Next Level Agile - Ryan Polk

www.rallydev.com

Next Level Agile

Ryan Polk

What Was Rally’s Original Name?

The Companies

Overview:

• 10,000+ engineers

• 10+ years of Agile

• Hundreds if not thousands of teams

• Long history of very team-focused Agile practices

• Strong resistance to Agile at scale and product management practices

Results:

• Almost complete lack of ability to manage work across the organization

• Almost no visibility into work, even at the team level

• Regressed Agile practices to the degree of Agile anarchy

• Agile dogma wars

• Team-level Agile practices that are barely recognizable as Agile

• Strong organizational resistance to any new practices

Large Internet Property

Overview:

• 160+ engineers

• 15 teams

• Long history of experimental Agile practices

• 5+ product lines

• Considerable loss in organizational velocity and value delivery year over year

Results:

• Resistance to any management of work across the product lines

• Evolution to the easy

• Agile is for an engineer’s mindset

• Team-level Agile practices that are barely recognizable as Agile

• Strong organizational resistance to Agile coaching

Midsize SaaS Company – Early 2014

Overview:

• 200+ engineers

• 18 teams

• Launched their Agile rollout with a focus on total transformation

• Open and honest retrospection on their practices / processes and a willingness to commit to organizational change

• CIO / head of the business completely aligned on mission to improve how they deliver products

Results:

• Total organizational buy-in into Agile principles and practices

• 2+ years of Agile development with considerable improvements in quality, velocity, and customer satisfaction year over year

• Consistent team-level Agile practices

• Consistent organizational practices that align delivery work to the highest-value business priorities

Midsize 120+ Year Old Insurance Company

How Does This Happen?

The Problem

Evolution To the Easy

Developer-only Agile

Who Needs Management?

Software developers:Unemployment < 3.5%

Eschewing Commitment

Managing the Matrix

- 13 -

Moving Resources

• Hidden work

• High Work In Progress (WiP)

• Lack of focus

• Or purposeful focus away from vision

• Learned helplessness

- 15 -

The Tyranny of the Now

The Solutions

- 16 -

First Things First – Back To Basics

SAFe, Scaled Agile, and Scaled Agile Framework are trademarks or registered trademarks of Scaled Agile, Inc.

- 18 -

Transform at Scale

Manage – Program / Product Manage

Limit WiP

- 20 -

Manage – Program / Product Manage

Big Room Planning

Organize for the Work

Intelligent Design?

Agile Center of Excellence

Organizational change

Training

munity

Platform

Continually Measure and Transform

The Next Level of Agile

- 26 -

Starts at Scale

SAFe, Scaled Agile, and Scaled Agile Framework are trademarks or registered trademarks of Scaled Agile, Inc.

Organized for the Work

Agileteam

Product manager

Delivery director

Deliverymanager

Communities Of Practice

- 28 -

Makes and Meets Commitments

Always Transforming

Agile Center of Excellence

Organizational change

Training

munity

Platform

- 32 -

Delivers the Original Promise of Agile

Remember Company 2?

- 33 -

Overview:• 160+ engineers

• 15 teams

• Re-baselined Scrum Agile practices

• Big Room Planning

• 1 Agile Release Train

• 1 product (feature-based) roadmap

Results:• X2 feature output

• Average 95% commitment / acceptance ratio

• 100% delivery of roadmap commitments

• Considerable Productivity and Predictability gains

- 34 -

Midsize SaaS Company – Early 2015

Thank you

Next Level Agile - Ryan Polk

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