1. Enterprise Agile
#LAKC2015

2. The Journey
“In any given moment we have two options: to step forward into growth or to step back into safety.” Abraham Maslow

3. My Journey
Started at Sprint in 1999 as a developer in a “Shadow IT” role
Pockets of scrum
Started Enterprise Transformation June 2012
30 scrum teams - using Scaled Agile Framework
4 Agile Release Trains – 3 aligned to our Strategic Initiatives, 1 covers “everything else”

5. Key Factors for Success
Multi-Faceted Support
Business Drivers to Release Fast
Approach --- Move Forward!

6. 1. Support – Multiple Levels of Org
Bottom Up and Top Down Support
Executive Sponsor

7. 1. Support - Kokeilu Team Definition: Test, experiment; attempt, try
Experimentation (act of experimenting; practice by experiment)

8. 1. Support – External Agile Coach
Brought in External Agile Coach from Rally to teach us SAFe Framework
Lead through initial Big Room Planning sessions
Returned for periodic support over 1.5 years
Coach Jim

9. 1. Support - Community

10. 2. Business Drivers to Release Fast
Stiff competition in the Wireless Industry
Market saturation
Need to respond quickly to price competition

11. 3. Approach Move Forward! Act – Inform; Don’t ask for permission
OK to fail
Inspect and Adapt
Work with the Willing

12. Combo Projects
We are not “all in” and therefore need to collaborate with other teams that are working Waterfall.
Leverage WaterScrumFall approach.

13. Water-Scrum-Fall “Water” – PSI 1 or PSI1.1
Support the waterfall teams getting started. Requirements, initial high level design
“Scrum” - PSI 2 or PSI1.2 to PSI1.3
Build phase for the scrum team.
Scope is pulled into sprints by priority.
Each sprint strives to complete design, code, and system test (or integration with any other scrum team components that are available) for all the user stories accepted into the sprint.
“Fall” – PSI 3 or PSI1.4 to PSI 2.2
Integrate with waterfall teams for end to end testing

14. Water-Scrum-Fall Method A
Preferred
Method

15. Water-Scrum-Fall Method A
Work is broken down prior to introducing to development teams to begin constructing software.
Development Teams are provided:
Entire vision for the program
Review of the roadmap
A review and discussion of dependencies
A review and discussion of risks
Waterfall and Scrum components are planned and executed based on the timing in which they are needed.
Teams plan their capacity and activities around dependencies between scrum & non-scrum deliverables.
The release backlog continues to be groomed and introduced to development teams as they are ready to start producing working software.
Value: Development teams analyze scope minimal amount of times, thus avoiding constant change in scope and direction.

16. Water-Scrum-Fall Method B
Traditional
Method

17. Water-Scrum-Fall Method B
Development Teams are given the task to consume & analyze the entire scope of the program/project.
Dependencies, Risks, and a Roadmap are formed after teams have consumed and analyzed the entire scope.
Work Cycles are created based on the Roadmap.
Scope is put under change control and teams must revaluate as change is introduced: How does it affect scope, capacity, and the release roadmap?

18. If I could go back in time…
Spend more time with Development Managers
More deliberate / structured in approach to standing up new teams
Begin training sooner for the Enterprise
Improve Metrics

19. Approach to Resolving Issues / Growth
Sub Teams
Experiment
Training / Reaching out

20. Moving Forward Feature Teams instead of Component Teams DevOps
Testing automation
Automated builds
Continued Expansion – more teams
Tools

21. We keep moving forward, opening new doors, and doing new things, because we’re curious and curiosity keeps leading us down new paths.– Walt Disney.