ScaleAgility
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The document outlines the ScaleAgility initiative, established in 2020, which focuses on creating actionable principles for scaling agile frameworks in organizations. It emphasizes non-prescriptive guidelines that allow for adaptability and recognizes the complexities of organizational structures while promoting evolutionary and incremental changes. The framework aims to enhance collaboration among teams and improve their ability to respond to customer needs through clear definitions of roles, products, and value streams.
![Mapping Context: Teams
Identify your teams;
internal, or external
Provide a name of the team
or description of the work
they currently do
Team
Team Name / Description
Team [External]
Team Name / Description
© S c a l e A g i l i t y 2 0 2 3](https://image.slidesharecdn.com/scaleagilityaceslides-230622104011-105e93b5/85/ScaleAgility-38-320.jpg)
ScaleAgility
- 1. ScaleAgility Actionable Principles for Scaling © S c a l e A g i l i t y 2 0 2 3 Agile Coaching Exchange June 21st 2023 Colin Bird: colin.bird@ripple-rock.com
- 2. ScaleAgility • Started in October 2020 as an Open Space session at a Scrum Alliance “Guides” retreat • 5 of us have been meeting regularly to share and document our experiences (good and bad) with scaling agility • We’ve been frustrated with the dogmatism of some of the frameworks and are keen to discover and document underlying principles for scaling agile • Focus is on actionable principles for better scaling © S c a l e A g i l i t y 2 0 2 3 Jan B. Olsen (Denmark) Matt Roadnight (UK) Colin Bird (UK) Simon Roberts (Scotland) Pierluigi Pugliese (Germany)
- 3. ScaleAgility: Elevator Pitch “For people who lead and support organisations or are responsible for complex products or services, who want to enhance the capability of their organisation or part of their organisation to respond to changing customer needs, and require multiple collaborating teams to do so, ScaleAgility provides a set of principles for sustainable scaling with options and examples. Unlike other scaling approaches, these guidelines are non-prescriptive and recognise that there is value in elements of many of them.” © S c a l e A g i l i t y 2 0 2 3
- 5. Additive versus Transformative Organisations tend to overlay frameworks on their existing structure and are very resistant to changing the way they work and organise. © S c a l e A g i l i t y 2 0 2 3
- 6. More Prescriptive Less Prescriptive Framework Applicability Scale Framework Challenges Applicability of a framework ➢ The more comprehensive a framework is, the less likely it will suit your scale situation Adoption of a framework ➢ Transactional transformation from current to future state is high risk Principles Rules Context Specific Widely Applicable Emergent Practice Follow Rules Bias for Action Passive Empowered Disempowered Thinking Required Thinking Discouraged © S c a l e A g i l i t y 2 0 2 3
- 7. Categorising Scaling Approaches Categorising Agile Scale Models “Scaled Scrum” • Nexus • Scrum@Scale • LeSS – Large Scale Scrum © S c a l e A g i l i t y 2 0 2 3 Emergent • Build Your Own • E.g. Spotify creating their own model Agile + Other • SAFe - Scaled Agile Framework • DAD - Disciplined Agile Delivery • FAST
- 8. Relative Applicability © S c a l e A g i l i t y 2 0 2 3 Kanban Scrum Scaled Scrum SAFe RUP ScaleAgility
- 10. ScaleAgility Principles Patterns Tools © S c a l e A g i l i t y 2 0 2 3 Incremental Evolutionary Change Process • Terminology and conceptual ideas from multiple “Perspectives” • Change, Leadership, Products, Teams, Craft, Flow, People Operations • Principles are “actionable”. • Navigate from where you are today to an effective scaled agile system. • Options to fit different contexts. • Approach to starting a conversation and continually evolving change • Meet the organisation where it is today • Notation and workshop for mapping a context • Identifying, capturing and assessing experiments for change • Other tools are available, e.g. Value Stream Mapping Perspectives • Patterns and Practices as reference and examples drawn from the thousands already published
