Acnl2015 tom heisterkamp-scaling agile methods
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The document outlines the efforts of a workgroup focused on scaling agile practices, detailing their objectives and progress in creating a matrix comparing various agile methods against the twelve principles of the agile manifesto. It highlights the community's aim for reflection and improvement while introducing a structure for future sprints to evaluate methods. The document also defines key factors necessary for effective agile scaling, emphasizing collaboration, continuous delivery, and coordination among teams.
Acnl2015 tom heisterkamp-scaling agile methods
- 1. Workgroup Scaling Agile Agile Consortium NL Subgroup SAM: Arno Korpershoek (Listen2Change) Robert van Berkum (KLM) Tom Heisterkamp (Belastingdienst)
- 2. Subgroup Scaling Agile Methods (SAM)
- 3. What have we done so far? • Target: “Create an overview on how methods deal with the Agile Manifesto principles, related to scaling”. • Quick scan for Agile scaling methods in the market • First draft in Gdocs of a matrix with • 12 agile principles (rows), 6 methods (columns) • for 12 principles and 3 methods (Spotify, SAFe, LeSS) we filled the matrix with match/no match comments • Land of Confusion: ASK, Methods keep breeding quickly • Feedback from the rest of the Scaling Agile community • Retrospective subgroup SAM (where do we stand, our ambition: smarter, smaller, quicker steps) • Decided on the Next Step.
- 4. Agile Scaling Knowledgebase ™ (ASK) Public v5.0 Aspects / Criteria Scrum-of-Scrums (SoS) PO meta-scrum Large Scale Scrum (LeSS) Larman/Vodde Scaled Agile Framework (SAFe) Leffingwell Discipled Agile Delivery (DAD) + Agility at Scale Ambler/Lines Spotify "model" (Tribes, Squads, Chapters & Guilds) Kniberg DSDM Drive Strategy Deliver More Recipes for Agile Governance (RAGE) Scrum at Scale Sutherland/Brown Description Simply using this Scrum mechanism at multiple levels as needed to scale Larman / Vodde model as documented in "Scaling Lean & Agile Development" The method documented by Dean Leffingwell and Scaled Agile, Inc. Scott Ambler model documented in the book "Disciplined Agile Delivery" The method used at Spotify, featuring Squads, Tribes, Chapters & Guilds. DSDM is a robust Agile project management and delivery framework that delivers the right solution at the right time Traditional-agile hybrid of portfolio-project planning Scrum Inc.’s modular framework for scaling Scrum Web Link http://guide.agilealliance.org/guid e/scrumofscrums.html http://less.works/ http://scaledagileframework.com / http://disciplinedagiledelivery.co m/ scaling-agile-spotify-11.pdf http://www.dsdm.org/ http://www.cprime.com/tag/agi le-governance http://www.scruminc.com/ Completeness of coverage of "levels", including: Low Medium High High Medium High High Medium Portfolio Low Medium* Medium Medium Low High Medium Medium Program Structure Low Medium* High High Low High Low Medium Inter-team Coordination Medium High High High High High Medium Medium Team Level Medium Medium High High High Medium Medium Medium Tech Practices Low Medium Medium High Medium Medium Medium Medium Popularity / Adoption (new/growing (low) vs. established/leader (high) High Medium High Low Low Low Low Low Flexibility / Emergence: Prescriptive (low) vs. emergent (high)? High High Low Medium High Medium High Medium Typical Cost to Implement Low Low High Medium Low Medium Low* Availability of Details & Support Low Medium High Medium Low Medium Medium Low http://www.agilescaling.org/ask-matrix.html
- 5. Next step • Refactoring • Longlist 20 scaling characteristics and 10 methods • Based on our work ask the community to help prioritize the list and shorten it to 10 by 5 • Then do 5 sprints with method 1…5 and for each method fill out 10 characteristics with match/no match comments • For each sprint a review possibility (community) and a retrospective (subgroup) • DoD: 1. internal review workgroup; 2. review scaling Agile workgroup; 3. public review Agile consortium; 4. Done .
- 6. How should it look? Method1 Method2 Method3 Method4 Method5 Method6 Method7 Method8 Method9 Method10 Characteristic 1 Characteristic 2 Characteristic 3 Characteristic 4 Characteristic 5 Characteristic 6 Characteristic 7 Characteristic 8 Characteristic 9 Characteristic 10 Characteristic 11 Characteristic 12 Characteristic 13 Characteristic 14 Characteristic 15 Characteristic 16 Characteristic 17 Characteristic 18 Characteristic 19 Characteristic 20
- 7. Google+
- 8. First: Factors and definition Definition 1 Alignment between teams The ability to achieve common goals with multiple teams. Teams are cross-functional and are able to deliver all the way to production. 2 Software Architecture Software architecture is the high level structure of a software system, the discipline of creating such structures, and the documentation of these structures 3 Culture Shared patterns of behaviors, believes and interactions within a group of people or organization. 4 Collaboration The cooperative behaviour of teams and team members in order to realise a common valuable result. 5 Geographical distribution The location(s) where teams and/or team members work together. Geographical distribution ranges from "co-located" up to "far-located" 6 Continuous delivery An engineering apporoach in which teams keep producing software in short cycles and ensure that the software can be reliably released into production at 7 Continuous improvement Incremental improvement of products, processes, or services over time, to reduce waste and to improve workplace functionality, customer service and pro 8 Coordination of features The activities needed to slice, analyse, divide, build, test and integrate components to deliver a feature. 9 Product owner coordination The coordination of backlog prioritization and release planning of different products to deliver business value the best way 10 Number of teams The number of scrum teams working together in an agile organization. 11 Automation The use of various control systems for operating equipment such as machinery, processes and other applications with minimal or reduced human interven 12 Communication With communication we mean interpersonal communication. 13 Customer collaboration The way an organization interacts with its (internal and/or external) customers to improve its business, products and services. 14 Fast Feedback Inspect and adapt on process or product on short notice. Examples of feedback are pair programming, daily stand-ups, sprint demo sessions. 15 Integration Integration is the process of combining components to act as a coordinated whole, where the coordinated whole delivers (more) business value. 16 Leadership A process of social influence in which a person inspire the aid and support of others in the accomplishment of a common task. 17 Prioritizing The process of ranking work. 18 Flow to Ready (reqs, epics, user stories) The work to make Product Backlog Items meet the Definition of Ready 19 Organizational complexity The way (parts of) an organisation interacts, including primary process execution, decision making and management practices to reach common goals. 20 Dealing with non-agile environment The ability to interact between agile and non-agile teams and departments/organizations for achieving common goals.