Understanding the principles & frameworks for scaling agile. Best practices for implementing scaled agile. How to use Atlassian tools for agile at scale.

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Introduction Conclusion Additional Resources The basics of agile at scale Understanding the principles & frameworks for scaling agile Best practices for implementing scaled agile How to use Atlassian tools for agile at scale Why are organizations scaling agile? What is agile at scale? Where are you on your agile at scale journey? Putting the tools in the context of people, principles & practices Whether or not to use a framework 7 essential principles for practicing agile at scale An interview with Dom Price, Work Futurist at Atlassian Understand the process Assess where you are in your agile journey Define the scope for your MVP Make the pitch to leadershipand the teams Decide on areas of alignment 020405270709161920212223

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1As agile adoption has increased over the last decade, many organizations have grown with agile and are scaling agile methodologies to help them plan, deliver, and track progress across their teams. Introduction Others ˜re lookin˚ to ˜˚ile ˜s ˜ set of pr˜ctices ˜nd principles th˜t c˜n help them tr˜nsform to deliver better outcomes ˜nd execute ˜˚˜inst their str˜te˚y more quickly ˜nd effectively. But this is e˜sier s˜id th˜n done. The b˜sics of ˜˚ile ˜t sc˜le How to underst˜nd your ˜˚ile m˜turity The minimum vi˜ble principles for sc˜lin˚ ˜˚ile The ch˜n˚es required of your people to en˚˜˚e in ˜n ˜˚ile tr˜nsform˜tion Best pr˜ctices for sc˜lin˚ ˜˚ility ˜nd tips to ˚et st˜rted How Atl˜ssi˜n™s tools c˜n support ˜˚ile ˜t sc˜le In this ˜uide, you™ll le˚rn:

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2The why, what and where of scaling agility The pace of change today is so high, there are no more three or five-year plans. You need to be able to respond to change. The people that survive in this disruptive world are those that can adapt, and those that can adapt and scale at speed.fl Shayne ElliotCEO, ANZ Bank fiThe basics of agile at scale In today™s landscape, you need to maintain a high level of innovation in order to compete and succeed in your market. Over the past two decades, software development teams have proven that practicing agile methodologies lets them deliver solutions to customers faster, with more predictability, and gives them the ability to pivot based on new information. As your customers™ needs have evolved and the dynamics of the modern workforce have changed, the stakes have been raised, and you must be able to accelerate and adapt at enterprise scale. You must now: ·Adapt to constantly evolving customer demands, driven by smaller and more nimble competitors ·Not just retain customers by meeting expectations, but delight them, as the costs for switching tools continue to go down ·Provide flexible, customizable solutions that feel cohesive and unified across an ever- expanding number of digital touchpoints ·Facilitate teams of teams working together as a single entity, even when distributed across timezones and geographies ·Shift from technology as a back office cost center to a strategic enabler of the rest of the business ·Enable other teams, not just software, to become more iterative, adaptable, and innovative in how they work Why are organizations scaling agile?

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3While m˜ny or˚˜niz˜tions h˜ve implemented ˜˚ile ˜t the te˜m level, it™s difficult to re˜lize the benefits ˜cross ˜ll levels of the or˚˜niz˜tion. You m˜y h˜ve hit ˜ point in your journey where you™re ˜skin˚ questions like: In this whitep˜per, we™ll discuss how to ˜nswer these questions by le˜rnin˚ ˜bout wh˜t ˜˚ile ˜t sc˜le is, how to underst˜nd where you™re ˜t in your ˜˚ile journey, ˜nd w˜ys to ˚et st˜rted. Before we dive in, keep in mind th˜t fi˜˚ile ˜t sc˜lefl is not the end ˚o˜l. The end ˚o˜l is to effectively execute your str˜te˚y. And we think sc˜lin˚ ˜˚ile c˜n help you do just th˜t. ·Is our organization equipped to define and track the investment made vs. value delivered across teams? ·Is the work we™re delivering having a positive impact on our customers and helping us meet the company™s key objectives? ·Will scaling agile throughout all levels of the organization help us achieve our goals?