- 12. Towards an end-to-end organisation Technical Excellence, Coordination Structures and Learning Culture enable high-performing, product-focused Teams The Definition of Product identifies and enables the structural changes needed in the organisation Leadership provide Clarity of Purpose, support improvement to the working environment, engage, empower and grow people. Iterate! Enables Towards: End-to-end Organisation Towards: End-to-end Teams Teams Coordination and Learning Craft Towards: End-to-end Product Towards: End-to-end Product Ownership Enables
- 13. ScaleAgility: Product Definition As a concept, “Product” doesn’t always travel well ● Functions such as HR, Finance, Procurement We define Product as: ● Actual goods or services providing value to customers and businesses. ● Generates an outcome manifesting an observable impact. A Product is generated through a Value Stream © S c a l e A g i l i t y 2 0 2 3
- 14. ScaleAgility: Value Stream Definition A stream of activities spanning from idea or request through to customer service provision that generates value for the customers and stakeholders. The Value Stream may include these or more aspects, where relevant: Vision Business Strategy Operations Extensibility Maintainability Regulatory Compliance Security Commercial Etc … Value Stream © S c a l e A g i l i t y 2 0 2 3
- 15. Composite Value Stream •A Value Stream that is constructed from multiple value streams that each have independently realisable value. •Because of the complexities of the organisation, it could be that parts of a composite value stream deliver internally to other value streams rather than to an external customer. •Ideally this should be avoided, and value streams should deliver to external customers; however, there might be good reasons to organise this way. © S c a l e A g i l i t y 2 0 2 3
- 16. VW Composite Value Stream MQB Platform Audi A3 Seat Leon VW Golf © S c a l e A g i l i t y 2 0 2 3
- 17. Composite Value Stream Engine Value Stream Model Variant Value Stream © S c a l e A g i l i t y 2 0 2 3
- 19. ScaleAgility: Principle Categories Scaling Principles General Principles Teams Product Product Ownership Craft Shared Services Cross-team Collaboration Funding & Budgeting Communities People Leadership © S c a l e A g i l i t y 2 0 2 3
- 20. ScaleAgility - Principles Categories General Overarching principles for scaling agility at an organisational or programme level. Teams How teams should be organised from a structural perspective in a scaled environment. Leadership Guidance on how leaders at all levels can support a scaled agile system of work. Product Guidance on defining and evolving the value streams that contribute to the products that an organisation creates. Product Ownership How to organise product ownership, taking into account the complexity of real world organisations. © S c a l e A g i l i t y 2 0 2 3
- 21. ScaleAgility: General Principles •Evolutionary over revolutionary change •Scale only when you need to •Start small and scale success •Organise around value streams •Minimise unnecessary complexity •Limit Work In Progress •Management supports rather than drives the work •Optimise the system of work for the majority of cases rather than the exceptions •Shared context improves decisions © S c a l e A g i l i t y 2 0 2 3
- 22. © S c a l e A g i l i t y 2 0 2 3
- 23. Tensions Between Principles •Implementation requires finding the right balance between contending principles. For example: • Limit Product Owner Mental Workload • (implies more product owners). • Minimum Viable Product Owners • (implies fewer product owners). © S c a l e A g i l i t y 2 0 2 3
- 24. Compromised or Optimised? Product Owner Principles (Example) •Using the principles to assess the current Product Owner model. •Easy to see areas of relative weakness and opportunities to evolve. •Some principles are in contention. •Some principles support. © S c a l e A g i l i t y 2 0 2 3
- 26. Integration & System Test Scale Scenario PO PO PO PO PO PO Architect Architect Review Board Security Governance DoD DoD DoD DoD DoD Main Value Stream © S c a l e A g i l i t y 2 0 2 3 Business Analysts UX
- 27. Product Principles © S c a l e A g i l i t y 2 0 2 3 Structure Around Business Synergies Where a Composite Value Stream is too large to be supported by a single PO, use Business perspectives to inform splitting by independent and valuable subsets of the Value Stream.
- 28. Product Principles © S c a l e A g i l i t y 2 0 2 3 Structure Around Natural Interfaces Where a Composite Value Stream is too large to be supported by a single PO, consider breaking it across natural interfaces, i.e. where there is a low technological coupling.
