22
Explain The Problem, See if it Resonates
Explore How We Solved for the Problem, Assess if it’s Generally Applicable
Walk Through Two Case-Studies
AGENDA
33
Explain The Problem, See if it Resonates
Explore How We Solved for the Problem, Assess if it’s Generally Applicable
Walk Through Two Case-Studies
AGENDA
44
Explain The Problem, See if it Resonates
Explore How We Solved for the Problem, Assess if it’s Generally Applicable
Walk Through Two Case-Studies
AGENDA
55
Explain The Problem, See if it Resonates
Explore How We Solved for the Problem, Assess if it’s Generally Applicable
Walk Through Two Case-Studies
AGENDA
NON-IT PROJECT THAT IS STRUGGLING //
Client #1 Hotel chain going through a major rebranding effort including
refurbishing all locations
Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items
Heard about Agile and think it might be right for them. Want to adopt Scrum.
NON-IT PROJECT THAT IS STRUGGLING //
Client #1 Hotel chain going through a major rebranding effort including
refurbishing all locations
Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items
Heard about Agile and think it might be right for them. Want to adopt Scrum.
NON-IT PROJECT THAT IS STRUGGLING //
Client #1 Hotel chain going through a major rebranding effort including
refurbishing all locations
Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items
Heard about Agile and think it might be right for them. Want to adopt Scrum.
NON-IT PROJECT THAT IS STRUGGLING //
Client #1 Hotel chain going through a major rebranding effort including
refurbishing all locations
Client #2 Fast food restaurant working through the development of kitchen fryers, drive through optimization, and new product development of menu items
Heard about Agile and think it might be right for them. Want to adopt Scrum.
1111
GOING AGILE?
A L I S T A I R C O C K B U R N‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction.
Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products).
We selected 4 values, or ways of centering ourselves in the world while working.
We chose the four values that ended up in the Agile Manifesto (paraphrase)
There is no more to “agile software development” than that.
T H E A G I L E M A N I F E S T O
• People and Interactions over Processes and Tools
• Working Software over Comprehensive Documentation
• Customer Collaboration over Contract Negotiation
• Responding to Change over Following a Plan
1212
GOING AGILE?
A L I S T A I R C O C K B U R N‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction.
Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products).
We selected 4 values, or ways of centering ourselves in the world while working.
We chose the four values that ended up in the Agile Manifesto (paraphrase)
There is no more to “agile software development” than that.
T H E A G I L E M A N I F E S T O
• People and Interactions over Processes and Tools
• Working Software over Comprehensive Documentation
• Customer Collaboration over Contract Negotiation
• Responding to Change over Following a Plan
1313
GOING AGILE?
A L I S T A I R C O C K B U R N‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction.
Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products).
We selected 4 values, or ways of centering ourselves in the world while working.
We chose the four values that ended up in the Agile Manifesto (paraphrase)
There is no more to “agile software development” than that.
T H E A G I L E M A N I F E S T O
• People and Interactions over Processes and Tools
• Working Software over Comprehensive Documentation
• Customer Collaboration over Contract Negotiation
• Responding to Change over Following a Plan
1414
GOING AGILE?
A L I S T A I R C O C K B U R N‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction.
Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products).
We selected 4 values, or ways of centering ourselves in the world while working.
We chose the four values that ended up in the Agile Manifesto (paraphrase)
There is no more to “agile software development” than that.
T H E A G I L E M A N I F E S T O
• People and Interactions over Processes and Tools
• Working Software over Comprehensive Documentation
• Customer Collaboration over Contract Negotiation
• Responding to Change over Following a Plan
1515
GOING AGILE?
A L I S T A I R C O C K B U R N‘Agile’ is an ordinary word in English, it means “able to move quickly and easily”, with an emphasis on changing direction.
Once we had the word in place, we had to decide what it meant to us for the purpose of writing software (and more generally, of designing products).
We selected 4 values, or ways of centering ourselves in the world while working.
We chose the four values that ended up in the Agile Manifesto (paraphrase)
There is no more to “agile software development” than that.
T H E A G I L E M A N I F E S T O
• People and Interactions over Processes and Tools
• Working Software over Comprehensive Documentation
• Customer Collaboration over Contract Negotiation
• Responding to Change over Following a Plan
1616
GOING SCRUM?
S C R U M F R A M E W O R K ?
• Roles – Product Owner, Scrum Master, and Team
• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint Backlog, Product Increment
S C A L E D S C R U M ?
• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains
• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination
• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling
• Nexus – Emergent Process Design
1717
GOING SCRUM?
S C R U M F R A M E W O R K ?
