Two Dimensions Of Agile At Scale: How To Make The Most Of Your Agile Transformation

schedule 03:45 PM - 04:30 PM place Mysore Hall 1 people 33 Attending

Many organizations have achieved sufficient success at the single team level with Agile approaches like Scrum that they want to bring Agile to their entire enterprise. They want to reap the benefits of Agile across their whole organization, but they struggle with where to start and how to sustain the change. Scaling Agility has two dimensions: scaling horizontally, across large numbers of teams, and scaling vertically, integrating the work of multiple teams into a single product. Focusing on both dimensions enables organizations to achieve sustainable change by solving 3 main challenges: achieving consistency and the right Agile culture across teams without dictating behaviors, fostering the right interactions between Agile and non-Agile teams when there are dependencies between them, and adapting Agile approaches to deliver products that require a team-of-teams approach. 

 
3 favorite thumb_down thumb_up 12 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

  1. Dimensions of scaling - horizontal and vertical
  2. How to scale horizontally, across teams
    1. Product services and the role of DevOps practices such as CI/CD and open source code management models
    2. Communities of Practices and their role in sharing information and shaping career paths
    3. Standardization and assessment of Agile knowledge and capabilities
    4. Growing an Agile culture
    5. How to refactor products so that vertical scaling isn't needed
  3. Scaling vertically, adapting Scrum to deliver complex products with multiple collaborating teams
    1. How to organize the Product Backlog
    2. How to enhance self-organization to coordinate work between teams
    3. How to grow teams without diluting the team culture
  4. How to integrate with the rest of the organization
    1. The role and importance of architecture
    2. Shared service staffing models
    3. Implications on HR
    4. Implications on portfolio management and funding
    5. Implications on leadership

Learning Outcome

  1. Understand the dimensions of scaling, and why horizontal and vertical scaling have different challenges
  2. Understand the supporting environment that Agile needs to survive and thrive
  3. Understand how to deliver large, complex products using Scrum
  4. Understand how the organization needs to change to support Agile teams

 

Target Audience

Anyone interested in how to scale Agile across their enterprise, or to apply Scrum to large, complex products.

schedule Submitted 10 months ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Jutta Eckstein
    By Jutta Eckstein  ~  9 months ago
    reply Reply

    Thank you Kurt,

    for your submission. Although I see that you plan to cover a lot of stuff, would it also be possible to focus it more and present the ideas in 45 minutes?

    Best,

    Jutta

    • Kurt Bittner
      By Kurt Bittner  ~  9 months ago
      reply Reply
      Yes, I can time-box it to 45 minutes. If I do, I will talk about the things organizations need to do to scale horizontally, across many small Agile teams, and how those differ from the things they need to do to scale vertically, applying Agile principles to large, complex products. The two strategies are both different and complementary. When most people talk about scaling they mix the two concepts together but mostly talk about vertical scaling.  I have found that separating the horizontal scaling concerns from the vertical scaling concerns is a very useful first step towards a successful approach.

      Kurt Bittner
      kurt.bittner@scrum.org
      (m) +1 303 619 0592
      Twitter @ksbittner


      On Nov 9, 2016, at 7:32 AM, Agile India 2017 <info@confengine.com> wrote:

      Dear Kurt Bittner,

      Your proposal Achieving Enterprise Agility With Scrum, Nexus, and Scrum Studio has received a new comment from jutta-eckstein

      Thank you Kurt,

      for your submission. Although I see that you plan to cover a lot of stuff, would it also be possible to focus it more and present the ideas in 45 minutes?

      Best,

      Jutta


      Visit https://confengine.com/agile-india-2017/proposal/3199#comments to respond to the suggestion OR simply reply to this email (Please make sure, you delete the previous comment's content from the email before replying.)

      Regards,
      Agile India 2017 Team
      naresh@agileindia.org
      https://confengine.com
      You have received this important update from ConfEngine on behalf of Agile India 2017.
      Download ConfEngine's Mobile App to totally personalise your conference experience.
      If you are 100% sure, that this email was sent to you by mistake, please click here to unsubscribe from all future email updates from ConfEngine.

