Manifesto for Scaling Agility

67 %
33 %
Information about Manifesto for Scaling Agility

Published on June 12, 2019

Author: DaneWeber

Source: slideshare.net

1. Manifesto for Scaling Agility Dane Weber

2. Dane Weber Nicole Spence-Goon Jaap Dekkinga Andrew Jarding Paul Boos Trent Hone

3. Scaling Happens Let’s form a shared vision for what we’re trying to achieve. https://scalingmanifesto.org

4. Scaling Happens Let’s form a shared vision for what we’re trying to achieve. https://scalingmanifesto.org

5. Agility at scale Agility at scale is the ability of multiple teams to effectively achieve a common purpose within highly dynamic environments.

6. Efficiency vs. Agility

7. Up and Out Agile “scaling” may involve: Scaling out: introducing Agile to multiple teams, regardless of their interrelationships and connections. Scaling up: adding more people or more teams to an existing effort (involving one or more interrelated products).

8. Elephant in the room There are scaling approaches – SAFe, LeSS, Scrum@Scale, Kanban, Nexus, etc. – these approaches have to be adapted to context to be successful. The Scaling Manifesto contains recommendations for doing that, regardless of framework or methodology.

9. Enhancing the Agile Manifesto The scaling manifesto values and principles are meant to enhance, not replace, the original Manifesto for Agile Software Development, but are applicable to all creative work, not just software development.

10. We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Agile Manifesto Individuals and interactions over​ Process and tools​ Working software over​ Comprehensive documentation​ Customer collaboration over​ Contract negotiation​ Responding to change over​ Following a plan​ We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

11. We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Agile Manifesto Individuals and interactions over​ Process and tools​ Working software over​ Comprehensive documentation​ Customer collaboration over​ Contract negotiation​ Responding to change over​ Following a plan​ We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

12. We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Agile Manifesto Individuals and interactions over​ Process and tools​ Working software over​ Comprehensive documentation​ Customer collaboration over​ Contract negotiation​ Responding to change over​ Following a plan​ We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

13. Scaling Agility Manifesto In our work to help organizations become more agile, we have come to value: Shared vision​ over​ Aligned processes Organic growth​ over​ Pre-defined structure High performing organization​ over​ High performing teams Team-empowered responsibility​ over​ Organizational policies

14. Scaling Agility Manifesto In our work to help organizations become more agile, we have come to value: Shared vision​ over​ Aligned processes

15. Shared vision over aligned processes

16. Shared vision over aligned processes Your thoughts • Where have you seen this value in action? • What value do you see in aligned processes? • Who could benefit from this value? • Who might challenge it? • What pitfalls have you observed related to this value?

17. Shared vision over aligned processes Agile Manifesto Individuals & interactions over processes & tools Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

18. Shared vision over aligned processes No way! I’ll fight against this. I see major problems. I have reservations. Okay, but not great. I like it and am on board. I love this and will champion it! Do you support this value?

19. Scaling Agility Manifesto In our work to help organizations become more agile, we have come to value: Organic growth​ over​ Pre-defined structure

20. Organic growth over pre-defined structure

21. Organic growth over pre-defined structure Your thoughts • Where have you seen this value in action? • What value do you see in pre- defined structure? • Who could benefit from this value? • Who might challenge it? • What pitfalls have you observed related to this value?

22. Organic growth over pre-defined structure Agile Manifesto Responding to change over following a plan The best architectures, requirements, and designs emerge from self-organizing teams.

23. Organic growth over pre-defined structure No way! I’ll fight against this. I see major problems. I have reservations. Okay, but not great. I like it and am on board. I love this and will champion it! Do you support this value?

24. Scaling Agility Manifesto In our work to help organizations become more agile, we have come to value: High performing organization​ over​ High performing teams

25. High performing organization over high performing teams

26. High performing organization over high performing teamsYour thoughts • Where have you seen this value in action? • What value do you see in high performing teams? • Who could benefit from this value? • Who might challenge it? • What pitfalls have you observed related to this value?

27. High performing organization over high performing teams Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Business people and developers must work together daily throughout the project.

