Agility at Scale - Platform versus Product Concerns
A common failure mode for organizations attempting to adopt an Agile style of software development occurs when an attempt is made to “Scale Agile”. Suddenly, the organization finds that there are scheduling problems between teams. Delivery team members suddenly find that they are required to serve on several teams at once. Dependencies surface, and teams find it difficult to come together in a common cadence to produce working software in a continuously delivered fashion. Many times, these issues become so grave that the organization reverts back to the Waterfall model that they came to hate, but at least understood.
This session explores Agile scaling concerns, and places particular emphasis on an architecturally significant distinction in the software to be created, and the components produced to allow the software to be created. That distinction revolves around cross cutting platform concerns versus product feature creation concerns. We will examine the distinctions and explore solutions that should help your organization get past these issues when it comes to portfolio management, by paying attention to extrinsic versus intrinsic value metrics.
Outline/structure of the Session
- Definition of the problem for the session, specifically excluding the standard "scaling Agile" problem, and specifically including the problem related to dependencies between core component silo teams and multiple product development teams [5 minutes]
- Definition of what are Product Concerns and what are Platform Concerns [5 minutes]
- Brief explanations of the grading system used (the 7 Deadly Lean Wastes) to compare six solutions to the problem [I've coached organizations where various flavors of each solution were used, and I'm using their results but witholdng identifying information] [10 minutes]
- Compare and contrast the six solutions [15 minutes - I will cull down this section and get more summary on grading - I planned on reformatting this section anyway, and there is no reason to speak so much on obviously poor things like returning to waterfall for because the organization is finding scaled agile to be hard]
- In depth explanition of the "Scrum Everywhere with Core Component Kanban Teams" solution and how to make it work [5 minutes]
- Concluding remarks and final thoughts [5 minutes]
- Use of pure waterfall silos, pure Scrum silos, hybrid Scrum product teams with core component silo waterfall teams, hybrid Scrum product teams with core component silo waterfall teams and "Guest Stars", and even spinning off core component silos into companies all fail organizations.
- Lean thinking explains the failure modes and helps us keep from repeating those failures
- A more complicated model involving core component teams running in Kanban and embedding with Scrum product teams works, so long as you also have core component teams using Scrum for development of future core component capabilities
- These concepts are explained, and experience with how this has worked in enterprises I've coached is explored
Managers who organize team makeup and are wondering how to engage individuals from key component silos
schedule Submitted 2 years ago
People who liked this proposal, also liked:
eXtreme Programming for ETL and Data Analytics
Over the last decade, eXtreme Programming practices like User Stories, Evolutionary Design, Test-Driven Development (TDD), Behavior Driven Developer (BDD), Refactoring, Continuous Integration and Automation have fundamentally changed software development processes and inherently how engineers work.
Having experienced various benefits from XP practices on our J2EE stack, our team started to apply these practices to extract, transform, and load (ETL) and Data Analytics side of our product. Unfortunately, there is very little guidance available in this context, esp. for the SAS Platform. Right from finding the unit testing framework to structuring the code to designing our modules and setting up a Continuous Integration builds, our team had to figure out everything, the hard way.
Join us to understand the challenges we faced during this process and how we resolved these challenges.
Architectural hiccups (and you really shouldn't bother with sprint-0)srinivas chillara
schedule 2 years agoSold Out!
While design changes can be made as we go, sprint on sprint, the poping up of architectural changes seems insurmountable. It is need not be so.
In this session, we provide a narrative of an online gaming product developed. This is a massively multi-player online game, for casual as well as professional players (with real sustantial money). Such a product needs to grapple with non-functional imperatives well beyond the run of the mill server-side software. As the project progressed new performance and security imperatives materialised.
How the team made adjustments in face of changing non-functional (and some perculiar functional) imperatives is the focus of this talk.
Lean Thinking and What It Mean to the Agile MindsetHoward Deiner
schedule 2 years agoSold Out!
Long before the Agile revolution for software development began, industry had learned that efficient production of goods required intense attention to quality, teamwork, and continuous improvement. These themes of Lean Manufacturing (which was further refined into the Toyota Production System) were never part of the original formulation of the Agile Manifesto, and are rarely mentioned as part of the traditional Agile/Scrum recipe for teams transforming to the new “Agile” mindset.
The reality is that the traditional Agile/Scrum recipe is actually a “dumbed down” version of the Toyota Production System, and makes it easier for organisations to grasp and start from. However, if organisations really want to achieve the goal of producing the software they need in a fashion that leads to High Performance Teams and Sustainable Engineering, they will need to understand the principles of Lean so they can incorporate them into their unique process. This session teaches the basics of Lean, and demonstrates how they apply to Agile development.
Head First Agile and Organizational TransformationNilotpal Das
schedule 3 years agoSold Out!
This is a collection of real time case studies of failed projects. It is an autopsy of these failed projects studying why these projects failed and how application of agie principles could have saved them.
It is also a study into the organizational culture, behavioral attributes and the people issues and how agile addresses them.
And finally it is a study of why doing a few projects with agile is not sufficient. How complete organizational transformation into agile practices is necessary for long term success for projects, processes and people.
Save our Ship, less is moresrinivas chillara
schedule 2 years agoSold Out!
Scrum of Scrums has a mixed record of effectiveness. The vast majority completly miss the point of stand-ups and Scrum of Scrums. The last few years have seen unscrupulous consultants sell all sorts of pills for the ills of scaling. If a project needs more than 15 people, it is crucial one understands the Central issue of scaling.
In this talk I take the audience through the common pitfalls and explain the irrelavance of the question: "How can we scale agile?"