Agile Scaling

Duration

1 day

Description

Since 2001, organizations have mostly adopted Agile methods to better deal with the complexity of product development and many teams have shown the advantages of adopting Scrum and Lean[1].

Today, organizations are ready to choose Agile approaches to manage their project portfolio and plan their complex programs, but many still have a hard time scaling the benefits observed within their small autonomous teams. These organizations are facing new problems, like :

  • A long and difficult integration between the different products and services;
  • A lack of coordination between the project and/or infrastructure teams;
  • An organizational process that needs to adapt to the new Agile reality.

Because of a lack of precision in Scrum and Lean on the scaled practices, and despite a few possible solutions like "Scrum of Scrum", some organizations are forced to have Agility cohabit with the traditional mechanisms in a hybrid process.

Fortunately, thanks to continuous improvement and self-organization, others have discovered new large scale methods and strategies for multiple teams working together on developing complex products. They aim to offer governance a flexible and quick decision-making capacity, without limiting the positive effects expected from Agile methods.


[1] See the 2017 State of Agile report by Version One.

Download the syllabus

Objectives

The Agile Scaling course offers possible solutions to the multiple teams dilemma by presenting :

  • An introduction to large scale Agile approaches;
     
  • The risks, difficulties and best practices associated with implementing Agility;
     
  • The potential impacts on the different levels of the organizational process and the corporate culture;
     
  • An introduction to project portfolio management by Value Stream.

Pedagogical Approach

Through discussions, workshops and presentations of the best-known models on the market, participants will experiment and debate of different techniques, methods and approaches as well as beneficiate from concrete learning that they will be able to apply in their organizational context.

Target Audience

  • Business and IT managers;
  • Members and people in charge of the Project Management Office;
  • Projects and Programs managers;
  • Scrum Masters;
  • Product Owners;
  • Architects;
  • Development managers.

The course is less adapted to members of Scrum development teams.
 

Prerequisites

Having good knowledge and/or experience with Agile methods (with one or several teams).
 

Content

What is an Agile organization?

  • Vision of the Agile organization: definition, benefits and strategy;
  • Overview of Scrum, Agile Lean (e.g. Scrumban and Kanban) and DevOps;
  • Issues and possible myths associated with organizational Agility.

What is large scale Agility?

  • Maximization of performance for a large team (more than nine members);
  • Growth strategies for multiple teams; 
    • Functional Strategy (Feature Team);
    • Component Strategy (Component Team);
  • “Meddlers” workshop: team growth simulation;
  • Possible impacts on work organization.

Presentation of multiple teams models:

  • Nexus (by Scrum.org and Ken Schwaber, formerly “Scrum of Scrum”);
  • LeSS (Large Scale Scrum by Craig Larman);
  • SAFe (Scaled Agile Framework by Dean Leffingwell);
  • DAD (Disciplined Agile Delivery by Scott Ambler);
  • Case Study: Spotify.

Agile portfolio management

  • Planning according to a Value Stream and monitoring by acquired value;
  • Practice of the Minimum Viable Product (MVP);
  • Impacts on classic portfolio management.

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