Scaled Agile Frameworks Cheat Sheet Simon Bourk Dag Rowe

Introduction of the frameworks Agenda Introduction of the frameworks SAFe LeSS Nexus DAD Comparison Chart Open Discussion Make sure you have a TIMER - 10 min per framework - 1 min pair quick recap Introduce Rat Hole - how to avoid them.

What is Scaling Simple Answer Multiple teams working on one product Size Matters Do you mean 4 established agile teams? 4-10+ teams with PM, PMO, Release management, and multiple support teams?

Recap For one minute, find a partner and describe the key points you noticed about the framework.

The LeSS Framework Discussion Notes Use scrum cross-functional teams - Feature Teams Added Sprint Planning, part 1 , part 2 (which can be a multi-team), no part 3 Daily Scrum - Use of open space meeting or Scrum of Scrums overall Refinement - Cross Team - Cross team estimation to have a common scale across teams. Refinement - one big room - all in there, each team separated but co-existing in the space One review for the LeSS, last part of the review looks like part 1 nexus retrospective. Joint Retrospective - similar to the nexus part 3 but suggested to be somewhere in the following week. Suggest to limit to 2 persons per team attending the joint events. Suggest some good practices when scaling - Community of Practices, Software as a Service, Micro Services The Undone Department! ready to cope with your organisational dysfunctions. They describe more in details the practices, stakeholder roles (as managers), coaching as a practice, adoption as a possible problem to solve. The principles are quite similar than the Nexus. Seems to prescribe more in details how the meetings goes, some areas are blurry - The scrum of scrums prescriptions isn’t as much prescribed - which bring inconsistency in the model. Prescribe ONE product owner that has lots of free time. Introduce LeSS HUGE - the scaling of LeSS. The LeSS Framework

Scaling LeSS

The Nexus Framework Discussion Notes: Use scrum as is - Scale it, make sure you are good at it because otherwise the dysfunctions will go wild. add nexus team events add nexus integration team Talk about Product Owner Talk about Refinement Talk about the necessity of technical excellence - the continuous integration wheels Nexus size - 4 to 10 teams (3-9 people) = 90 people max Talk about the Nexus + Suggest some good practices when scaling - Community of Practices, Software as a Service, Micro Services The Nexus Framework

Disciplined Agile Delivery (DAD) Framework (Scrum)

Explore and prove early SAFe Nexus DAD LeSS Foundation Hybrid Scrum Empiricism (1 - Most Adaptable ) 4 1 3 2 Architecture Arch. Epics Emergent Explore and prove early Normalized Story Points Across Teams Yes No, team level Can use it (options) Portfolio Planning Explicit Complexity High Low Medium promotes bottom-up intelligence Harder Easy Empiricism - inspect and adapt - all the methodologies support agile techniques of demos, retrospectives, and focus on delivering value SAFe and DAD are more prescriptive, so it is assumed they would be slower to adapt

SAFe Nexus DAD LeSS Governance Explicit Product Backlog Portfolio, Program, Team One One (Scrum) Standard, Expedite (Lean) Definition of Done Portfolio, Program, Team level One For All Can use (options) Potentially Shippable Increment Program PSI objectives Team PSI objectives Each Sprint

SAFe Nexus DAD LeSS Level of Prescription High Low Med - High Med Training Available Yes Inter team coordination Alignment with portfolio Nexus Integration Team - Servant Leaders Choices (Portfolio) Managed by Teams Specialist Teams (UX, DBA, ...) Can use Feature Teams Encouraged (Cross Functional) Feature Teams Enforced (Cross Functional)

Commonly asked questions How much is this framework prescriptive? How can I adapt it to my organisation? Where is my PMO in this framework? What about the architecture? it has to be up front? How are we going to scale the transformation? How are teams coordinated? How is compliance addressed? Test last? First? Continuously? Where is the test and BA team? Safe and PMO 3 levels - portfolio, program, team scrum non-prescriptive - may be not much help for the levels Safe adds lean leadership develop people, empower, get out of the way value stream analysis WSJF and cost of delay ART - train 5 iteration multiple teams with same goal roll up to features at program older versions do have - hardening sprint (if needed) Stuff you must do and can probably only do in hardening Stuff you should be doing earlier but have to do in hardening for now Stuff you absolutely should have done earlier and for which you're using the hardening sprint as a "waterfall crutch". http://ronjeffries.com/xprog/articles/safe-good-but-not-good-enough/ Test team integrated with dev BA is at the higher level - b/c design is done before

What have we learned? Building software is hard :) Organizational context matters

Discussions

References https://www.scrum.org/ http://less.works/ http://www.slideshare.net/RodneyBodamer1/scaled-agile-framework-and-disciplined-agile-delivery-comparisons http://www.disciplinedagiledelivery.com/ http://www.scaledagileframework.com/ http://www.cio.com/article/2936942/enterprise-software/introducing-the-scaled-agile-framework.html http://www.womensshelterslo.org/wp-content/uploads/2010/08/GroupDiscussion.jpg

References Books Disciplined Agile Delivery Agile Requirements

Presenters Simon Bourk - http://bourksoftware.com Dag Rowe - https://ca.linkedin.com/in/dagrowe

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