- 29. Product Owner Principles © S c a l e A g i l i t y 2 0 2 3 Output is only relevant in that it delivers outcomes and impacts • Reward & recognise outcomes • Avoid unvalidatable output • Avoid waste of over-production
- 30. Team Principles © S c a l e A g i l i t y 2 0 2 3 Favour Teams with broader Solution Accountability • Lifecycle accountability: Across discovery, innovation, delivery, operations, … • Architecturally: Teams should understand the whole context of what they are working on: act locally, but think globally
- 31. Craft Principles © S c a l e A g i l i t y 2 0 2 3 Use the Definition of Done as an enabling constraint Where multiple teams have a collective responsibility to increment a Product Increment, they should work within a shared Definition of Done to improve transparency, inter-team collaboration, sustained quality and predictability.
- 32. An Agile Approach to Change!
- 33. Change is Complex EXAPTIVE practices GOOD practices NOVEL practices BEST practices SENSE RESPOND SENSE ANALYSE RESPOND ACT SENSE RESPOND SENSE CATEGORISE RESPOND Confused Organisations and Systems of Work are inherently Complex https://thecynefin.co/about-us/about-cynefin-framework/ PROBE Required Approach ➢Emergent Practices evolving through incremental improvements and learning, starting from the current context © S c a l e A g i l i t y 2 0 2 3
- 34. Scaling Journey Guided by Scale Principles 1. Start small with a focus on learning 2. Scale as, and only if, required 3. Improve via an evolutionary and incremental change process Learn & Improve Learn & Improve © S c a l e A g i l i t y 2 0 2 3 Start Small Scale Success (if required!) Evolutionary Change
- 35. Principle-Directed Evolutionary Improvement Experiment Apply Principles to Identify Change Candidates • Collaborative change with those involved and/or impacted. • Use your context mapping to continually identify. opportunities for change. • Prioritise options and run experiments over time. Let’s Improve! Incremental Evolutionary Change Process © S c a l e A g i l i t y 2 0 2 3 Understand Current Context Prioritise Identify Options Identify Improvement Directions Apply Learnings Propose Hypothesis Inspect & Learn Introduce & Support
- 36. Giving Change a Chance Reduce Size of Change Prompt/Trigger Increase Ability Maximise Motivation Frame as Experiment Fear of Change Size of Change Risk of Change Ingrained Habits Difficulty of Change Current Behaviour or Process Change Opportunity Future Behaviour or Process Change © S c a l e A g i l i t y 2 0 2 3
- 38. Mapping Context: Teams Identify your teams; internal, or external Provide a name of the team or description of the work they currently do Team Team Name / Description Team [External] Team Name / Description © S c a l e A g i l i t y 2 0 2 3
- 39. Mapping Context: Output Add any work that they do and their output. Output System Tested Windows unintegrated code Description Work Work primarily with business stakeholders to create design artifacts Description Team Windows Desktop Team Name / Description Team Visual Design Team Name / Description Document Output User Journey flows, UX Style Guide, Wireframes, Screen designs Description Work Windows app code changes and system testing Description © S c a l e A g i l i t y 2 0 2 3
- 40. Mapping Context: Product and Owners Add in “deliverable products” – realisable value to consumers Deliverable Product Fully tested and accepted with documentation, release notes and communication plan Description If you have them, add in Product Owners © S c a l e A g i l i t y 2 0 2 3
- 41. Mapping Context: Workflow Map the flow of work across and between teams, upstream and downstream © S c a l e A g i l i t y 2 0 2 3
- 42. Mapping Context: Stakeholders Add in any specific internal stakeholder input e.g. Business areas, compliance, legal, risk, security, data protection, operations. Map in any work from or to them Add in any specific input from outside your organisation : Regulatory body, consumer, delivery partner Map in any work from or to them © S c a l e A g i l i t y 2 0 2 3
- 43. Mapping Your Context: Stakeholders © S c a l e A g i l i t y 2 0 2 3
- 44. Principles Guide Improvement Options Using the principles to identify improvement areas and options for change © S c a l e A g i l i t y 2 0 2 3
- 45. Mapping a Context: In-Person •Annotating the value stream to show where there are conflicts with the principles © S c a l e A g i l i t y 2 0 2 3
- 46. Q&A & Wrap!