The document discusses various frameworks for scaling agile development in large organizations. It introduces Disciplined Agile Delivery (DAD), the Scaling Agile Framework (SAFe), Agility Path, Continuous Improvement Framework (CIF), and Large Scale Scrum. DAD is described as a decision-oriented framework, while SAFe is presented as more prescriptive. The document emphasizes that principles are more important than practices and that adopting an agile mindset is key to successful scaling.

1. Fabio Armani
OpenWare
@fabioarmani

2. About Me
– CEO of OpenWare
– Lean Agile Coach &
Consultant
– Organizational Change Agent
– @fabioarmani
– www.open-ware.org

3. Agenda
• Agile Development @Scale
• Extended Lean Agile Frameworks
• Disciplined Agile Development (DAD)
• Scaling Agile Framework (SAFe)
• Agility Path + CIF
• Large-scale Scrum
• Considerations
• Conclusion

4. Agenda
• Agile Development @Scale
• Extended Lean Agile Frameworks
• Disciplined Agile Development (DAD)
• Scaling Agile Framework (SAFe)
• Agility Path + CIF
• Large-scale Scrum
• Considerations
• Conclusion

5. What Agile is NOT !!

12. Accelerate time to market
Managing changing priorities
Better align IT/Business
Increase productivity
Enhance software quality
Project visibility
Reduce risks

16. Technical
Project Practices?
Initiation? Release into
Production?
Operate in
Enterprise Production?
Disciplines?
Project
Selection?

19. Lean Agile @Enterprise

20. Does Agile Scale? YES!

21. Does Agile Scale? YES!
Scaling:
• The majority of agile teams are geographically distributed in some manner
• Organizations have reported successful agile programs of 500+ people
• One third of agile teams are in regulatory situations
• 75% of organizations doing agile are doing so on medium complexity or greater projects
• 17% of organizations are successfully applying agile in outsourcing situations
• 78% of teams are working with legacy systems
• 32% of organizations report successful interaction between enterprise architects and agile
teams
• 11% of organizations report that their governance strategy works well with agile teams
(yikes)
Source:
• DDJ November 2009 State of the IT Union Survey, www.ambysoft.com/surveys/

22. Small-scale vs Large-scale

23. Small-scale vs Large-scale

24. Small-scale vs Large-scale

25. Small-scale vs Large-scale

26. Small-scale vs Large-scale

27. Small-scale vs Large-scale

28. Small-scale vs Large-scale

29. Problems of Scaling
 SoS – Scrum Of Scrums
– Becomes more difficult after 6 or so Teams
– Planning & Ceremonial Events conflict
 Doesn’t really address a Portfolio & Program View
– Still thinks of smaller “projects”
– Planning Roadmap horizons are still short
 Fails to recognize that Waterfall still exists
 Governance & Authority start to fail
– No Clear Content Authority once you scale to a Program or Portfolio level
– Who resolves priorities across dozens of teams?
– Who then drives releases?

30. Scaling
30

31. 31
Scaling
We do not need to scale every aspect of
Agile

32. 32
Problems of Scaling
 Reporting & Metrics aren’t sufficient across large numbers of
teams or programs
 Traditional sources of information (Scrum/Agile Alliance)
aren’t mature to help this
– Note: In Jan ‘2013 Ken Schwaber introduced CIF – Continuous Improvement
Framework

35. Agenda
• Agile Development @Scale
• Extended Lean Agile Frameworks
• Disciplined Agile Development (DAD)
• Scaling Agile Framework (SAFe)
• Agility Path + CIF
• Large-scale Scrum
• Considerations
• Conclusion

36. What Should a Scaled Framework
Address?
 Multiple Agile Teams
– Should be able to handle dozens of teams (Scrum
starts to break around 7)
– Incorporation of XP Engineering practices
 Waterfall Teams
– They still exist. Not everything can be Agile
 Program Level planning and views

37. What Should a Scaled Framework
Address?
 Governance and shared resources
(like Enterprise/System Architects, UX, etc.)
 Specialized teams for Release
planning, system integration
 Clear content authority
 Portfolio Management and the
management of WIP (strategic level)

39. DAD - Disciplined Agile Delivery

41. Concept: The Agile 3C Rhythm
The Coordinate-Collaborate-Conclude rhythm occurs at several scales on a DAD project:
Inception
Coordinate
Construction
Collaborate
Transition
Conclude
Release rhythm
Iteration
Planning
Coordinate
Development
Collaborate
Stabilize
Conclude
Iteration rhythm
Coordination
Meeting
Coordinate
Daily work
Collaborate
Stabilize
Conclude
Daily rhythm

