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neil_killickNeil Killick, 2018, All Rights Reserved
And why you
don’t need them
Why scaled agile
frameworks exist
* or “agile
transitions”
neil_killickNeil Killick, 2018, All Rights Reserved
What are “scaled
agile frameworks”?
neil_killickNeil Killick, 2018, All Rights Reserved
Frameworks which enable the principles and
practices of Agile Software Development
across multiple teams and/or products,
programs, projects and technologies
— i.e. frameworks to enable Agile “at scale”
neil_killick
SAFe (Scaled Agile Framework)
Neil Killick, 2018, All Rights Reserved
LeSS (Large Scale Scrum) neil_killickNeil Killick, 2018, All Rights Reserved
neil_killick
Nexus
Neil Killick, 2018, All Rights Reserved
neil_killick
Disciplined Agile Delivery
Neil Killick, 2018, All Rights Reserved
Scrum of Scrums neil_killickNeil Killick, 2018, All Rights Reserved
neil_killick
Why do they exist?
Neil Killick, 2018, All Rights Reserved
neil_killick
They address three broad scenarios:
1. Business has one agile team, wants more

2. Business has many non-agile teams, wants “Agile”

3. Business has many agile teams, wants better results
Neil Killick, 2018, All Rights Reserved
Scenario 1
1 product (pipeline)

1 Agile team
Simple prioritisation, process,
autonomy, technology stack,
team performance/capacity
$$$$
$$$
$$$
$$$
$$
$
$
$ neil_killick
Agile
team
Business
Feature ideas
Customer
Neil Killick, 2018, All Rights Reserved
neil_killick
OK, now let’s
SCALE!
Neil Killick, 2018, All Rights Reserved
1 product (pipeline)

2 Agile teams

Much complexity added
• Technical/product quality (tests, UX,
security, performance, etc.)
• Team performance/capacity/shared
specialists
• Process (and improvement) decisions
• How do we measure progress?
• Prioritisation - who works on what?
• Autonomy/dependencies
• Technology stack(s) - who cares for
API’s/components?
$$$$
$$$
$$$
$$$
$$
$
$
$
neil_killick
Agile
team 1
Business
Feature ideas
Customer
Agile
team 2
Neil Killick, 2018, All Rights Reserved
neil_killick
Strategic
project idea 3
$$$$$$$
Strategic
project idea 1
$$$$$$$
Strategic
project idea 2
$$$$$$$
Portfolio/PMO
Strategic
project idea 4
$$$$$$$
$$$$
$$$
$$$
$$$
$$
$
$
$
Agile
team 1Business
Feature ideas
Customer 1
Agile
team 2
Customer 2
$$$$
$$$
$$$
$$$
$$
$
$
Feature ideas
Agile
team 3
Agile
team 4
Neil Killick, 2018, All Rights Reserved
neil_killick
Why you don’t
need them
Neil Killick, 2018, All Rights Reserved
neil_killick
1
You can experiment
with good ideas from
any framework
Neil Killick, 2018, All Rights Reserved
neil_killick
“We are uncovering better ways of
developing software by doing it and
helping others do it.”
Neil Killick, 2018, All Rights Reserved
neil_killick
2
You don’t need to solve
all problems Agile
addresses in one go
Neil Killick, 2018, All Rights Reserved
Why might businesses want Agile?
Beat competitors to market (reduce risk of disruption and/or
losing first mover advantage)
Build right thing (reduce risk of over-investment in software which is
not being used or realising value)
Build thing right (reduce risk of gaining a poor reputation for
quality of product, and of spending time/$$ on failure demand and
technical debt)
Happier customers (reduce risk of losing customers, or gaining a
poor reputation for quality of service)
neil_killickNeil Killick, 2018, All Rights Reserved
Why might businesses want Agile?
Tax benefits (increased potential for earlier and more frequent
capitalisation of released software as an asset)

