Sanjiv Augustine at ADC/BSC East 2015, Orlando, FL.

1. A Guide for the Perplexed
Sanjiv Augustine
Sanjiv.Augustine@LitheSpeed.com
@saugustine, @lithespeed

2. About Me
• President of LitheSpeed, LLC
• Experience:
• 25 years industry
• 15 years of Agile
• 12 years of Lean
• Specialties: Agile, Lean,
Innovation
• Practitioner, entrepreneur,
consultant, trainer, author,
speaker and community
organizer
Sanjiv
Augustine
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3. Audience Poll – Agile Knowledge?
“Agile” describes a set of
methodologies, aligned with lean
principles for focusing on value and
eliminating waste. Scrum is
currently the most popular of these.
3State of Agile Development Survey, Version One, http://versionone.com

4. Agenda
1.Why Scale Agile?
2.How Do I JumpStart Scaling?
1. Overview
2. Assess
3. Align
4. Accelerate
3.Reflect and Progress
4.Summary & Next Steps
4

5. WHY SCALE
AGILE?
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6. 6

7. Organizational Agility
@Nationwide
• 27 teams using agile within a Lean
”standard work” framework
• 7 months – no critical or high bugs in
production
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8. Vivek Kundra’ Federal CIOs 25-point
Implementation plan:
38 projects reviewed, 4 canceled, 11
rescoped and 12 have cut the time for
delivery of functionality down by more
than half, from two to three years down
to an average of 8 months
Result: $3 billion in lifecycle
budget reductions.
- Wikipedia on Vivek Kundra
Organizational Agility @ the Gov’t
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National Geospatial Intelligence Agency
"The use of agile acquisition methods and
concepts are essential to NGA's success.”
NGA, via Federal Computer Week

9. Barriers to Further Agile Adoption
What’s hindering us from truly leveraging Agile for organizational
agility?
Source: Adapted from 2015 State of Agile Development Survey,
VersionOne
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10. Agile Teams, Waterfall Silos
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11. Organizational Misalignment with Agile Methods
• Team Size
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12. Organizational Misalignment with Agile Methods
• QA Silo
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13. Organizational Misalignment with Agile Methods
• Project Multitasking
13

14. The Evolution of the 21st Century Organization
John Kotter, Harvard Business School

15. HOW DO I
JUMPSTART
SCALING?
15

16. Welcome to Acme Corp.
Roy, CTO
Amber, PMO
Head
Tom,
ScrumMaster
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17. Roy
Amber
Tom
The Path to Agility
OVERVIEW

18. Frameworks – Where do We Start?
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19. Scaling Frameworks – A Tiered View
Scrum of Scrums Meeting
TEAMPROGRAMSPORTFOLIOS
Scrum, XP, Kanban, ScrumBan
SAFe® LeSS® DAD Nexus
SAFe®
19
DAD
AGILE PMO
Spotify

20. Acme’s Iterative Scaling Strategy
20

21. Incremental Rollout Plan
Month 0 Month 6 Month 12 Month 18
Assess
• Current State
Snapshot
• Vision
• Incremental
Rollout Strategy
Align
• Program
Experiments
• Capability
Building
• Cultural
Shift
Accelerat
e
• Guided Rollout
• Initial Scaling
Reflect &
Progress
• Full Scale
Transformation
• Scaling Framework
Deployment 21

22. The Path to Agility:
ASSESS

23. Initial Assessment Results
Time to Market Cost Customer Satisfaction
Acme
Competitors
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24. The Path to Agility:
ALIGN

25. Plan the Initial Pilot Program
• Establish the role of an Agile Champion
• Perform budgeting and acquire funding
for Agile Coaches, Team Rooms, Training,
and Team Development as needed
• Establish the Voice of the Customer
• Determine projects and timeline for project
launch(s)
• Set the vision for the Product Owners
• Empower the Product Owners to make decisions
on behalf of the sponsor (and all other
stakeholders)
• Dedicate the Product Owners to the projects
• Launch pilot projects with Discovery
sessions
25
Thanks to Mike Cohn for the
image:
http://blog.mountaingoatsoftwa
re.com/four-attributes-of-the-
ideal-pilot-project

26. Baseline Process – Scrum/XP
Hybrid• Scrum process baseline captured in
shared repository
• Initial Discovery/Launch
• Architecture Spike
• Release Planning with Product
Backlog
• Iteration 0 Planning with Iteration
Backlog
• Agile delivery with 2-week Sprint
• Sprint Planning Meetings
• Sprint Demo/Review Meetings
• Sprint Retrospectives
• Daily Standup Meetings
• Daily Build-Test Status
• Burndown charts for all work; 1
Point = 1 Ideal Day
• Scope locked during the Sprint
• User stories in standard format
with acceptance criteria for each
Story; stored in product and sprint
backlogs
• Automated build-and-test with
Jenkins
• Team rooms with project card
wall
• Metrics
• Code Quality
• Team Velocity
• User Story Cycle Time
• Tools
• Version One for Agile Project
Management
• Subversion for Version Control
• Ant for automated build
• Jenkins for continuous integration
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27. Pilot Program Results
Time to Market Cost Customer Satisfaction
Acme
Initial
Assessment
Acme
Pilot
Program
27

28. The Path to Agility:
ACCELERATE

29. Key Scaling Fundamentals
1. Limit Work in Process (WIP) for high
quality and maximum throughput.
1. Grow Small, Stable Teams to reduce
thrashing and create predictable
delivery.
2. Build a Network of Small Teams to
scale teams in organic fashion.
3. Manage the Flow to detect and
eliminate bottlenecks.
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30. Limit WIP
30