42. * Slide Courtesy of IBM
Agile Scaling Factors

43. DAD - Disciplined Agile Delivery
• Decision Oriented Framework

45. SAFe - Scaled Agile Framework

46. Scaled Agile Framework – Big Picture

47. Agile Teams

48. Scale to Program Level

49. Scale to Portfolio

51. SAFe – Scaling Agile Framework
• Prescriptive Framework

52. DAD vs SAFe

58. A Matter of Managerial Culture
Evidence-Based Management (“EBM”):
• Roots in the medical practice.
• The application of direct, objective evidence* by managers
to make decisions.
• For software development, EBM is employed to maximize
the value of software to the entire organization.
Evidence, broadly construed, is anything presented in support of an assertion:
• Strongest type of evidence is that which provides direct proof of the validity of the
assertion.
• Weakest type of evidence is that which is merely consistent with the assertion, but
doesn’t rule out contradictory assertions, as in circumstantial evidence.
*Source: Wikipedia

59. Direct Evidence of an Organization’s Value

60. Diagnosing circumstantial evidence in organizational patterns
Process Productivity Value Quality Enterprise
• Scrum
• Self-organization
• Product
Backlog
• Sprint
Planning
• Daily Scrum
• Sprint Review
• Sprint
Retrospective
• Scaling Scrum
• Definition of
Done
• Testing
• Clean code
• Test-Driven
development
• Continuous
Integration
• Emergent
Architecture
• Accountability
• Transparency
• Product Backlog
• Alignment
• Release planning
and orientation
• Portfolio
Management
• Engineering
standards
• Architecture
• QA
• ALM
• Communication
• Organization
• Culture
• People
Practices
• Sales
• Lean

61. Agility Team
• Enterprise Product Owner
– Domain Product Owner
– Product Owner
• Enterprise Change Team
– Domain Change Team
– Change Team
• Enterprise Scrum Master
– Domain Scrum Master
– Scrum Master

62. Agility Path Events
• Sprint
• Sprint Planning
– Functional Change
– Sprint Goal
• Weekly Scrum
• Evaluation
– Sprint Review
– Sprint Retrospective

63. Agility Path Artifacts
• Practice Backlog
• Sprint Backlog
• Evaluation Backlog
• Increment of Change

64. Agility Path Metrics
• Agility Index
• Agility Acceleration

66. Scale Scrum Beyond Your Team
• “We have worked with thousand of organizations that are
attempting to become more effective and more agile.
• They usually start by implementing Scrum.
• Then they are faced with the issue of how to get the most out
of their investment in Scrum.
• They wonder how to manage its scaling throughout the
organization.”

68. CIF Overview
• CIF consists of two interacting processes: product
development and continuous improvement.

70. Scaling Lean & Agile Development

71. Scaling Lean & Agile Development
• Large Scale Scrum is Scrum: change implications
• Fractal structure
• Feature teams vs Components Teams
• Lean Concepts and Principles
• Complex Systems
• Queues theory

76. Scaled Lean & Agile
• Empirical oriented framework

77. Agenda
• Agile Development
• Extended Lean Agile Frameworks
• Disciplined Agile Development (DAD)
• Scaling Agile Framework (SAFe)
• Agility Path + CIF
• Large-scale Scrum
• Considerations
• Conclusion

80. A possible way …

84. Principles > Practices

85. 100% predictability =
0% innovation

86. Value & Impact > Velocity

87. Culture > Process
• Shu-level Scrum can get you out a ditch, but won’t make you fly.
– Learn the rules so you can break them.
• Healthy Culture heals broken process.
– Hack the culture, and process will follow.
• Agile is Fragile.
– It is only sustainable over the long term if all parts of the organization are committed to
it.
• You are the culture.
– Model the behavior you want to see.

88. Lean from the trenches

89. Lean Mindset

90. Agility Adoption Rather Than
Agile @Scale

93. Keep the values, keep the principles,
think for yourself.

94. Keep the values, keep the principles,
think for yourself.

95. Keep the values, keep the principles,
think for yourself!
Ken Schwaber

97. Agenda
• Agile Development @Scale
• Extended Lean Agile Frameworks
• Disciplined Agile Development (DAD)
• Scaling Agile Framework (SAFe)
• Agility Path + CIF
• Large-scale Scrum
• Considerations
• Conclusion
97

99. Fabio Armani
www.open-ware.org
@fabioarmani
f.armani@open-ware.org