1. Scaling Agile@cory_foy | Cory Foy | foyc@coryfoy.comhttp://www.coryfoy.com

2. Scaling Agileis Easy.As Easy asScaling Cats.http://www.flickr.com/photos/mundoworldmonde/5621803163 3. Project 1BacklogTeam ATeam ABacklogTeam BBacklogProject 2Backlog Team BProject 3BacklogTeam CTeam CBacklog 4. Height of LineDistance from Left 5. Thanks!@cory_foy | Cory Foy | foyc@coryfoy.comhttp://www.coryfoy.com 6. Scaling Agile Agility@cory_foy | Cory Foy | foyc@coryfoy.comhttp://www.coryfoy.com 7. Scaling Agility Is Hard.Because you have to knowwhat you want. 8. CHECKLISTAgility 9. Newtonian Management Methods Work:Systems are closedChange is slowInterdependencies are lowCertainty is highVariability is lowFacilitating Organizational Change: Lessons from Complexity Science 10. SystemAgentsEmergentPatternsComplex Adaptive SystemFacilitating Organizational Change: Lessons from Complexity Science 11. Cultureis defined byExperiences 12. C2I2 HypothesisInventionImplementationCustomerCollaboratorArchitecture and Documentationdont make inventions intoimplementations 13. Formal ContainerInformal Containerhttp://www.flickr.com/photos/33695724@N07/3998201723https://www.flickr.com/photos/equinoxefr/3934157442LargeTeamMediumTeamhttp://www.flickr.com/photos/97668927@N06/14744329878Self ContainedSmallTeam 14. Different projects have differentneeds.-Alistair Cockburn 15. http://www.flickr.com/photos/torsten-w/6569346875 16. CopyfromboardScienceExperimentTelephoneCallStandardizedTestCognitively UndemandingCognitively DemandingContextEmbeddedContextReducedBICSCALP(6mo-2y)(5y-7y) 17. Agility => Change to SystemChange to System => InventionBig Goals Achieved Through Ascend/Acclimate CyclesEasy to make change look successfulwithout fundamental change happening 18. Traditional Truisms are Falsein fast-changing systems:Change Starts at the TopEfficiency Comes from ControlPrediction is PossibleFacilitating Organizational Change: Lessons from Complexity Science 19. CopyfromboardScienceExperimentTelephoneCallStandardizedTestCognitively UndemandingCognitively DemandingContextEmbeddedContextReducedBICSCALPLearn to operate past the lineor move the project behind it.Docs and Architecture wontmove you beyond the line. 20. Expect WellLessWellChangeWhat wewanted tohappenWhat wentwellWhat didntgo so wellWhat wewant totry 21. StandardScrumCognitively UndemandingNew ProcessCognitively DemandingContextEmbeddedContextReducedInspect and Adapt 22. Toyota Production System 23. StandardScrumCognitively UndemandingStandard WorkStandard ProcessNew ProcessNew ProcessCognitively DemandingContextEmbeddedContextReducedInspect and AdaptInspect and AdaptTeams canpave the road andestablish base camps(standard work)In short, teams can gothrough this, but it onlygoes faster when the orgitself improvesThese two I&Aslook similar butare very different 24. AgileExperimentationFramework 25. The processes that companies haveoptimized for execution inevitablyinterfere with the search processesneeded to discover a new businessmodelSteve Blank 26. Giving people instructions createsdependence.Giving people intent createsindependence.-David Marquet 27. StandardScrumCognitively UndemandingStandard WorkStandard ProcessNew ProcessNew ProcessCognitively DemandingContextEmbeddedContextReducedInspect and AdaptInspect and AdaptBut you cant have non-involvedparts of the orgcreating it - it must be theteams doing the transitionwork establishing campsIts this transition whereorganizational maturityincreasesby establishing a newbaseline asstandard work 28. App DBMore RAMApp DBMOAR RAM!!!App DBScalingApps 29. Team TeamMore Process/PplTeam TeamMOAR PROCESS!!!Team TeamScalingTeams 30. Project 1BacklogTeam ATeam ABacklogTeam BBacklogProject 2Backlog Team BProject 3BacklogTeam CTeam CBacklog 31. Scalability PrinciplesScalability is aboutconcurrencyDecreaseProcessing TimePartition the WorkLook at the biggerpictureDefine your goalsTest andExperimentContinuously 32. Decrease Processing TimeVisual Management Board 33. Feature TeamsDecrease Processing TimeFeatureProductIncrementCross-FunctionalLong Living 34. Work-in-Process LimitsDecrease Processing Time 35. Shorter SprintsDecrease Processing Time 36. Use VideoDecrease Processing Time 37. User StoriesPartition the WorkIndependentNegotiableValuableEstimatableSmallTestableAs a I need to get Given When Then EpicFeatureTaskLine of Sight 38. Expert TeamsPartition the WorkTaskTechnicalDeliverySingle-FunctionLong Living 39. Portfolio Management BoardPartition the WorkCapability1Capability2Capability3Backlog WIP Done 40. Product Vision StatementDefine Your Goals 41. Technical Vision StatementDefine Your GoalsDesignFront EndServicesDB 42. System Vision StatementDefine Your GoalsTeam 1Team 2Team 3Feat AFeat BFeat CTechnicalVisionBusinessVision 43. Test and Experiment ContinuouslyTechnical Product OwnerTeam 1Team 2Team 3Feat AFeat BFeat CTechnicalVisionBusinessVision 44. Test and Experiment ContinuouslyRetrospectives 45. Test and Experiment ContinuouslyKanban Framework 46. Is your goaluniformityoragility?Experts work offintuition, notdocumentation 47. Thanks!@cory_foy | Cory Foy | foyc@coryfoy.comhttp://www.coryfoy.com