AT5Session6/9/1611:30AM

WhichAgileScalingFrameworkIsBest?

Presentedby:

TomWeinberger

BlueAgility,LLC

Broughttoyouby:

350CorporateWay,Suite400,OrangePark,FL32073888---268---8770··904---278---0524-info@techwell.com-http://www.techwell.com/

TomWeinbergerBlueAgility,LLCTomWeinbergerisachangeagentwhereverhegoes.InhisroleasagilecoachatBlueAgility,Tombringsmorethaneighteenyearsofexperienceasaprocessandtoolstransformationarchitect,andeighteenadditionalyearsinmanyotherITrolesfromprogrammingtogeneralmanagement.Tomexcelsatdefiningstrategicadoptionplansandleadingtransformationteamsonboththebusinessandtechnologysidesoflargecorporations—inhighlycompetitive,timecriticalsoftwareenvironments.Throughmentoringandcoachingatalllevels,hehelpsoptimizetheadoptionofagilemethods,practices,andcollaborativelifecycletools.TomisaVietnamveteranwhoraisesadomesticatedwolf-breeddog.

6/2/16

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BLUE AGILITY Empower the Enterprise

Is DAD More or LeSS SAFe? Or

Which Method is Right for My Company?

BLUE AGILITY Empower the Enterprise

Tom Weinberger – Process and Tools Architect

SPC4, CSM, DAD, LSS

Joinme:linkedin.com/in/tomweinberger312-805-0470tweinberger@blue-agility.com

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Bigger Topic Than We Have Time For…

ThistopicisasbigastheEnterprise…ForaddiIonalinformaIon,checkouttheAgileEnterpriseTransformaIonSeriesat:hNps://blue-agility.com/content-hub/

TheblogItlesavailableare:1.  TheAgileTransformaIonGame-OrganizingforStability2.  PickingtheRightOne,theRightWay-WhatScaledMethodisRightforMy

OrganizaIon?3.  AreWeThereYet?-WhenDoesanAgileTransformaIonHitCriIcalMass?4.  "INCOMING"AgileAdopIonPerils;LandMines,HandGrenadesandShellShock

alongtheRoadtoAgileAdopIon5.  "TheManBehindtheCurtain"-MentorsandTheirRoleinanAgileAdopIon

Agenda

•  SebngContextforanEnterpriseTransformaIon•  WhywouldIwantone?•  WhatChoicesarethere?•  ComparingthedifferentScalingMethodsavailable•  WhichisrightformeandmyCompany?•  OK,Ipickedone,what’snext?

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Setting the Context of Enterprise Agile Transformation

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MobilizaIon The“BakeOff” EarlyAdopIon

Major

AdopIon

Sustainability

SelecIonEvaluaIonPickinga“Winner”

CustomizaIonTrainingRollout“PiloIng(EarlyAdopters)”MeasuringPublishingSuccessStories

Our“SweetSpot”forToday’sTalk

A Holistic Approach

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TheCore:•  PeopleCrosscubngtheOrg•  Processes“WorkableSelecIon”•  Tools“EnterpriseorLocalSelecIons”

•  Requiresstrongleadership•  “PersonnelisPolicy”tomisquoteElizabeth

Warren•  AcceptanceHighlydependenton

•  ChangeManagementPlan•  CommunicaIonsManagementPlan

People

Process

Tools

Leadership

CommunicaIonPlan

ChangeManagementPlan

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Why Would I Want One?

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•  SCRUMorKANBANisnotenough•  RegulatoryComplianceneeds•  AuditCompliance•  MajorNewIniIaIvesrequiringSpeedtoMarket•  EnterprisePMOlookingformoreaccountability•  Tighter/MoreeffecIveconnecIontothebusinessneeds

What are My Choices?

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Herearethemostpopular,inalphabeIcorder,showingNofavorites:•  DAD–DisciplinedAgileDelivery•  Hybrid–MixofbestpracIcesfromtwoormore•  LeSS–LargeScaleScrum•  SAFe–ScaledAgileFramework

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Disciplined Agile 2.0

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Impressions:GoodforRegulatedCompaniesMaturingtoincludeProgramandPorooliolevelsMoreTechnologydirecIonthanothertwoRecognizesDevOPSchallenges

Large Scale Scrum

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Impressions:AScrumofScrumsVeryIdealisIcScrumofScrumsImplementaIonRequiresDisciplineandRigorNotreallyaMethod,moreasetofProceduresLeastadoptedofthethreeproposed

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Scaled Agile Framework

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Impressions:MostadoptedofthethreeLEANBasedBusinesscentricbased(lotsofbusinesscollaboraIon)Sweetspot150to400parIcipantsWholeOrganizaIonparIcipaIonEvenbalanceofTechandBusinessfocusTradiIonalKANBANandSCRUMsupportSyncandCadencepoints

ThisistheexpandedFourLevelView

What’s A Hybrid?