Early revenue/cost reduction benefits/ROI

Operational efficiency (aka “get more done faster”; higher
capacity, throughput and revenue per worker)

Happier shareholders (more products and features = more return)

Happier workers (reduce risk of attrition)
neil_killickNeil Killick, 2018, All Rights Reserved
Example - “We want Agile because we
want to beat our competitors to market”
OK
What currently stops you from
beating competitors to market?
neil_killickNeil Killick, 2018, All Rights Reserved
Projects take at least 6 months, usually longer - we
don’t identify MVP’s or MMF’s - we define all scope
up front, then add to it as we discover more
Deploying is hard, takes time and can only be done
by one person, so we don’t do it often
We have lots of approval steps to release anything
to production, so we don’t do it often
Releasing is coupled with deploying - we can’t hide
unfinished features, so have to finish everything
neil_killickNeil Killick, 2018, All Rights Reserved
neil_killickImage credit: http://agadaenergyhealing.com/wp-content/
uploads/2017/02/focus2.jpegNeil Killick, 2018, All Rights Reserved
neil_killick
3
They are based on
established
enablers for agility
Neil Killick, 2018, All Rights Reserved
neil_killick
• Customer-focus — in how we decide and describe what we
build, and execute

• Autonomous, self-organising “feature” teams — e2e delivery

• Limit WIP, small batches — focus, deliver continuous value

• Transparency — visualise work, create shared definitions,
understanding

• Continuous feedback and improvement — experiment, learn,
remove wasteful steps to value creation, get better
Neil Killick, 2018, All Rights Reserved
neil_killick
What does “Agile
at scale” look like?
Neil Killick, 2018, All Rights Reserved
Image credit: Henrik Kniberg
neil_killickNeil Killick, 2018, All Rights Reserved
Neil Killick, 2018, All Rights Reserved Image credit: Henrik Kniberg
neil_killick
neil_killickNeil Killick, 2018, All Rights Reserved
Thank you!
Any questions?
neil_killickNeil Killick, 2018, All Rights Reserved

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Why scaled agile frameworks exist and why you don't need them - LAST Conference

