preliminary plans are merged to identify cross team dependencies ● Teams re-plan to optimize sequencing and share workload to minimize dependencies
  26. 26. © 2019 Planview, Inc. | 26 With two week waves in between Demo! Demo! Demo! Demo! Demo!
  27. 27. © 2019 Planview, Inc. | 27 Demos provide left-right awareness Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo!
  28. 28. © 2019 Planview, Inc. | 28 Other cadences as needed by teams Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo!
  29. 29. © 2019 Planview, Inc. | 29 Continuous Integration Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo!
  30. 30. © 2019 Planview, Inc. | 30 Deployment ASAP Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo!
  31. 31. © 2019 Planview, Inc. | 31 Not Scrummer-fail Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo! Demo!
  32. 32. © 2019 Planview, Inc. | 32 The Good • Exposing lots more people to Agile Manifesto • Thoroughly infused with Lean principles • Started as mostly Scrum but now embraces Kanban • Celebrates material from Reinertsen, Pink, Marquet, and Kim • Forcing orgs to consider long-lived cross-functional teams • Provides a tangible organizational change
  33. 33. © 2019 Planview, Inc. | 33 The Bad • Too much material for too short training sessions • Risk of inexpert instructors providing only surface intro – Especially about Kanban! • Some silly Agile fossils: normalized story points! • No guidance on functional career development
  34. 34. © 2019 Planview, Inc. | 34 Career Management: Functions still matter Career Management Hiring Training Standards Mentoring Squad Guild Work Delivery Has design, develop, test, and deploy skills for 80% of work SAFe assumes about 10 people Work assigned to the squad not squad members Member can belong to only 1 squad
  35. 35. © 2019 Planview, Inc. | 35 The Fuzzy • Operational vs development value streams • How and when to reapportion teams across strategies? • At what level are strategies and programs governed and funded vs delegated, decomposed and self-governed • How to measure value delivered? • How to embed architecture, audit, security?
  36. 36. © 2019 Planview, Inc. | 36 More Learning The Big Picture is clickable scaledagileframework.com Converted into a book
  37. 37. © 2019 Planview, Inc. | 37 Thank You! Connect: Jon Terry, Chief Evangelist Lean-Agile Strategy, Planview Follow: @leankitjon Read: Agile PMO: 5 Steps to Driving Agility at Scale Explore: planview.com/lean-agile-delivery
  38. 38. © 2019 Planview, Inc. | 38 Too big to be Agile
  39. 39. © 2019 Planview, Inc. | 39 Just following the leader
  40. 40. © 2019 Planview, Inc. | 40 Sadly, not following the leader
  41. 41. © 2019 Planview, Inc. | 41 Autonomy with purpose

×