that conference 2016 deconstructing the scaled agile framework
TRANSCRIPT
[email protected] Twitter: @OakParkGirl
There are lots of agile frameworks, I do not know which one is best and I had to
start SOMEWHERE with my research? Tell me more!
My team has grown too big and we are struggling with scaling our efforts and still
being effectively agile!!
I’ve seen the SAFe diagram and it looks (scary |overwhelming | complex) and I
need the crib notes
I already use the SAFe framework, and am interested in hearing your perspective
SAFe seems like a bad idea, but I am open to hearing some ideas about how to
apply it
Problems
discovered too
late
No way to
improve
systematically
Hard to
manage
distributed
teams
Late
Delivery!
Too little
visibility
Too early
commitment to a
design that
didn’t work
Massive
growth in
complexity
Phase gate
SDLC isn't
helping reduce
risk
Under-estimated
dependencies
Maybe your retrospectives read like this
“The Business”
thinks agile
doesn’t work
Poor
morale
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[email protected] Twitter: @OakParkGirl
LEADERSHIP
Re
sp
ect fo
r
pe
op
le a
nd
cu
ltu
re
Flo
w
Inn
ova
tio
n
Re
len
tle
ss
imp
rove
me
nt
VALUE
House of Lean
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Agile Manifesto
Value in the sustainably
shortest lead time
That is, while there is value in the items on the
right, we value the items on the left more.
We are uncovering better ways of developing software by doing it
and helping others do it. Through this work we have come to value:
[email protected] Twitter: @OakParkGirl
[email protected] Twitter: @OakParkGirl
[email protected] Twitter: @OakParkGirl
[email protected] Twitter: @OakParkGirl
[email protected] Twitter: @OakParkGirl
[email protected] Twitter: @OakParkGirl
Program Portfolio Management team = strategy and investment funding, program
execution, and governance.
Enterprise Architect = works across Value Streams and Agile Release Trains to provide
strategic technical guidance in such areas as technology stack recommendations,
interoperability of solutions, and hosting strategies
Epic Owner = takes responsibility for the business case and implementation guidance of
initiatives (called Epics in SAFe)
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Release Train Engineer = facilitates activities of the Agile Release Train
Product Management = responsible for the Program Vision and Roadmap
The System Architect/Engineer plays a critical role in helping align teams in a common
technical direction toward accomplishment of the mission, Vision, and Roadmap.
Business Owners share responsibility for the value delivered by a specific Agile Release
Train
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Product owners own the vision of the product
Scrum masters own the process and coaches/supports the team
The agile team delivers on their commitments, and pursues
excellence continuously and relentlessly
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[email protected] Twitter: @OakParkGirl
Deliver on Demand
Major
Release Customer
Upgrade
Customer
Preview
Major
Release New
Feature
Develop on Cadence
PSI PSI PSI PSI PSI
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Fear? Uncertainty? Doubt?
Maybe they haven’t ever really looked at SAFe beyond the
“Big Picture”
I honestly don’t know. But keep an open mind and check it out.
And in the end, maybe it just really isn’t right for your team…
[email protected] Twitter: @OakParkGirl
Do you have a single product worked on by many teams?
Do you have a single team working on many products at the
same time?
Do you deliver many products that are worked on by many
teams?
Do you have one product worked on by a single team?
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Focus on having a single product owner, not a product owner per team
Minimize sources of work, if possible use one consolidated portfolio backlog
Consolidate onto a minimum set of ALM/DevOps tools
Encourage and continually support EFFECTIVE and CONSTANT communication
Make sure progress across teams is transparent and easily discoverable
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Prioritize, prioritize, prioritize
Context switching to work on multiple products should NOT be tolerated
Keep sprints short to allow for fast pivoting and integration of learnings
Scrum may not be the only solution, be creative!
Extreme focus on quality – crap doesn’t scale!
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First off OH MY!!
Second off, this is where SAFe strategies shine
Leverage techniques already discussed
Bring the work to the team, always!
All teams must already be operating as highly effective agile
teams before you bring in SAFe strategies!!
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Move along… SAFe is probably not for you
Embrace lean principals
Keep focusing on continuous improvement
[email protected] Twitter: @OakParkGirl
[email protected] Twitter: @OakParkGirl
©2008-2014 Scaled Agile, Inc. and Leffingwell, LLC. All rights reserved.
A proven, publicly-facing framework for applying Lean and Agile practices at enterprise scale
ScaledAgileFramework.com
Synchronizes
alignment,
collaboration and
delivery for large
numbers of teams
CORE VALUES
1. Program Execution
2. Alignment
3. Code Quality
4. Transparency
49
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SAFe Guidance: http://www.scaledagileframework.com/guidance/
Principals of Product Development Flow:
http://www.amazon.com/dp/1935401009
Lean Change Management by Jason Little: www.amazon.com/Lean-
Change-Managment-Innovative-Organizational/dp/0990466507/
Comparisons of scaling frameworks (SOS and Nexus):
https://www.youtube.com/watch?v=EnXDrOGEk9g
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Email: [email protected]
LinkedIn: https://www.linkedin.com/in/andugan
Slideshare.NET: http://www.slideshare.net/angelabinkowski
Twitter: @OakParkGirl, @ChicagoALM, @TeamPolaris
Blog - http://www.tfswhisperer.com/
Chicago Visual Studio ALM User Group - http://www.chicagoalmug.org/
Polaris Solutions website - http://www.polarissolutions.com/
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