      • Jutta Eckstein
        By Jutta Eckstein  ~  8 months ago
        reply Reply

        Hi Kurt,

        can you please change your submission and make it a 45min proposal?

        Thanks! Jutta

      • Jutta Eckstein
        By Jutta Eckstein  ~  9 months ago
        reply Reply

        Thanks, Kurt. This is very helpful. I aslo like the way how you can condense it.

        Cheers,

        Jutta

  • Deepti Jain
    By Deepti Jain  ~  9 months ago
    reply Reply

    Hello Kurt,

    Thanks so much for your submission to Agile India 2017!
    It's really a very important aspect that Scaling of Agility is very much needed across both the dimensions, and majority of folks focus on vertical, and some manage to do just horizontal. I would love to hear this talk, and I believe that this is an important talk that is needed to go out to Agile India audience. As standard procedure, I would request you to please add presentation slides and video. Also please update the talk's time to 45 minutes and the title that you suggested in below comments, that one is definitely more engaging. 

    Best Regards,
    Deepti

    • Kurt Bittner
      By Kurt Bittner  ~  9 months ago
      reply Reply
      I’m working on getting a video from a recent Scrum meet-up. The link I was sent was not in the right format and the person who made the recording is out of the office for a few days.

      When do you need the slides? I’ve been traveling a lot and will continue to do so through mid-December. I had planned to work on them then - will that be ok?


      Kurt Bittner
      kurt.bittner@scrum.org
      (m) +1 303 619 0592
      Twitter @ksbittner


      On Nov 14, 2016, at 11:34 PM, Agile India 2017 <info@confengine.com> wrote:

      Dear Kurt Bittner,

      Your proposal Achieving Enterprise Agility With Scrum, Nexus, and Scrum Studio has received a new comment from deepti-jain-1

      Hello Kurt,

      Thanks so much for your submission to Agile India 2017!
      It's really a very important aspect that Scaling of Agility is very much needed across both the dimensions, and majority of folks focus on vertical, and some manage to do just horizontal. I would love to hear this talk, and I believe that this is an important talk that is needed to go out to Agile India audience. As standard procedure, I would request you to please add presentation slides and video. Also please update the talk's time to 45 minutes and the title that you suggested in below comments, that one is definitely more engaging. 

      Best Regards,
      Deepti


      Visit https://confengine.com/agile-india-2017/proposal/3199#comments to respond to the suggestion OR simply reply to this email (Please make sure, you delete the previous comment's content from the email before replying.)

      Regards,
      Agile India 2017 Team
      naresh@agileindia.org
      https://confengine.com
      You have received this important update from ConfEngine on behalf of Agile India 2017.
      Download ConfEngine's Mobile App to totally personalise your conference experience.
      If you are 100% sure, that this email was sent to you by mistake, please click here to unsubscribe from all future email updates from ConfEngine.

      • Jutta Eckstein
        By Jutta Eckstein  ~  9 months ago
        reply Reply

        Hello Kurt,

        don't worry - neither about the video nor the slides. I think we have enough information in order to evaluate your submission.

        Thank you!

        Jutta

  • Tathagat Varma
    By Tathagat Varma  ~  9 months ago
    reply Reply

    The problem scenario that you describe is very relevant for a lot of organizations. I think your session could help in giving some ideas to change leaders. However, it would be great to learn of any case studies that help practitioners understand what has been the efficacy of those ideas and methods, and under what conditions were those results obtained. Are there case studies in public domain, or the ones you intend to cover in your session?

    • Rahul Ganjoo
      By Rahul Ganjoo  ~  9 months ago
      reply Reply

      +1. I'd love to see some specific examples. Especially interested in vertical scaling in the context of SOA driven org structures. Would be great to hear some examples of large delivery efforts in such scenarios using these methods.

