Scaling Scrum: Enterprise Scrum Compared with Other Leading Scaling Approaches

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Scaling Scrum
Enterprise Scrum compared with other leading scaling approaches

I Love My Roomba
2

Scaled Agile Framework
3
scaledagileinstitute.com

4
Disciplined Agile
disciplinedagileconsortium.org

Large Scale Scrum
5
less.works

Scrum @ Scale
6
www.scruminc.com/scrum-scale-case-modularity/

7
Nexus
scrum.org

Enterprise Scrum
8
WIP (PCRI Cycle) DONE
Vision Business Owner and Stakeholders
C
O
A
C
H
Initial Value List
Business Owner, Stakeholders and
Team
enterprisescrum.com

What do they do with Product Ownership?
9
SAFe 4.5 Disciplined Agile LeSS
Scrum@Scale Nexus Enterprise Scrum
• Product Owners
• Business Owners and Product
Management
• Solution Management
• Epic Owners
• Product Owner team or
• Empowered Product Owners
• Chief Product Owner (at organisation,
“Meta Scrum”, level)
• Single Product Owner
• Chief Architecture Owner
• Chief Product Owner
• Portfolio Manager
• Product Manager
• Single Product Owner
• Area Product Owners (LeSS Huge)
• Single Business Owner role
• Can be a Business Owner team

What do they do with the Coach/Scrum Master?
10
• Scrum Master
• Release Train Engineer
• Solution Train Engineer
• ScrumMaster • Scrum Master
• Team Lead • Scrum Master
• Renamed Scrum Master as Coach
• Role not person

How else do they differ?
11
• Mandates
• the Release Train
• use of User Stories
• Program Increment Planning
• Kanban at portfolio level
• Meta Scrum for alignment of
organisational priorities
• Nexus Integration Team
• Tactical Agility at Scale
• within IT
• Strategic Agility at Scale
• whole enterprise
• Overall Product Backlog Refinement
• Overall Retrospectives
• Use of Canvases to visualise
information
• Value List instead of Product Backlog
• Parameterised and configurable
• Can be applied outside of software/
product development

Really Agile? Strengths Height or Width?
Not really
• Strong marketing package
• Doesn’t require real change in the business
Both
Agile-ish
• Roles for everyone
• Organisations maintain“strong”governance
Width
The real deal
• Strong for medium to massive scale product
development
• Forces organisational dysfunctions to be addressed
Width
The real deal
• Extension of core Scrum
• Created by Jeff Sutherland
Width
The real deal
• Created by Ken Schwaber
• Acknowledges difficulty in integration
Width
The real deal
• Delivers organisational transformation
• Hugely configurable
Both
Comparing the Scaling Approaches
12

Scaling with Enterprise Scrum
13

1 No Agility Business Units operating with Functional Departments with NO Agile
projects
2 Single Team Agile SW projects Business Units operating with Functional Departments and some Agile
projects
3 Single Team Agile SW projects with some Scaling Business Units operating with Functional Departments and some Agile
scaled and non-scaled projects
4 Agile SW Transformation Agile Software Transformation for Functional Departments
5 Digitisation with NO ASW Digitisation (external) with but for existing Functional Departments
6 Digitisation with ASW Digitisation (external) with Agile Software Development but for existing
Functional Departments
7 Agile Management for non-SW Agile Management of some areas without or without Agile Software
Development
8 Some Agile Management w BM Innovation Agile Management and/or Digitisation (external) of some areas but with
Business Model Innovation
9 Business Agility Full Business Agility transformation with Functional IT but including
Business Model Innovation, Agile Management, and Digitisation
10 True Business Agility Full autonomous BU Business Agility with no functional areas
Business Agility Evolution Stages
14

Height vs Width in Scaling
15
Business Agility
Agile Management
Digitisation
Multiple Teams
Individual Teams
Single Products
Whole Organisation
IncreasedCompetitiveAdvantage

Structural Patterns
16
Centralised Coach and Business Owner Centralised Business Owner Key
Virtual Team and Virtual Business Owner Chameleon
Business Owner
Coach
Team
Virtual Role
composed of
Roles
Real Business
Owner
C
C
C C C
O
O O
T T T T T T
C
C C C
C
C C CO
O
O O
O
O O O
T T T T T T
T

Centralisation There is a central Business Owner specifying and checking requirements
Delegation
The teams are coordinated by a Chief Business Owner, and a Chief Scrum Master in a hierarchical
delegation mode. At the Initial Value List and and at each PCRI Cycle, there are V-like meetings
for Planning, Review, and Improve and then the work is“delegated to the lower teams”.
Collaboration
The work is done by the teams’Business Owner making collaborative agreements with other
teams. No one is a Chief!
Subsumption
Works like collaboration, but in addition, the Business Owners are part of a diﬀerent
subsumption level Enterprise Scrum Team. For example, all product and services teams for a
Customer Segment, or a Business Unit, are part of the portfolio-level Scrum.
Collaboration Modes
17

– Mike Beedle, Berlin 2017
If you don’t understand
subsumption, you don’t
understand Scrum
18

In 1990 Professor Rodney Brooks launched the
company now known as iRobot in space leased from
Scrum inventor, Jeﬀ Sutherland
19

His robots are based on the subsumption architecture
… using simple rules to produce highly intelligent
behaviour from complex adaptive systems
20

Subsumption Architecture in Action
21

– Dee Hock, Founder of VISA
“Simple, clear purpose and principles give rise to complex and
intelligent behavior. Complex rules and regulations give rise to simple
and stupid behavior.”
22

CEC
®
Agile Centre LLP is based in London and Berlin with clients throughout Europe.
We have in-depth experience helping organisations transition to Agile and
have taken a leading role in some of the largest and most successful Agile
adoptions across Europe. Every client is unique but there is a common factor –
our mission is to help you to develop your own Agile capability.
We understand that people are all at diﬀerent stages of their Agile journey and
this requires diﬀerent approaches. We are passionate about unlocking the
potential of your people.
Our trainers and coaches use a combination of education, consulting and
coaching depending on the circumstances.
23

Simon is a coach and trainer with
substantial experience leading and
supporting some of the most successful
large-scale enterprise Agile adoptions in
Europe.
John McFadyen is a business and
executive Agile coach with proven
experience in coaching senior managers
and executives at some of the world's
largest organisations.
Who we are
24
Partners with Agile Centre LLP
John McFadyen
Certified Enterprise Coach®
Qualifications
• Scrum Alliance Certified Enterprise Coach®
• Certified Enterprise Scrum Trainer®
• Radical Management Professional
• C-IQ Enhanced Skills Coach
Simon Roberts MBA
Certified Scrum Trainer®
Qualifications
• MBA with specialisation in creativity, innovation and
change
• Scrum Alliance Certified Scrum Trainer®
• Radical Management Trainer

Thank you
Simon Roberts
simon.roberts@agilecentre.com
+44 (0) 7426 967823
@srob
John McFadyen
john.mcfadyen@agilecentre.com
+44 (0) 7958 673 277
@johnmcfadyen
25

Scaling Scrum: Enterprise Scrum Compared with Other Leading Scaling Approaches

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