Get on the Lean-Agile Highway comparing agile models at scale

Public Channel / Lean-agile

Based on the VersionOne report on what companies expect from an agile transformation, we have examined how different models can contribute to make a lean-agile transformation.

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45. Questions ?

7. Do not look at the people working, look at the progress

20. Do not build what is not used

38. Comparing SAFe and LeSS Huge Roles at program level Scaled role

39. Comparing SAFe and LeSS Huge SAFe Portfolio level SAFe: optional Portfolio layer LeSS: No PMO, no portfolio (single product)

29. Compare results to competitors (significant KPI’s)

36. Spotify Spotify plays down the role of Scrum Master (team self - organizing), but calls for an Agile coach instead

1. How to Get on the Lean - Agile Highway? A comparison of lean and agile models at scale

2. Why do companies move to agile Source: VersionOne 11 th Annual State of Agile Report

3. Weighted acceptance criteria for enterprise agility model Source: VersionOne 11 th Annual State of Agile Report

35. What is SAFe Freely available Best practices of lean - agile product development at scale (> 50 people) In a model ...

34. SAFe: Scaled Agile Framework Agile teams work together in lean product development constrained by system thinking Scaled (Lean) - agile Framework

18. Adaptive periodic planning Adaptive planning Periodic planning Agile team Scrum master

8. Process of new product delivery Once a year 1 – 4 per year Slows everything down? Business case

17. From fixed to flexible, responsive scope Responsive scope Product backlog Product demo’s Product owner

16. Ability to react to changes in priority Upfront central decision Project scope Project budget Project manager

43. Spotify caveats Not a model, explicitly stated Companies want to adopt the Spotify model in order to become more like Spotify Developed in specific circumstances

31. Scaling agile • SAFe • LeSS Huge • DaD • Spotify Large scale (> 50 people):

42. DaD caveats • Few people know DaD • Very comprehensive, makes the transformation more complex Need very experienced guide

21. Focus on value, not on cost Business case Keep alternatives open Do not build the useless parts Time to market matters

24. So what are some of the challenges here Move from Command and Control to decentralized decision making Replace yearly budget cycle with a more flexible system Make agile work at corporate level instead of just team level Integrate development and operations Make business and IT work together to create value for the customer

19. Increase productivity  more value per effort and unit time Business case Single point solution Fixed scope Business case time independent

30. Scaling agile • Nexus • Scrum of Scrums • LeSS (Large Scale Scrum) Small scale (up to 8 teams):

32. LeSS Huge Basically single - team Scrum scaled up Up to a few thousand on one product “An organizational design framework” Minimal “additional structure”

22. Be more productive without working harder People, not resources Stable teams Limit Work in Progress Do not waste talent

41. SAFe caveats More revolutionary than it looks Managers try to map their role on the SAFe - model Role for management but important changes It is still a big transformation

33. DaD: Disciplined agile (Delivery) • Very complete set of practices • Covering the entire organisation • A rich library and publicly accessible • It is hugely unfair that it is not more popular • ... but it is not

14. Examine ideas in a continuous Kanban flow Ideas examined and approved in Portfolio process Teams are funded based on strategy Teams are long - living and pull work in as it arrives Agile teams deliver in iterations Integrate DevOps and continuous deployment

4. Top three priorities 0 10 20 30 40 50 60 70 80 Accelerate product delivery Enhance ability to manage changing priorities Increase productivity Main drivers

13. Fund development capacity, not projects Idea waiting to be explored and become project proposal Teams are funded based on strategy Teams are long - living and pull work in as it arrives Agile teams deliver in iterations Integrate DevOps and continuous deployment

26. From Command and Control to decentralized decision making Management 3.0 Sociocracy Reinventing organizations Engaging, great ideas, solo trip Many models, collaborative effort Many people like the stories, shaky theory, great for Buddhists

11. Maintain the teams between projects Idea waiting to be explored and become project proposal Project proposals waiting for budget cycle (often once per year) Teams are long - living and take up work as it arrives Agile teams deliver in iterations Tested programs wait for deployment into production

12. DevOps and frequent deployment eliminate more waiting Idea waiting to be explored and become project proposal Project proposals waiting for budget cycle (often once per year) Teams are long - living and take up work as it arrives Agile teams deliver in iterations Integrate DevOps and continuous deployment

40. LeSS Huge caveats (in the view of a company developing multiple products to support its business) VERY team oriented  major coaching effort • success of Toyota thanks to ‘listening to the workforce’ • reducing WIP will not automatically reduce average cycle time Ambiguous attitude to Lean DevOps not integrated

44. In real life Use Huge LeSS if you Are very comfortable with Scrum Believe profoundly that self - governing teams are all you need Work on only one product All others use SAFe (+ Spotify + DaD) Multiple products A significant role for management Want end - to - end flow

15. Continuous and end to end flow increases speed of value creation Strategic themes translated into priorities Ideas examined and approved in Portfolio process Teams are funded based on strategy Teams are long - living and pull work in as it arrives Agile teams deliver in iterations Integrate DevOps and continuous deployment

6. Top three priorities 0 10 20 30 40 50 60 70 80 Accelerate product delivery Enhance ability to manage changing priorities Increase productivity Main drivers LEAN AGILE LEAN - AGILE

23. Top three priorities 0 10 20 30 40 50 60 70 80 Accelerate product delivery Enhance ability to manage changing priorities Increase productivity Main drivers LEAN AGILE LEAN - AGILE

37. Comparing SAFe and LeSS Huge Extrapolating Scrum to program level Fractal scaling: team collaboration Scrum of Scrums PO Sync System Demo Inspect & Adapt PI Planning Iteration Planning Daily Stand - up Backlog Refinement Iteration Review Iteration Retro Prepare for PI Planning

9. Product development in projects slows down by waiting Idea waiting to be explored and become project proposal Project proposals waiting for budget cycle (often once per year) Approved projects wait for project manager and team Waterfall: • Functional analysis waits for approval by ‘business’ • Technical design waits for peer review and approval • Programs wait for testers Tested programs wait for deployment into production

10. Product development in agile projects still waits a lot Idea waiting to be explored and become project proposal Project proposals waiting for budget cycle (often once per year) Approved projects wait for project manager to be assigned and team assembled Agile project: • Team delivers in iterations • Waiting times largely eliminated Tested programs wait for deployment into production

25. Agile relies on self - governing teams • The next step in human evolution • Or back to our genes as social animal But what are they • Autonomy • Mastery • Purpose Individualism • Sense of belonging • Responsible as a team Or collective reponsibility

5. Cost ... or value creation? 0 10 20 30 40 50 60 70 80 Accelerate product delivery Enhance ability to manage changing priorities Increase productivity Reduce project cost Main drivers Value creation

28. Beyond budgeting principles of Leadership Organisation - Cultivate a strong sense of belonging and organise around accountable teams; avoid hierarchical control and bureaucracy Autonomy - Trust people with freedom to act; don’t punish everyone if someone should abuse it Customers - Connect everyone’s work with customer needs; avoid conflicts of interest

27. Beyond budgeting principles of Leadership Purpose - Engage and inspire people around bold and noble causes; not around short - term financial targets Values - Govern through shared values and sound judgement; not through detailed rules and regulations Transparency - Make information open for self - regulation, innovation, learning and control; don’t restrict it

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