agenda AGILE AT SCALE

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1 Copyright Net Objectives, Inc. All Rights Reserved 1 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE VALUE STREAM 5. THE ROLES OF BUSINESS, MANAGEMENT, TEAMS 6. DIFFERENT APPROACHES 7. SCRUMBAN / KANBAN 8. SUMMATION & QUESTIONS agenda

2 Copyright Net Objectives, Inc. All Rights Reserved 2 Value Stream Impedance Resistance created by eco-system Impedance causes delays and waste bug fixing, thrashing during integration Caused by: Too much work Too many projects People not properly organized or being geographically distributed Not using test-first methods and test automation Long feedback cycles

3 Copyright Net Objectives, Inc. All Rights Reserved 3 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE VALUE STREAM 5. THE ROLES OF BUSINESS, MANAGEMENT, TEAMS 6. DIFFERENT APPROACHES 7. SCRUMBAN / KANBAN 8. SUMMATION & QUESTIONS agenda

4 Copyright Net Objectives, Inc. All Rights Reserved 4 Allocation of People Work on most important items Work in efficient manner Be fully utilized Requires high level view to allow for: Working on items in proper order Alignment of work Removing delays in workflow / feedback

5 Copyright Net Objectives, Inc. All Rights Reserved 5 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE VALUE STREAM 5. THE ROLES OF BUSINESS, MANAGEMENT, TEAMS 6. DIFFERENT APPROACHES 7. SCRUMBAN / KANBAN 8. SUMMATION & QUESTIONS agenda

6 Copyright Net Objectives, Inc. All Rights Reserved 6 Managing work across the value stream means If you can t see it, you can t manage it Maintain clear vision of where headed Be more strategic, less re-active Use pull system: planning doesn t work Predictability comes from stable systems

7 Copyright Net Objectives, Inc. All Rights Reserved 7 Delay (workflow & feedback) is the cause of most waste. What causes delay? Working on too many things Working on too large things Working on less valuable things Not working as a unit Teams not working effectively together

8 Copyright Net Objectives, Inc. All Rights Reserved 8 Kanban Alone is Insufficient Must Look at the Eco-System What work is entering the value stream What are the team structures What is the workflow Then implement a pull system Taiichi Ohno, Toyota Production System

9 Copyright Net Objectives, Inc. All Rights Reserved 9 Kanban/Scrum Boards Across the Enterprise Start with a board of potential business capabilities. Best to limit the number of things that can go on there so it can be considered that this is a Kanban board.

10 Kanban/Scrum Boards Across the Enterprise Create a release plan with MBIs. Copyright Net Objectives, Inc. All Rights Reserved 10

11 Copyright Net Objectives, Inc. All Rights Reserved 11 Kanban/Scrum Boards Across the Enterprise Break MBIs down into components and review the architectural issues of the release.

12 Kanban Board Team A Kanban/Scrum Boards Across the Enterprise Kanban Board Team B Scrum Board Team C Kanban Board Team D Put components on the backlogs of their associated teams. Requires cadence and synchronization. Copyright Net Objectives, Inc. All Rights Reserved 12

13 Copyright Net Objectives, Inc. All Rights Reserved 13 Kanban Board Team A Kanban/Scrum Boards Across the Enterprise Kanban Board Team B System Integration & QA Scrum Board Team C Kanban Board Team D Teams provide completed, tested components to system integration test and QA.

14 Kanban Board Team A Kanban/Scrum Boards Across the Enterprise Kanban Board Team B System Integration & QA Scrum Board Team C Kanban Board Team D Deployment and Ops Applications provided to deployment and operations. Copyright Net Objectives, Inc. All Rights Reserved 14

15 Copyright Net Objectives, Inc. All Rights Reserved 15 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE VALUE STREAM 5. THE ROLES OF BUSINESS, MANAGEMENT, TEAMS 6. DIFFERENT APPROACHES 7. SCRUMBAN / KANBAN 8. SUMMATION & QUESTIONS agenda

16 Copyright Net Objectives, Inc. All Rights Reserved 16 VALUE Business Lean Enterprise technical Team process Manage ment MAKE FLOW

17 Copyright Net Objectives, Inc. All Rights Reserved 17 technical Team process MAKE Incremental Delivery Creative Problem Solving Quality built in

18 Copyright Net Objectives, Inc. All Rights Reserved 18 VALUE Prioritization Progress Business Iterations Release Planning Work Management Business technical process

19 FLOW Value Stream Visualization Impediment Impact Workflow as Process ACCOUNTABILITY technica l Manage (limit) queues Visual controls Manage flow (process) Manage ment Copyright Net Objectives, Inc. All Rights Reserved 19

20 Copyright Net Objectives, Inc. All Rights Reserved 20 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE VALUE STREAM 5. THE ROLES OF BUSINESS, MANAGEMENT, TEAMS 6. DIFFERENT APPROACHES 7. SCRUMBAN / KANBAN 8. SUMMATION & QUESTIONS agenda

21 Copyright Net Objectives, Inc. All Rights Reserved 21 DIFFERENT APPROACHES 1. Pure Flow 2. Other approaches Load work in a coordinated fashion across teams Adjust eco-system with small changes A good approximation, but works everywhere thinking points

