Scaling Agile Organically

1. Scaling Agile Organically Presented by Damon Poole Agile Coach & Founder of Nexxle

2. @DamonPoole Highlights • Independent Agile Consulting • Founder at Nexxle 800 Team Transformation • Chief Agilist • Enterprise Transformation • Built Agile Delivery team Acquired by Founder, CEO, CTO Past President

3. The Genesis of the Agile Manifesto “Lightweight” Methodologies from the ’90s, represented during the creation of the Agile Manifesto Scrum (1993) Distilled Principles and Values DSDM (1994) Agile Manifesto (2001) 17 authors at a gathering at Snowbird Ski Resort in Utah in 2001 XP (1996) FDD (1997) Crystal Methodologies (1998)

4. Scrum’s Connection to the Agile Manifesto Continuous delivery of valuable software Business people and developers must work together daily The best architectures, requirements, and designs emerge from self-organizing teams. Trust them to get the job done Customer collaboration Product Owner Self-organizing team Individuals and interactions Backlog Responding to change Iteration Scrum Master Give them the environment and support they need Simplicity--the art of maximizing the amount of work not done--is essential. Iteration planning Iteration Review Standup Working software is the primary measure of progress At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly Progress tracking Shippable increment every 1-4 weeks Deliver working software frequently Retrospective

5. Your Existing Traditional Ecosystem User Experience Portfolio, Program & Project Management Leadership & Management Behaviors Product Management / Business Units Process Infrastructure / Tools QA / Testing Software Development Policies & Procedures Agile Transformation Capability and Capacity Deployment / Operations

6. Throwing out the Baby with the Bathwater “Scrum doesn’t have that” Traditional ecosystem Agile ecosystem Project B Project C Project A1 Project A2 Project D Project E • Agile Coach • Use of Scrum • Supportive manager (s) • Some training • Years of experience • Policy and procedure • Experienced project, program, and portfolio managers • Institutional support and “muscle memory”

7. Grow Towards an Agile Ecosystem

8. Grow Agile Embedded Within Your Traditional Ecosystem Traditional ecosystem Use whatever traditional mechanisms are in place to support your Agile efforts until such time as there is an Agile equivalent available. Example: continue to use traditional program management to coordinate multiple Agile teams. Scrum on its own does not include multiple-team guidance. It is left as an exercise for the reader. Project E Project B Project C Project D Agile ecosystem Project A1 Project A2 “Give them the environment and support they need, and trust them to get the job done.” “Individuals and interactions over processes and tools”

9. Multi-Team Guidelines • Grow efforts from a single team to needed capacity • Truly releasable every iteration • Limit projects in progress • Reduce dependencies • Focus on removing and reducing complexity rather than accommodating it • Treat Agile expansion as any other project in your portfolio, but run it in an Agile manner

10. Accommodation Example – Dependencies Iterations of work A TEAM TEAM Dependency B Iteration 1 Iteration 2 Iteration 3 • Iterations not releasable • Coordination problems • May cause a delay

11. Splitting Stories to Simplify Dependencies

12. Coordinating the Work for a Story within the Same Iteration Iterations of work A TEAM TEAM B Iteration 1 Iteration 2 Iteration 3 Problems can now be resolved within the same iteration “Working software is the primary measure of progress.”

13. Agile Techniques Related to Growth • Daily team coordination, aka “Scrum of Scrums” • Regular multi-team retrospectives • Co-planning • Regular multi-team reviews • Small stories (Rule of thumb: 2 stories / dev / week) • Escalation tree • Coordinated cadences • Refactoring • Automation

14. Synch Points for Interdependent Teams Daily Leadership Escalation Meeting Within a given value stream PROGRAM PRODUCT Scrum, two week iterations TEAM TEAM TEAM BACKLOG BACKLOG BACKLOG Daily SoS Scrum, one week iterations Continuous VALUE STREAM MANAGERS Kanban All-team retro All-team review All-team review All-team retro

15. Iteration Based Portfolio and Program Management Iterations Teams Planned Work TEAM TEAM TEAM TEAM TEAM TEAM BACKLOG BACKLOG BACKLOG BACKLOG BACKLOG BACKLOG Funding and Priority Based Decision Making “Responding to change over following a plan”

16. Cycle Time Customer Requests Product Updates

17. A Cycle Time Based Measure of Agility Traditional A year or more Near Within a quarter Basic Within 4 weeks Intermediate Within 2 weeks Advanced Within 1 day Here, cycle time refers to the time it takes for a user request to get from the user into production. It must be along an official path, which means it must be documented and not part of any expedited or exception based process. Also, if work must be part of a funded project, then either there is an official way to add an important new item and the full time for that process must be included or the full time it takes to get a project funded must be included.

18. Measuring Agility (Primary Measures)

19. Start With a Single Team – Add-on as Needed “The best architectures, requirements, and designs emerge from self-organizing teams.” Grow TEAM TEAM TEAM TEAM TEAM TEAM TEAM TEAM Start Iterations of work • Added • Weekly co-planning • Co-iteration review • Coordinated cadence • Added • Value Stream Product Manager • Daily stand-up of stand-ups • Retro of retros

20. Your Agile Capabilities and Capacity • Additions: • Sr. Scrum Master or Agile Coach • Experienced Agile Product Manager • x-Functional Agile adoption team, run as an Agile team • Additions: • Appropriately staffed Scrum Master, Product Owner, manager, & coach mentorship and training program • x-Functional leadership team to handle multi-team impediments • Senior Tech Lead experienced in Agile coding and testing • Experienced Agile xFormation expert • Agilist UX expert • Devops expert • Experienced Scrum Master • Experienced Product Owner • Everyone on team formally trained • All managers connected to team formally trained • “Air cover” for the team and managers to learn “Give them the environment and support they need, and trust them to get the job done.”

21. Rinse, Repeat Increase capability, inspect, adapt Is our current Agile ecosystem stable? Add more people to Agile ecosystem if desired No Yes “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly”

22. Punkaj Jain punkaj@synerzip.com @JainPunkaj 510.509.8447 • 22

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