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Hybridsareyourownstructure•  Theyborrowideasfromanywhere•  Ahybridisbuiltandmanagedbyyou•  HowdoesyourHybridstackuptotheselecIoncriteria?•  ImportantconsideraIon:Youbrokeit,youboughtit

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Comparison Criteria

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EachEnterprisehasdifferentneedsandcharacterisIcsthatwouldinformyourdecisionmakingHerearesomecommoncriteriatouseiftheyapplytoyou:•  RegulaIon•  GeographicDistribuIon•  OffshorecontracIng/VendorsandSuppliersinsidethefirewall•  Sizeofteams•  AuditRequirements•  InternalNeedforCommandandControl(poliIcs,culturalresistanceto

change)

Selection Criteria

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Disclaimer:ThesesamplecriteriarepresentmyopinionsandnootherorgorbusinessHybridsarenotrepresentedasitwouldnotbepossibletodeterminevalueforindividualHybrids,I’llleavethattoyou…

SAMPLESelectionCriteria DAD LeSS SAFe

Training YES YES YESBooks 2 1 2YOUTUBE/Downloads Many Many ManyCertifications YES-5levels YES YES-ManydifferentToolSupport IMPLICIT ANYSCRUM SEVERALCustomizable YES Unnecessary,SimpleSCRUMOF

SCRUMSapproachYES

TransformationSupport Website,Classes,books,youtube,downloads,certifications

Website,Classes,Books,youtube Website,Classesbooksyoutube,downloads,certifications

Traninedandexperiencedoutsideconsultants CertifiedCONSULTANTSfromDisciplinedAgileConsoriumandexternalsources

ExternalCONSULTANTS,nodomesticpartnercompaniesidentified

CertifiedSPCs,Gold,SilverandBronzepartners

Longtermviability YES YES YES

IncrementalAdoption YES YES YESMulti-Level SIMPLE YES YESOrganizationalSupport STRONG YES STRONGInterfaceswithWaterfallProjects IMPLICIT YES IMPLICIT

SCRUMSupport IMPLICIT YES EXPLICITKANBANSupport IMPLICIT YES EXPLICITXPSupport IMPLICIT YES EXPLICIT

Project YES YES EXPLICITProgram SIMPLE YES EXPLICITPortfolio SIMPLE YES SIMPLE

GeographicDistribution EXPLICITANDSTRONG IMPLICIT IMPLICITTeamSize 50-150ANDUP 150-400ANDUP 150-400ANDUPCulture/TempermentforacceptingChange ? ? ?

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Final Answer…

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WhichoneshouldIpick?ITDEPENDS…WhatworksforoneorgmaynotworkforthenextWhatworksinoneporIonofanorgmaynotworkinanotherWhatworksforyou?

Recommendations

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•  SIckwithPopularMethods(DAD,LeSS,SAFe)•  Onlyscalefortherightreasons•  Lookforcommonlysupportedmethods•  DonotexpecttoadoptaMethodOutoftheBox•  Getacloseafitaspossiblethentailortoyourneed•  GetaSherpaguide,youwillbesurprisedduringthejourney

whatyoudiscoveryoudidnotknowanddidnotconsider…

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OK, Now What?

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Ipickedone,nowwhatdoIdo?•  CustomizaIon•  Training•  Rollout•  “PiloIng(EarlyAdopters)”•  MeasuringArewethereyet?Arewethereyet?Arewethereyet?•  CriIcalMassandsustainability•  PublishingSuccessStories•  Whodoesthiswork?-EnterpriseATTandCoaching

Parallel Processes

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•  Create/customizetrainingmaterials•  Configuretoolstemplates•  Createnewoutcomesandoutputsfrom

newprocesses•  Createnewmetricstomeasurenew/

differentwaysofdoingwork•  Definenewroles•  Crasmessagingforchangemanagement

plan•  Cobbletogethernewssourcestopublish

eventsandnewsaboutthenewmethodandsuccessstories

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Picking Early Adopters

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“Don’tusetheword“Pilot”ChooseearlyadoptersselecIvelyLookforpotenIalsuccessesChoose8or10,youarelikelytoendwith1–3Expectthatyou’llneedtoruntheseexperimentsforawhile3–6monthstodetermineactualsuccess

Getting Help with all this work

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EnterpriseCoachesandMentors•  Certsarenicebutexperiencecounts•  Lookforsuccessandfailures–bothareimportant•  SelectsomeonecompaIble,you’llbewiththemforalongIme•  Don’tcheapout–yougetwhatyoupayfor•  Interviewalotofcandidates•  Technologyandbusinesssavvyarekey

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Next Steps

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What’snext?•  CriIcalMass•  Sustainability

•  Thesetopicsarecoveredintheblogs…

That’s All Folks!

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PleasetaketheImetofindmeonLinkedinat:hNps://www.linkedin.com/in/tomweinbergerPleaselookforaddiIonalworkonthistopicat:hNps://blue-agility.com/content-hub/fortherestoftheSeriesonEnterpriseAgileTransformaIons