This document discusses scaling agile across large organizations. It introduces agile mindset, values, principles and practices. It also covers several frameworks for scaling agile such as Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), and Disciplined Agile Delivery (DAD). Adopting agile requires changes to organizational culture and giving autonomy and mastery to self-organizing teams. Scaling agile is not just about processes but transforming the mindset and empowering people.

1. Scaling Agile: Agile across the Enterprise
Darren Wilmshurst ACIB CITP MBCS
Simon Powers CSM, CSP, SAFe Program Consultant, LeSS Practitioner, DAD Green Belt

2. 2
Introduction: Darren Wilmshurst

3. 3
Introduction: Simon Powers
Austin Powers – No relation

4. 4
Stand-up
Your experience with Agility
1 = Very Little Experience/No Experience
2 = Some Experience
3 = Experienced
4 = Very Experienced
5 = Expert

5. 5
Why agile?
Source: https://www.startwithwhy.com/

6. 6
Where is you pain?

7. 7
Mindset
Values
Principles
Practices
Tools &
Processes
We use
JIRA
We do
stand-ups
We are
co-located
We do just enough
documentation
We work
together
What is agile?

8. 8
Mindset
Values
Principles
Practices
Tools &
Processes
Agile manifesto
Source: http://agilemanifesto.org

9. 9
12 Principles of the Agile Manifesto
1. Our highest priority is to satisfy the customer through early
and continuous delivery of business value.
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer's
competitive advantage.
3. Deliver business value frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily
throughout the project.
… Mindset
Values
Principles
Practices
Tools &
ProcessesSource: http://agilemanifesto.org

10. 10
12 Principles of the Agile Manifesto
…
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done.
6. The most efficient and effective method of conveying
information to and within a development team is face-to-face
conversation.
7. Business value is the primary measure of progress.
8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
…
Mindset
Values
Principles
Practices
Tools &
ProcessesSource: http://agilemanifesto.org

11. 11
12 Principles of the Agile Manifesto
…
9. Continuous attention to technical excellence and good design
enhances agility.
10. Simplicity--the art of maximizing the amount of work not
done--is essential.
11. The best architectures, requirements, and designs emerge
from self-organizing teams.
12. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behaviour accordingly.
Mindset
Values
Principles
Practices
Tools &
Processes

12. 12
Practices
Mindset
Values
Principles
Practices
Tools &
Processes

13. 13
Agile is not only scrum
Source: ht©2015 VersionOne, Inc. All rights reserved.
State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.

14. 14
Sprint
24
hours
Product Backlog
Anyone can contribute
Ordered by Product Owner
Sprint Backlog
Backlog tasks
expanded
by team
Potentially Shippable
Product Increment
Daily Scrum
Meeting
Scrum: workflow

15. 15
Development teamProduct owner
One person decides No dependencies
No special roles
1 month or less
Value
hypothesis Value*
9 people
or less
ScrumMaster
Owns the process
DEMON: Why is scrum hard?

16. 16
Predictability

17. 17© RADTAC 2014
Agile Anomaly
“W A T E R…S C R U M...F A L L”L

18. 18Michael Sahota, An Agile Adoption and Transformation Survival Guide © RADTAC 2014
Agile by Stealth

19. 19
Iceberg
Mindset
Values
Principles
Practices
Tools &
Processes

20. 20
The Agile Mind
If you want to adopt the
AGILE MIND
You must be prepared to change the mind you
have now
At scale – this is organisational culture

21. 21
Motivation

22. 22
Purpose. Why do you turn up to work?

23. 23
Anything is possible. You must have purpose

24. 24
Autonomy – self-organisation
Who is the manager?

25. 25
The role of management is to lead

26. 26
Mastery – Through community of practice

27. 27
Why do communities not last OR FAIL?
TOM DEMARCO - SLACK

28. 28Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill.
What’s your culture?

29. 29
47%
41% 9%
3%
Source: http://collectiveedgecoaching.com/2010/07/agile__culture/
Agile friendly culture

30. 30
Scaling Frameworks
Mindset
Values
Principles
Practices
Tools &
Processes
• Large Scale Scrum – Craig Larman and Bas Vodde
• Disciplined Agile Delivery – Scott Ambler and Mark Lines
• Scaled Agile Framework – Dean Leffingwell
• Organisational Structure - culture
• Transparency – empirical process
• Alignment across teams around purpose
• Continuous Improvement - mastery
• Self-organisation - autonomy
• Cadence for delivery
• Role definition
• Technical excellence - mastery

31. 31© RADTAC 2014
Scaled Agile Framework (SAFe)

32. 32
DevOps
UX
Systems
architect
Business
owners
Release
management
Systems
team
Product
management
AgilePM
(RTE)
Shared
SAFe defines many roles at a program level

33. 33
Large Scale Scrum (LeSS)

34. 34
Disciplined Agile Delivery (DAD)

35. 35
DAD - Goal Based

36. 36
Key notes
• Agile is not easy
• Agile is more than team based process
• Agile is more than process
• Agile changes the way you work
• Agile aligns the organisation around its purpose,
empowers staff to master excellence and gives
you the space to do your job.
• Agile is based upon human values
– Honesty, Trust, Courage, Respect, and Service
• Agile gives competitive advantage
• Agile is here to stay

37. 37
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Darren.Wilmshurst@radtac.co.uk Simon.Powers@radtac.co.uk