A DEFINITIVE GUIDE TO AGILE SOFTWARE DEVELOPMENT by a3 logics (read dune .txt) 📕

are aligned under “Value Streams” and structured via “Agile Release Trains (ARTs)”:

Value Streams are series of steps that an organization uses to build solutions that provide a continuous flow of value to a customer. They are used to define and realize business objectives and organize ARTs, and deliver either internal business value or end-user value

An Agile Release Train (ART) is a long-lived team of multiple agile teams and other stakeholders that develops and delivers solutions incrementally via a series of fixed-length iterations. The ART aligns teams under a common business and technology mission

The framework has a number of solution configurations which can be applied depending on the size and complexity of the delivery organization. More details about SAFe® principles and configurations can be found on the SAFe® website.

Scrum of Scrums (SOS)

 

The Scrum of Scrums technique is one that is used to scale Scrum to large groups. Typically, it consists of many smaller agile teams of 5-10 people – each with their own daily scrum

– having one member participate in a separate “scrum of scrums” with counterparts from other agile teams. These meetings have a similar structure to daily scrums, except they focus on the challenges of coordination between separate agile teams, with a corresponding backlog consisting of items to address these challenges.

 

This approach has been proven to work in large enterprise environments, resulting in faster software delivery than traditional waterfall methods.

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LeSS (Large Scale Scrum)

 

LeSS is a framework developed by Bas Vodde and Craig Larman that has been adopted in large enterprise environments. Like the Scrum of Scrums framework, it is focused on scaling scrum for large product delivery groups consisting of multiple teams. It has been demonstrated to work in a large development environment for companies like Ericsson, Cisco, and UBS.

LeSS differs from SoS in that it focuses on one product, with one Product Owner, one Product Backlog, and a single common sprint, whereas in SoS each team has its own Product Backlog.

Internal Methods

 

Many organizations are using internally created methods to scale agile. These methods may combine aspects of some of the popular scaling frameworks, but are implemented uniquely from organization to organization.

Other frameworks include Lean Management, Agile Portfolio Management (APM), Disciplined Agile Delivery (DAD), and Recipes For Agile Governance In the Enterprise (RAGE).

THE TAKEAWAY

While the implementation of agile in enterprise environments has helped organizations improve software quality, increase team productivity, better manage priorities, and increase speed to market, many companies face issues with scaling agile beyond small teams or groups of teams. Legacy systems, knowledge gaps, change resistance, and lack of managerial buy-in are just a handful of the challenges that impede wider adoption of agile methodologies.

However, scaling agile in enterprise environments is possible, as the successes of some organizations demonstrate. Key success factors like executive support, shifts in delivery and organizational mindset, consistent processes, and proper training and coaching should be areas of focus for companies that are trying to implement agile or scale their agile efforts beyond single or small teams.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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A3LOGICS

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Publication Date: 08-31-2020

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