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”
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
$$$$
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$$$
$$$
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$
$
$ neil_killick
Agile
team
Business
Feature ideas
Customer
Neil Killick, 2018, All Rights Reserved
13. 1 product (pipeline)
2 Agile teams
Much complexity added
• Technical/product quality (tests, UX,
security, performance, etc.)
• Team performance/capacity/shared
specialists
• Process (and improvement) decisions
• How do we measure progress?
• Prioritisation - who works on what?
• Autonomy/dependencies
• Technology stack(s) - who cares for
API’s/components?
$$$$
$$$
$$$
$$$
$$
$
$
$
neil_killick
Agile
team 1
Business
Feature ideas
Customer
Agile
team 2
Neil Killick, 2018, All Rights Reserved
14. neil_killick
Strategic
project idea 3
$$$$$$$
Strategic
project idea 1
$$$$$$$
Strategic
project idea 2
$$$$$$$
Portfolio/PMO
Strategic
project idea 4
$$$$$$$
$$$$
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$$$
$$$
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$
$
$
Agile
team 1Business
Feature ideas
Customer 1
Agile
team 2
Customer 2
$$$$
$$$
$$$
$$$
$$
$
$
Feature ideas
Agile
team 3
Agile
team 4
Neil Killick, 2018, All Rights Reserved
17. neil_killick
“We are uncovering better ways of
developing software by doing it and
helping others do it.”
Neil Killick, 2018, All Rights Reserved
18. neil_killick
2
You don’t need to solve
all problems Agile
addresses in one go
Neil Killick, 2018, All Rights Reserved
19. Why might businesses want Agile?
Beat competitors to market (reduce risk of disruption and/or
losing first mover advantage)
Build right thing (reduce risk of over-investment in software which is
not being used or realising value)
Build thing right (reduce risk of gaining a poor reputation for
quality of product, and of spending time/$$ 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
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