    • Kurt Bittner
      By Kurt Bittner  ~  9 months ago
      reply Reply

      Yes, of course, examples are important and we have many we can talk about (though most of the companies prefer not to be named, especially the “anti-pattern” examples).  I plan to select appropriate stories and intersperse them in my presentation.  Some of these are described in Ken’s books, and we’ve also got many others from working with many organizations. I also have quite a few examples from my own past experience as an industry analyst.

       
      Let me know if I can help with any additional background.
      Kurt Bittner
      kurt.bittner@scrum.org
      (m) +1 303 619 0592
      Twitter @ksbittner

  • Liked Jutta Eckstein
    keyboard_arrow_down

    Jutta Eckstein - With Sociocracy, Hierarchy Becomes Agile

    90 mins
    Workshop
    Beginner

    Many agile teams suffer from the mismatch of agile and organizational leadership, with the latter being reflected by the organizational hierarchy. Based on self-organization and iterative processes, the agile teams run into trouble with the top-down steering of their environment. Consequently, agile proponents very often believe that a supportive agile organization should be structured without hierarchies, the so called “no managers” approach of “reinvented organizations.” Several companies in the agile field are experimenting with different organizational approaches that don’t use hierarchies. Yet, “no hierarchy” or “no managers” is not an option for many organizations.

    In this session we suggest using sociocracy as a solution that leaves the hierarchies in place in an agile way - an option the organization is free to choose. Sociocracy shows how hierarchies can actually be agile and can strongly support (rather than opposing) agile philosophy. It enables managers to become agile leaders. As a participant you will learn how the principles of shared decision making and double-linking are key to enabling self-organization. These principles convert hierarchies from linear to circular so that they support an agile mindset.

    Sociocracy is a way for groups and organizations to self-organize. Based on four principles (self-organizing teams, shared decision making based on consent, double-linking, and electing people by consent to functions and tasks), sociocracy provides a path for existing organizations to have empowerment and self-responsibility on all levels. Different than comparable methods, sociocracy allows companies to start where they are – with their existing organizational structures and the like. It seems to be a perfect fit for organizations that need to be truly agile (due to market pressure) beyond their IT departments and software teams.

  • Liked Sundaresan Jagadeesan
    keyboard_arrow_down

    Sundaresan Jagadeesan - Leadership Engagement - Philips Scaled Agile Transformation Journey

    Sundaresan Jagadeesan
    Sundaresan Jagadeesan
    Program Manager
    Philips
    schedule 10 months ago
    Sold Out!
    20 mins
    Talk
    Advanced

    Philips - SW transformation program is involved in the deployment of (Scaled) Agile framework to enable TTM and Quality in Business from the year 2014. We started with Pilots and then followed with Mass deployments. We have:

    1. 44 Agile Release Trains launched since Aug 2014 and 220 + PI planning sessions completed.
    2. Currently, focusing on System Business with multiple ART’s launched in Systems Business, including 1st ART launch in Philips –China.
    3. 3700+ people engaged in (Scaled) Agile way of working globally and part of ART's and 1300+ are formally certified in Agile and SAFe

    We have learned that when engaging, deploying, an important and not-to-be-forgotten first step is to brief Executives and leadership about the approach, changes .This typically takes 4-8 hours, which sounds like a huge investment, but almost always is seen as paying off. Involving Leadership along has been a key element of our Success in our deployment

  • Oana Juncu
    Oana Juncu
    Agile Business DJ
    cOemerge
    schedule 8 months ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    Throw a purpose in a middle of a crowd, it will start to self-organize. Many self-organised entities like ... villages or cities have an "embedded purpose", not voluntarily shared out-loud or displayed in common places. Villages and cities have growth aligned to their embedded purpose. Acting in a purpose driven way is less obvious for organisations. More a company grows, more dissolved into the Process the original business purpose becomes. This talk presents the 3 stages of Agile Experience Awareness I've seen unfolded and reveals how aligning to a clear shared purpose triggers growth, Agile culture propagation, and scaling becomes a side effect. 