28. No way! I’ll fight against this. I see major problems. I have reservations. Okay, but not great. I like it and am on board. I love this and will champion it! Do you support this value? High performing organization over high performing teams

29. Scaling Agility Manifesto In our work to help organizations become more agile, we have come to value: Team-empowered responsibility​ over​ Organizational policies

30. Team- empowered responsibility over organizational policies

31. Team- empowered responsibility over organizational policies Your thoughts • Where have you seen this value in action? • What value do you see in organizational policies? • Who could benefit from this value? • Who might challenge it? • What pitfalls have you observed related to this value?

32. Team-empowered responsibility over organizational policies Agile Manifesto Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

33. No way! I’ll fight against this. I see major problems. I have reservations. Okay, but not great. I like it and am on board. I love this and will champion it! Do you support this value? Team-empowered responsibility over organizational policies

34. Scaling Agility Manifesto In our work to help organizations become more agile, we have come to value: Shared vision​ over​ Aligned processes Organic growth​ over​ Pre-defined structure High performing organization​ over​ High performing teams Team-empowered responsibility​ over​ Organizational policies

35. Additional information for later review https://scalingmanifesto.org/

36. Supporting principles for agility at scale 1. If you can achieve your goals with a single team, do not scale. Employ the minimum number of people required to meet your strategic outcomes. 2. If you have a single team and it cannot deliver effectively using Agile principles and practices, do not scale. Succeed with a single team first. 3. Respect and trust your people; foster a climate of open, honest, rapid, and empathetic communication. 4. Continuously improve across all levels and maintain focus on the whole; prioritize collective high performance over the performance of any individual team. 5. Keep teams and their work loosely coupled to preserve flexibility; minimize handoffs and dependencies with cross- functional teams and clearly decomposed work. 6. Radiate information between and among teams to develop shared understanding and promote asynchronous communication; create visibility across the entire work system. 7. Aim for a minimally viable bureaucracy and nothing more; effective and repeatable practices, policies, and procedures will emerge as you scale. 8. Decentralize decision-making; push authority to teams so that they can quickly take advantage of emerging opportunities. 9. Prioritize experimentation for each individual team over conformity across the organization. Celebrate the learning that comes from experimentation—successes and failures—across all teams. 10. Ensure each team is working towards the shared vision and delivering real value regularly and consistently. Demonstrate progress with frequent validations by stakeholders.

37. Scaling Happens Let’s form a shared vision for what we’re trying to achieve. https://scalingmanifesto.org

38. excella.com | @excellaco

39. Wow! We’re done early!

40. Supporting principles for agility at scale 1. If you can achieve your goals with a single team, do not scale. Employ the minimum number of people required to meet your strategic outcomes.

41. Supporting principles for agility at scale 2. If you have a single team and it cannot deliver effectively using Agile principles and practices, do not scale. Succeed with a single team first.

42. Supporting principles for agility at scale 3. Respect and trust your people; foster a climate of open, honest, rapid, and empathetic communication.

43. Supporting principles for agility at scale 4. Continuously reflect and improve across all levels and maintain focus on the whole; prioritize collective high performance over the performance of any individual team.

44. Supporting principles for agility at scale 5. Keep teams and their work loosely coupled to preserve flexibility; minimize handoffs and dependencies with cross-functional teams and clearly decomposed work.

45. Supporting principles for agility at scale 6. Radiate information between and among teams to develop shared understanding and promote asynchronous communication; create visibility across the entire work system.

46. Supporting principles for agility at scale 7. Aim for a minimally viable bureaucracy and nothing more; effective and repeatable practices, policies, and procedures will emerge as you scale.

47. Supporting principles for agility at scale 8. Decentralize decision-making; push authority to teams so that they can quickly take advantage of emerging opportunities.

48. Supporting principles for agility at scale 9. Prioritize experimentation for each individual team over conformity across the organization. Celebrate the learning that comes from experimentation—successes and failures—across all teams.

49. Supporting principles for agility at scale 10. Ensure each team is working towards the shared vision and delivering real value regularly and consistently. Demonstrate progress with frequent validations by stakeholders.

50. excella.com | @excellaco

Add a comment