• Roles – Product Owner, Scrum Master, and Team
• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint Backlog, Product Increment
S C A L E D S C R U M ?
• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains
• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination
• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling
• Nexus – Emergent Process Design
1818
GOING SCRUM?
S C R U M F R A M E W O R K ?
• Roles – Product Owner, Scrum Master, and Team
• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint Backlog, Product Increment
S C A L E D S C R U M ?
• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains
• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination
• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling
• Nexus – Emergent Process Design
1919
GOING SCRUM?
S C R U M F R A M E W O R K ?
• Roles – Product Owner, Scrum Master, and Team
• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint Backlog, Product Increment
S C A L E D S C R U M ?
• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains
• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination
• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling
• Nexus – Emergent Process Design
2020
GOING SCRUM?
S C R U M F R A M E W O R K ?
• Roles – Product Owner, Scrum Master, and Team
• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint Backlog, Product Increment
S C A L E D S C R U M ?
• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains
• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination
• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling
• Nexus – Emergent Process Design
2121
GOING SCRUM?
S C R U M F R A M E W O R K ?
• Roles – Product Owner, Scrum Master, and Team
• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint Backlog, Product Increment
S C A L E D S C R U M ?
• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains
• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination
• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling
• Nexus – Emergent Process Design
2222
GOING SCRUM?
S C R U M F R A M E W O R K ?
• Roles – Product Owner, Scrum Master, and Team
• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint Backlog, Product Increment
S C A L E D S C R U M ?
• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains
• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination
• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling
• Nexus – Emergent Process Design
2323
GOING SCRUM?
S C R U M F R A M E W O R K ?
• Roles – Product Owner, Scrum Master, and Team
• Ceremonies – Sprint Planning, Daily Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint Backlog, Product Increment
S C A L E D S C R U M ?
• SAFe – Encapsulated Value Streams, Big Room Planning, Release Trains
• LeSS – Encapsulated Teams, Continuous Delivery, Low Coordination
• DAD – RUP Based Flow, Focus on Engineering Discipline/Modelling
• Nexus – Emergent Process Design
29
WHAT DO I MEAN?
• INVEST• CCC• Small enough for the
team to develop in a day or so
BACKLOGS TEAMS WORKING TESTED SOFTWARE
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects• No technical debt
30
WHAT DO I MEAN?
• INVEST• CCC• Small enough for the
team to develop in a day or so
BACKLOGS TEAMS WORKING TESTED SOFTWARE
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects• No technical debt
31
WHAT DO I MEAN?
• INVEST• CCC• Small enough for the
team to develop in a day or so
BACKLOGS TEAMS WORKING TESTED SOFTWARE
• Everything and everyone necessary to deliver
• Meets acceptance criteria
• No known defects• No technical debt
3333
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
3434
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
3535
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
3636
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
3737
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
3838
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
3939
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
4040
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
4141
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
4242
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
4343
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
4444
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
4545
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
4646
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
4747
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
4848
KEY CONSIDERATIONS
O P P O R T U N I T I E S
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
C H A L L E N G E S
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates
THE CHALLENGE //
Create a system of delivery that allows
us some of the benefits of agile- while
respecting the necessary constraints of
the organization around us.
THE CHALLENGE //
Create a system of delivery that allows
us some of the benefits of agile- while
respecting the necessary constraints of
the organization around us.
KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.
Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.
Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.
Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.
Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.
Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which decisions and trade-offs are made. Top-level plans can be flow based or schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan driven models. Deliverables are measured and assessed against near term milestones.
Feedback loops link the various levels of planning to provide feedback against Portfolio objectives.
6262
Activities
Scrum
Execution
Ideate MakeReady Build Operate
Program
and
Planning
Decisions
Kanban
Portfolio
Constraints
Gantt
Make Ready Build
AcceptedReady DoneInProgress
NotStarted
AcceptedReady DoneInProgress
NotStarted
Build
Measure
Learn
PLAN-BASED GOVERNANCE
Property
Operators
CaseGoods
Marketing
Feedback
Feedback
6464
Activities
Scrum
Execution
MeasurableProgress
Ideate MakeReady Build Operate
Program
and
Planning
Decisions
Kanban
Portfolio
Budget/Investments
Launch
Kanban
Make Ready Build
AcceptedReady DoneInProgress
MakeReady Build
ValidatePrototypeImagineUnderstandProjectWorkIntake
NotStarted
AcceptedReady DoneInProgress
NotStarted
Done
ContinuePivot
Measure,Learn
Build
Measure
Learn
FLOW-BASED GOVERNANCE
Kill
Feedback
Feedback