  • Liked Sean Dunn
    keyboard_arrow_down

    Sean Dunn - Practicing What I Preached: Confessions of a Reformed Enterprise Agile Coach

    Sean Dunn
    Sean Dunn
    Enterprise Agile Coach
    IHS Markit
    schedule 9 months ago
    Sold Out!
    45 mins
    Talk
    Beginner

    Agile coaching is a booming industry -- but what do companies hope to get out of coaching, and what tangible impact does coaching actually have on a team? What happens when you take an agile coach and force them to "eat their own dog food"? This is what happened to me. Join me in my personal journey of transitioning from an enterprise agile coach to a programmer on a team, and what I learned about agile, coaching, and myself in the process. 

  • Liked Erwin van der Koogh
    keyboard_arrow_down

    Erwin van der Koogh - The 'Only' Two Things You Need to do to Scale Agile

    Erwin van der Koogh
    Erwin van der Koogh
    Principal Consultant
    Bitgenics
    schedule 10 months ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    The magic behind the Agile manifesto is in the question they asked. The 17 people assembling in Snowbird spend their time figuring out how they were similar, not what way of working was best. And in the course of those two days, they discovered the deeper truths in what worked.

    So what happens when we look what the different Agile Scaling frameworks have in common? A move away from projects towards product development and teams as the fundamental building blocks?

    In this talk, we will be exploring how these two shifts impact the way we scale Agile. Looking back on all the Agile Transformations I have done all of them have succeeded (or failed) when we have (not) focussed on these two things.

  • Liked Özlem Yüce
    keyboard_arrow_down

    Özlem Yüce - Quantifying Cost of Delay: Why is it the “one thing” to quantify? How do I do it?

    480 mins
    Workshop
    Beginner

    Don Reinertsen says that if you only quantify one thing, quantify the Cost of Delay. As we’ve talked about before, quantifying Cost of Delay not only helps improve prioritisation, it also help with making trade-off decisions, creates a sense of urgency, and changes the focus of the conversation. Maybe this has got you interested in experimenting with it, but you’re not sure how to get started? If so, this workshop is specifically for you!

    When people hear about Cost of Delay they sometimes doubt whether their organisation is ready for it. They say things like, “We don’t have the maturity for it”, or “We couldn’t do that because our stakeholders wouldn’t support it”. We’ve heard people say this too. And yet, in hindsight, people find it much easier than they thought! We will show you how to get started with using Cost of Delay, despite these doubts.

    Building blocks

    The first essential building block is to understand the value. To help structure the conversation we will use a simple economic framework to surface the assumptions and drive to the economic impacts. The second essential building block is to understand the urgency. For this, we will look at different urgency curves to help us understand how value is likely to decay over time. Combining these two gives us the Cost of Delay helping us to question and better understand what our gut tells us about value and urgency.

    Practice makes perfect!

    To get going, we will start by looking at some simplified scenarios that help you put what you’ve learned about Cost of Delay into practice. You’ll work at your own pace through some simple exercises that test different aspects of your understanding. To really embed it, once you’re done you’ll get a chance to help others around you – you become the teacher. We will then quickly reflect on what we’ve learned so far.

    Then, we’re all going to work on quickly estimating the Cost of Delay for a real life example for a real company. You’ll do this in pairs making assumptions you need to get to a cost of delay for the feature in dollars per week. To help us learn about what the key assumptions were we will compare results across the group to help us understand what the value might be and the areas of greatest uncertainty.

    To wrap up we’re going to ask you to do a mini-retrospective about what you’ve learned and what your puzzles are. If we have any time left, we’re happy to help you have a go with a feature or project you are working with.

