To Scale or Not To Scale. Is Descaling A Viable Option?
Corporations are becoming more complex by growing and adding new layers of indirection between the front line workers and the problems that needs solutions. This seems to be unavoidable but there is an increasing realization that instituting new models like scrum of scrums to force fit, agile processes to corporate hierarchies isn’t going to work. So find out what is the solution.
Outline/structure of the Session
As organizations mature in their Agile journey, it is common to adopt an agile scaling framework. The belief is that by scaling, the organization will be more “agile” and benefit from doing agile at scale. A contrary (and very counter-intuitive) approach is to instead make concerted efforts (not to scale agile) but to “descale” your organization. The talk presents real world scenarios and walks through the process of assessing which approach would be appropriate based on the organization’s goals.
Descaling means creating organizations that are focused on customers and have minimal predefined roles and processes and people. Another view on descaling organizations is to look how we organize people do we use long term team that learn to work with customers or do we create teams that live short time and allocate resources as individuals. Yet another view is that when we descale organization we typically scale-up product definition so we have vast end to end product that is manged as one which will descale organizational complexity and portfolio management.
- Scaling concepts and structures
- Descaling - what it is, when it should be applied
- Org Key Factors and Characteristics
- What is meant by Scaling agile?
- Benefits of scaling.
- What is “descaling” an organization?
- Benefits of descaling.
- When to scale and when to descale? Learn about the key factors and how to identify org specific characteristics to assess whether scaling or descaling is more appropriate and will deliver the desired results.
Intermetidate to advanced agile practitioners, business executives and organization leaders.
schedule Submitted 2 years ago
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How do you create excited, engaged, happy, and effective teams? Start them off right by letting your engineers choose their own teams and projects! Through a proven technique called self-selection, Opower was able to turn a tribe of 40 engineers, many of whom were unexcited about continuing to work on the same old products, into six high-performing teams with engineers who were excited to embark on a new adventure, acquire new skills, and ship awesome code.
In this session we will cover the self-selection process: what it is, generating buy-in & excitement, preparing your teams, running a self-selection event, dealing with concerns throughout the process, and measuring the success of your process. This talk is for anyone who wants to create better teams including Agile Coaches, Release Train Engineers, Program Managers, individual contributors, and other organizational change leaders.