31. The Typical Project Portfolio
• Too much Work in Process (too many in-
flight projects)
• No project prioritization by business value
• Resource over-utilization
• Dangerous variation (large batch sizes,
unregulated demand, irregular rate of service)
Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)
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32. Portfolio Realignment
• Terminate sick projects
• Split large projects in smaller ones
• Prioritize projects by business value,
at least within business unit
• Limit development timeframe to months
• Re-prioritize projects regularly
1
Development
3 24
Little’s Law
WIP
Completion
Rate
Business
Goals &
Strategy
Production Sunset
Cycle Time =
Backlog
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33. Rebalancing the Portfolio
#ofProjectsinPortfolio
Un-prioritized Portfolio Prioritized Portfolio
33

34. Grow Small, Stable
Teams
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35. Stable Teams
• Multiple, stable teams each
focused on a single project at a
time
• Dedicated to platforms or lines
of business
• Platform owner prioritizes next
project
• Result:
• Support multiple lines of
business simultaneously
• Focused effort results in quick
delivery for individual projects
• Clear accountability
• Stability and predictability
Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)
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36. Network of Small Teams
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37. Network of Small Teams
“…for a large organization to work it must
behave like a related group of small
organizations.”
- E. F. Schumacher , Small is Beautiful
Scaling may require, at certain levels:
• Chief ScrumMasters
• Strategic Product Owners
• Tactical Product Owners
• Lightweight Agile PMOs serving as a
“guiding coalition”
Accelerate! By John Kotter, HBR, November 201237

38. Organizational Structure
• Encourage face-to-face dialogue across levels
• Create overlapping management with “linking pins”
• Run the Lean-Agile PMO as an Agile project team
Source: The Lean-Agile PMO, Sanjiv Augustine and Roland Cuellar (Cutter Consortium 2006)
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39. Manage the Flow
39

40. Portfolio Alignment Wall
40
• Features laid out on index cards
as per overall release plan
• Card colors identify agile teams
• Labels identify dependent
teams
• Rows track feature streams
• Columns track sprints/timeline

41. Acceleration Results
Time to Market Cost Customer Satisfaction
Initial
Assessment
1stAcceleration
41

42. The Path to Agility:
REFLECT &
PROGRESS

43. Scaling Frameworks – A Tiered View
Scrum of Scrums Meeting
TEAMPROGRAMSPORTFOLIOS
Scrum, XP, Kanban, ScrumBan
SAFe® LeSS® DAD Nexus
SAFe®
43
DAD
AGILE PMO
Spotify

44. Scaled Agile Framework™ Big
Picture

45. Scaling Fundamentals Mapped to
Frameworks
Scaling Option Origin, Authority Relevant Scaling Technique
Scrum of Scrums Jeff Sutherland, Scrum Inc • Small, Stable Teams
Agile PMO Sanjiv Augustine, LitheSpeed • Small, Stable Teams
• Network of Teams
• Limit WIP
• Manage the Flow
Spotify Model Henrik Kniberg, Spotify • Small, Stable Teams
• Network of Teams
Scaled Agile
Framework®
(SAFe®)
Dean Leffingwell, Scaled Agile Academy • Small, Stable Teams
• Network of Teams
• Limit WIP
• Manage the Flow
Disciplined Agile
Delivery (DAD)
Scott Ambler, Disciplined Agile
Consortium
• Small, Stable Teams
• Network of Teams
• Limit WIP
• Manage the Flow
Large Scale
Scrum (LeSS)
Craig Larman, Bas Vodde, Less.Works • Small, Stable Teams
• Network of Teams
• Limit WIP
• Manage the Flow
Nexus Ken Schwaber, Scrum.Org • Small, Stable Teams
• Network of Teams
• Limit WIP
• Manage the Flow
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46. SUMMARY & NEXT
STEPS
46

47. Iterative Strategy, Incremental
Rollout, Fundamentals
Scaling Fundamentals
1. Limit Work in Process (WIP)
2. Grow Small, Stable Teams
3. Build a Network of Small Teams
4. Manage the Flow

48. • Prepare an Iterative Scaling Strategy
• Find a trusted partner, internal or
external
• Read the FREE book!
• Learn about Agile PMOs
• Take the Certified ScrumMaster class
• Find Agile Coaches, internal or external
• Read the FREE book!
• Take an Advanced ScrumMaster or
Kanban Class
• Join a local Agile Meetup
• Read the FREE book!
How Can We Move Forward?
CTO
PMO Lead
ScrumMaster,
Team Lead 48

49. 49

50. Visual Management at Scale
@Nationwide
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Master Management View @ the Application Development Center, Nationwide Insurance, Columbus, Ohio

51. Results at Scale @Nationwide
Engagement Productivity Defects Cost
Associate
engagement is
increasing for teams
who have deployed
Lean, and IT has had
7 years in a row of
increasing
engagement.
87% of production
application releases
are better than
industry averages.
High and critical
defects counts are on
a 5-year positive
trend while 96% of
releases have
ZERO defects.
Costs for application
maintenance have
been reduced by
20%...
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52. Contact Us for Further Information
Sanjiv Augustine
President
Sanjiv.Augustine@LitheSpeed.com
Twitter: @saugustine, @lithespeed
On the Web:
http://www.lithespeed.com
http://www.senseitool.com
Please stop by our
booth to learn more.
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