22 Copyright Net Objectives, Inc. All Rights Reserved 22 B U S I N E S S D I S C O V E R Y Input B U S I N E S S D E L I V E R Y T E A M P R O G R A M P O R T F O L I O Define Business capabilities Create MBIs Prioritize MBIs Create Features Assign to Team Backlogs V A L U E S T R E A M O W N E R, B U S I N E S S S P O N S O R, T E C H N O L O G Y S P O N S O R, S T A K E H O L D E R S

23 B U S I N E S S D I S C O V E R Y Business Priority B U S I N E S S D E L I V E R Y Copyright Net Objectives, Inc. All Rights Reserved 23 T E A M P R O G R A M P O R T F O L I O Define Business capabilities Create MBIs Prioritize MBIs Create Features Assign to Team Backlogs V A L U E S T R E A M O W N E R, B U S I N E S S S P O N S O R, T E C H N O L O G Y S P O N S O R, S T A K E H O L D E R S PRODUCT MANAGER BUSINESS PMO

24 B U S I N E S S D I S C O V E R Y Business Planning B U S I N E S S D E L I V E R Y Copyright Net Objectives, Inc. All Rights Reserved 24 T E A M P R O G R A M P O R T F O L I O Define Business capabilities Create MBIs Prioritize MBIs Create Features Assign to Team Backlogs PRODUCT MANAGER BUSINESS PMO ENTERPRISE ARCHITECT SYSTEM ARCHITECT

25 B U S I N E S S D I S C O V E R Y Business Staging B U S I N E S S D E L I V E R Y T E A M P R O G R A M P O R T F O L I O Define Business capabilities Create MBIs Prioritize MBIs Create Features Assign to Team Backlogs PRODUCT MANAGER ENTERPRISE ARCHITECT BUSINESS PMO RELEASE TRAIN ENGINEER SYSTEM ARCHITECT TEAM LEAD Copyright Net Objectives, Inc. All Rights Reserved 25

26 B U S I N E S S D I S C O V E R Y Ready to Pull B U S I N E S S D E L I V E R Y T E A M P R O G R A M P O R T F O L I O Define Business capabilities Create MBIs Prioritize MBIs Create Features Assign to Team Backlogs PRODUCT MANAGER ENTERPRISE ARCHITECT BUSINESS PMO RELEASE TRAIN ENGINEER SYSTEM ARCHITECT TEAM LEAD Copyright Net Objectives, Inc. All Rights Reserved 26

27 Copyright Net Objectives, Inc. All Rights Reserved 27 DIFFERENT APPROACHES 1. Pure Flow 2. Other approaches Use shared backlogs and adjust plan based on velocity SAFe Dynamic Feature Teams thinking points

28 Copyright Net Objectives, Inc. All Rights Reserved 28 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE VALUE STREAM 5. THE ROLES OF BUSINESS, MANAGEMENT, TEAMS 6. DIFFERENT APPROACHES 7. SCRUMBAN / KANBAN 8. SUMMATION & QUESTIONS agenda

29 Copyright Net Objectives, Inc. All Rights Reserved 29 Use a Lean-Mindset Both Scrum and Kanban should use: Test-First Methods Continuous Integration Scrum should add: WIP management Explicit policies Kanban should add: Attending to teams Cadence, Estimation and Velocity

30 Copyright Net Objectives, Inc. All Rights Reserved 30 The Lean-Agile Space SCRUM Cross functional team Framework supports discipline Small batches Self-organization KANBAN Everything Visible Explicit Workflow Manage WIP Improves flow within existing structure extreme Programming Test-Frist Unit TDD Paired Programming Continuous Integration

31 Copyright Net Objectives, Inc. All Rights Reserved 31 The Lean-Agile Space Small batches Self-organization Test-First Everything Visible Explicit Workflow Manage WIP Continuous Integration Lean-XP Unit TDD Paired Programming

32 Copyright Net Objectives, Inc. All Rights Reserved 32 AGILE AT SCALE 1. THE CHALLENGE HIERARCHY VS. WORKFLOW 2. VALUE STREAM IMPEDANCE 3. ALLOCATE PEOPLE TO MOST VALUABLE WORK 4. MANAGING FLOW ACROSS ENTIRE VALUE STREAM 5. THE ROLES OF BUSINESS, MANAGEMENT, TEAMS 6. DIFFERENT APPROACHES 7. SCRUMBAN / KANBAN 8. SUMMATION & QUESTIONS agenda

33 Copyright Net Objectives, Inc. All Rights Reserved 33 LEAN-AGILE SYSTEMS THINKING Improve the eco-system Use Kanban to manage the flow within it Always adjust to your situation Systems thinking Just in time Attend to quality

34 Q&A How does Kanban at scale help identify and solve scaling challenges compared to Scrum-of-Scrums or SAFe? What are your thoughts on moving from Scrum to Kanban? How does LeanKit support Kanban at scale?

35 How LeanKit Supports Lean & Kanban at Scale Portfolio Level Program Level Program Level Scrum Team Kanban Team Scrum Team Kanban Team

36 Scaling Agile with SAFe SAFe Portfolio Kanban Board

37 SAFe Program Backlog and Release Planning Board

38 SAFe Agile Release Train Board

39 Learning Resources Lean-Agile Framework Webinar, Nov 3 Contact for info Lean Systems Society Reactor Conference Sep 30-Oct 2, Nashville LeanKit Title Sponsor Net Objectives Resources: Kanban: SAFe: Acceptance Test-Driven Development: Scaling Agile with LeanKit s New SAFe Templates

40 Thank you!

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