  • 1. neil_killickNeil Killick, 2018, All Rights Reserved And why you don’t need them Why scaled agile frameworks exist * or “agile transitions”
  • 2. neil_killickNeil Killick, 2018, All Rights Reserved What are “scaled agile frameworks”?
  • 3. neil_killickNeil Killick, 2018, All Rights Reserved Frameworks which enable the principles and practices of Agile Software Development across multiple teams and/or products, programs, projects and technologies — i.e. frameworks to enable Agile “at scale”
  • 4. neil_killick SAFe (Scaled Agile Framework) Neil Killick, 2018, All Rights Reserved
  • 5. LeSS (Large Scale Scrum) neil_killickNeil Killick, 2018, All Rights Reserved
  • 7. neil_killick Disciplined Agile Delivery Neil Killick, 2018, All Rights Reserved
  • 8. Scrum of Scrums neil_killickNeil Killick, 2018, All Rights Reserved
  • 9. neil_killick Why do they exist? Neil Killick, 2018, All Rights Reserved
  • 10. neil_killick They address three broad scenarios: 1. Business has one agile team, wants more
 2. Business has many non-agile teams, wants “Agile”
 3. Business has many agile teams, wants better results Neil Killick, 2018, All Rights Reserved
  • 11. Scenario 1 1 product (pipeline)
 1 Agile team Simple prioritisation, process, autonomy, technology stack, team performance/capacity $$$$ $$$ $$$ $$$ $$ $ $ $ neil_killick Agile team Business Feature ideas Customer Neil Killick, 2018, All Rights Reserved
  • 12. neil_killick OK, now let’s SCALE! Neil Killick, 2018, All Rights Reserved
  • 13. 1 product (pipeline)
 2 Agile teams
 Much complexity added • Technical/product quality (tests, UX, security, performance, etc.) • Team performance/capacity/shared specialists • Process (and improvement) decisions • How do we measure progress? • Prioritisation - who works on what? • Autonomy/dependencies • Technology stack(s) - who cares for API’s/components? $$$$ $$$ $$$ $$$ $$ $ $ $ neil_killick Agile team 1 Business Feature ideas Customer Agile team 2 Neil Killick, 2018, All Rights Reserved
  • 14. neil_killick Strategic project idea 3 $$$$$$$ Strategic project idea 1 $$$$$$$ Strategic project idea 2 $$$$$$$ Portfolio/PMO Strategic project idea 4 $$$$$$$ $$$$ $$$ $$$ $$$ $$ $ $ $ Agile team 1Business Feature ideas Customer 1 Agile team 2 Customer 2 $$$$ $$$ $$$ $$$ $$ $ $ Feature ideas Agile team 3 Agile team 4 Neil Killick, 2018, All Rights Reserved
  • 15. neil_killick Why you don’t need them Neil Killick, 2018, All Rights Reserved
  • 16. neil_killick 1 You can experiment with good ideas from any framework Neil Killick, 2018, All Rights Reserved
  • 17. neil_killick “We are uncovering better ways of developing software by doing it and helping others do it.” Neil Killick, 2018, All Rights Reserved
  • 18. neil_killick 2 You don’t need to solve all problems Agile addresses in one go Neil Killick, 2018, All Rights Reserved
  • 19. Why might businesses want Agile? Beat competitors to market (reduce risk of disruption and/or losing first mover advantage) Build right thing (reduce risk of over-investment in software which is not being used or realising value) Build thing right (reduce risk of gaining a poor reputation for quality of product, and of spending time/$$ on failure demand and technical debt) Happier customers (reduce risk of losing customers, or gaining a poor reputation for quality of service) neil_killickNeil Killick, 2018, All Rights Reserved
  • 20. Why might businesses want Agile? Tax benefits (increased potential for earlier and more frequent capitalisation of released software as an asset)
 Early revenue/cost reduction benefits/ROI
 Operational efficiency (aka “get more done faster”; higher capacity, throughput and revenue per worker)
 Happier shareholders (more products and features = more return)
 Happier workers (reduce risk of attrition) neil_killickNeil Killick, 2018, All Rights Reserved
  • 21. Example - “We want Agile because we want to beat our competitors to market” OK What currently stops you from beating competitors to market? neil_killickNeil Killick, 2018, All Rights Reserved
  • 22. Projects take at least 6 months, usually longer - we don’t identify MVP’s or MMF’s - we define all scope up front, then add to it as we discover more Deploying is hard, takes time and can only be done by one person, so we don’t do it often We have lots of approval steps to release anything to production, so we don’t do it often Releasing is coupled with deploying - we can’t hide unfinished features, so have to finish everything neil_killickNeil Killick, 2018, All Rights Reserved
  • 24. neil_killick 3 They are based on established enablers for agility Neil Killick, 2018, All Rights Reserved
  • 25. neil_killick • Customer-focus — in how we decide and describe what we build, and execute
 • Autonomous, self-organising “feature” teams — e2e delivery
 • Limit WIP, small batches — focus, deliver continuous value
 • Transparency — visualise work, create shared definitions, understanding
 • Continuous feedback and improvement — experiment, learn, remove wasteful steps to value creation, get better Neil Killick, 2018, All Rights Reserved
  • 26. neil_killick What does “Agile at scale” look like? Neil Killick, 2018, All Rights Reserved
  • 27. Image credit: Henrik Kniberg neil_killickNeil Killick, 2018, All Rights Reserved
  • 28. Neil Killick, 2018, All Rights Reserved Image credit: Henrik Kniberg neil_killick
  • 29. neil_killickNeil Killick, 2018, All Rights Reserved
  • 30. Thank you! Any questions? neil_killickNeil Killick, 2018, All Rights Reserved