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By Martin Antonov And Iskra Botcheva

• Better and quicker value delivery

• Predictable costs and schedules

• Allows for change

• Transparency

• Focus on users

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• Active stakeholder participation

• Reduce feedback loop

• More collaboration, less documentation

• Use an iterative approach to plan the features

delivery

• Prepare user stories in order to capture user's

perspective

• Greater detail only for the high priority features

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• A customer-centric approach

• One Product Owner for 2 - 8 Teams

• A Scrum Master for 1 – 3 Teams

• The teams are feature teams—true cross-functional

and cross-component full-stack teams that work together in a shared code

environment

• One potentially shippable product

increment

• One Product Backlog

• A separate Sprint Backlog for each Team

• One common Sprint for the whole product 10

• Requirement Areas - division around major areas of customer concerns ( 4 – 8 teams)

• Area Product Owners - Each Requirement Area has an Area Product Owner who specializes in that

area and focuses on its Area Product Backlog

• Area Feature Teams - Area feature teams work within one Requirement Area (e.g. asset servicing),

with one Area Product Owner focusing on the items in one Area Product Backlog.

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• Originated in lean

manufacturing

• Kanban board - each column

represents a stage within the

value stream

• Work is pulled as capacity

permits

• Work in progress limit

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• Applying the Kanban principles across

the hierarchy levels

• “Parents” of one or many Kanban cards

• In progress – when a child Kanban card

on the lower level is moved to “In

Progress”

• Done – when all the children Kanban

Cards are moved to “Done”

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Team Kanban board(s) - user storiesProject/Product level – MMFs (minimal marketable features)Program level - projectsStrategy level - strategic initiatives

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Team Agility - Use a blend of Agile methods, including Scrum and Kanban. The Sprint is usually 2 weeks

long.

SAFe ART (Agile release train) - A team of Agile teams along with critical program roles including

Product Management, System Architect/Engineering, and a Release Train Engineer (RTE). They work

together continuously to optimize the full flow of value.

Program Increment (PI) - A timebox during which an ART delivers incremental value in the form of

working, tested software and systems. Usually comprises of four development Iterations, followed by one

Innovation and Planning (IP) Iteration.

Value Streams - They represent the series of steps that an organization uses to build Solutions that

provide a continuous flow of value to a customer.

Lean Portfolio Management (LPM) - Each value stream delivers a set of software and system

solutions that help the enterprise meet its business strategy, either by providing value directly to the

customer or in support of internal business processes.15

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• Team size

• Geographic distribution

• Organizational distribution

• Compliance

• Technical complexity

• Domain complexity

D I S C I P L I N E D A G I L E C O N S O R T I U M 2 0 1 7 H T T P S : / / D I S C I P L I N E D A G I L E D E L I V E R Y . C O M / A G I L I T Y - A T -S C A L E / T A C T I C A L - A G I L I T Y - A T - S C A L E / 19

How the BA could contribute in scaling

agile?

Business domain mentoring

Facilitate communication

Formalize requirements where needed

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• Development team

• Quality assurance team

• Management team

• Stakeholders

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• Schedules

• Communication

• Expertise

• Integration

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Verbal vs non-verbal

Availability

Tools

• IM

• Video conferencing

• Email

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Lack of feedback during the

communication:

• No body language

• No visual contact

Techniques:

• Asking

• Pause

• Engaging

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• Show your personality

• Make communication interesting

• Make others feel comfortable

• Be positive

• Include emotions

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