  • Liked Özlem Yüce
    keyboard_arrow_down

    Özlem Yüce - Value and Urgency: The Power of Quantifying Cost of Delay

    Özlem Yüce
    Özlem Yüce
    Product Lead
    TUI
    schedule 10 months ago
    Sold Out!
    45 mins
    Talk
    Beginner

    “If you only quantify one thing, quantify the Cost of Delay” – Don Reinertsen

    Everyone seems to talk about Cost of Delay, but few are actually quantifying it. And yet doing so helps us to better manage stakeholders, improve prioritisation and change the focus of the conversation away from cost and dates onto delivering value quickly.

    In this talk you will hear about how quantifying Cost of Delay of our ideas helps with:

    – Improving prioritisation

    – Managing multiple customers

    – Trade off decisions across the whole portfolio

    This is not a theoretical session, we’ve actually done this in lots of organisations: public and private sector, in large, medium and small organisations as well as using Cost of Delay across a $100m portfolio at a Fortune 500 company.

    When people hear about Cost of Delay they sometimes doubt whether their organisation is ready for it. They say things like, “We don’t have the maturity for it”, or “We couldn’t do that because our stakeholders wouldn’t support it”. We’ve heard people say this too. And yet, in hindsight, people find it much easier than they thought!

    From this session you will walk away with all the necessary knowledge and practical tips to get started with Cost of Delay and you will have seen lots of actual examples of Cost of Delay calculations from other organisations who have done this. You’ll also hear some interesting before and after results that might help you to make the case in your organisation. In our experience, quantifying Cost of Delay really helps to discover, nurture and speed up the delivery of value.

  • Fabiola Eyholzer
    Fabiola Eyholzer
    CEO
    Just Leading Solutions
    schedule 10 months ago
    Sold Out!
    45 mins
    Talk
    Advanced

    “#1 trend: HR embraces agile" | HR Trend Institute

    "HR drives the agile organization" | HRO Today

    ---

    Agile HR is a hot topic. But what does it really mean: Is it about implementing Scrum in your HR teams? Is it about eliminating annual employee appraisals? Or is it more than that?

    Bringing your HR into the 21st Century with Lean | Agile values, principles, and practices starts by understanding the various aspects of Agile HR.

  • Liked Kurt Bittner
    keyboard_arrow_down

    Kurt Bittner - 5 Beliefs That Predict Enterprise Agile Success

    Kurt Bittner
    Kurt Bittner
    VPEnterprise Solutions
    Scrum.org
    schedule 10 months ago
    Sold Out!
    45 mins
    Keynote
    Beginner

    Organizations struggle to adopt Agile practices because their cultures do not encourage or support Agile ways of working. Examining the beliefs of leaders and professionals in organizations can reveal insights about the organization's readiness for change. The five beliefs discussed in this presentation help organizations to have an honest, and often revealing, conversation about why they want to become Agile, and how far they are willing to go to adopt Agile principles, practices, and mindsets. By helping organizations understand what they really value, discussions about beliefs can reveal potential barriers to adopting Agile practices and mindsets. Understanding these barriers is essential to overcoming them and achieving the benefits of Agility.

  • Liked Kurt Bittner
    keyboard_arrow_down

    Kurt Bittner - What DevOps Taught Me About Agile

    Kurt Bittner
    Kurt Bittner
    VPEnterprise Solutions
    Scrum.org
    schedule 10 months ago
    Sold Out!
    45 mins
    Talk
    Beginner

    DevOps practices remove barriers that prevent Agile teams from achieving higher velocity, delivering higher quality products, and reducing technical debt. Not everyone views it this way: some see DevOps supplanting Agile. Yet DevOps needs Agile just as much as Agile needs DevOps: DevOps provides practices that support delivering higher quality products as faster cycles, while Agile practices provide the business engagement model and the teaming model that fosters collaboration and helps organizations "build the right thing", not just "build the thing right".

  • Liked subhashree mishra
    keyboard_arrow_down

    subhashree mishra - How we managed our dependencies in SAFe

    subhashree mishra
    subhashree mishra
    Scrum Master
    Philips
    schedule 9 months ago
    Sold Out!
    20 mins
    Case Study
    Intermediate

    This is a case study on How we managed our dependencies in SAFe.