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4Teams and leaders come to me all the time and ask ‚Please make my team agile.™ My response is almost always some form of ‚Sure–but can you rephrase that without using the word agile?™ By asking this question, I can uncover what they really want. Once I have an understanding of their team™s goals and objectives, then we can discuss how to map the agile practices to support their desired outcomes. This in turn supports our company goals. We try and encapsulate this in our overall vision statement of the Intuit Agile program: Deliver world-class agility through enterprise-wide adoption of agile principles. Ian Maple Enterprise Agile Leader, Intuit fiAgile software development was the evolution of work practices beyond the traditional, linear waterfall development model. Instead of betting everything on a fibig bangfl release, an agile team delivers work in small, but consumable, batches. This results in faster time to market, quicker adaptation to customer needs and reduced risk. When applied fiat scale,fl agile ceremonies and rituals take on new contexts and there are different challenges in evolving from traditional to more agile ways of working. But the core principles are the same. Scaling agile is a complex, multidimensional topic. It involves changing people (skills and mindset), practices (rituals and habits), and tools (used with consistency and discipline) to improve collaboration and the organization™s ability to execute against its strategy. Ultimately, these changes will create greater transparency and alignment around work, and help to hard-code the values and principles of agile into the entire DNA of an organization. The road to enterprise agility can be treacherous, but the journey is worth it. What is agile at scale? Atlassian defines agile at scale as: The ability to drive agile at the team level, while applying the same sustainable principles, practices, and outcomes at other layers of the organization. For example: If agile teams do pre-sprint planning three days before a sprint begins, then I will want to do pre-quarter planning 2-3 weeks before the start of the quarter to ensure a properly prepared backlog across a team of agile teams. Describe your goals CHALLENGEwithout using the word ‚agile™.

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6As you can see in the agile maturity model on the previous page, we™ve shown a progression of scaling agileŠbut it™s not always a linear path. There™s also no one right way to scale agile. Agile may grow from pockets of one or more innovative teams to a broader software development organization. It can emerge as IT and software development begin to collaborate more closely and spread from there. And, in some cases, organizations will tackle aligning their entire company at once, with business and technology teams leading the charge together. At the same time, respect and acknowledge that you should start where you are. You can™t jump from a sit to a fly stage overnightŒthe work needs to be done at the team level first to ensure that you maintain agility as you scale. Your scaling journey won™t be linear There is an assumption that if a large number of teams are all sprinting on the same cadence that the organization has increased agile maturity. In reality, this is often completely false. We see lots of teams working together and possibly producing fistuff,fl but if we look at outcomes, they still struggle to deliver value faster. Agile maturity should be about improving outcomes at scale, not about lots of teams and large scale coordination across teams. Beware of the fibig bangfl agile transformation

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7Although the different agile at scale frameworks address needs in different ways, they have common core requirements across each of them. You can either choose to adopt a framework, which can help provide structure for your transformation, or you can attempt it on your own by addressing the core requirements. There are a number of popular frameworks that exist in the market today. To make it easier, we™ve consolidated the frameworks into this reference guide. When reviewing these frameworks, notice they are more similar than different when it comes to addressing the core requirements for scaling agile. The differences lie in exactly how they prescribe to achieve each of the areas of focus, or each row. For example, every framework takes into consideration long term planning and strategy, it™s how they do it that is slightly different. While there is no one-size-fits-˚ll solution, sc˚lin˜ ˚˜ile requires structure, includin˜: Shared ways of engaging other teams Shared and agreed-to language Alignment between behaviors, practices & tools Evolving customization of a framework Is your organization set up for agility? Understanding the principles & frameworks for scaling agile With so many factors influencing modern software development and a large number of process, team, and cultural changes required to master agility at scale, frameworks like SAFe, LeSS, Spotify, and others have become popular tools for organizations on this journey. Scaled agile frameworks can provide helpful reference points for getting started, particularly if your organization is in the earlier stages of agile adoption. But are frameworks anti-agile? Frameworks look process-heavy, and isn™t the agile movement about fiindividuals and interactions over processes and toolsfl? While it™s true that a framework, when applied without thought or intent, can add unnecessary process, there are still benefits to codifying shared rituals, common roles, and guiding principles for scaling agile in your organization, especially when the organization is new to agile ways of working. The frameworks provide guidance to help your teams get from A to ZŠfrom team-level pockets of agile practices to complete enterprise-wide agility. Whether or not to use a framework

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SAFe (Scaled Agile Framework) LeSS (Large Scale Scrum) & LeSS Huge Processes: Defined and prescribed Defined with recommendations Not clearly defined DA (Disciplined Agile) Scrum @Scale SpotifyMulti agile teams Team of Teams PM/POScrum Master/Agile Coach Release Engineer/Group Manager Agile practice (scrum, kanban,etc.) DemoRetros Customer driven/value focused Dependency managementStrategy transparency Portfolio management Release on demand Risk Management DevOps Long term planning and strategy Scrum Master/ Agile Coach Release Engineer/ Group Manager Agile practice (scrum, kanban, etc.) Customer driven/ value focused Agile Release Train (ART) Scrum ofScrumsArea Tribes Understanding the difference between frameworks for scaling agile RITUALS AND PROCESSES FRAMEWORKS

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9Asking someone to serve as both the software developer and their own Scrum Master or Product Owner is a lot like asking them to fibe their own boss.fl That may work for some, but it doesn™t work for most. Specialized roles help hold teams accountable, assist in removing process blockers, and improve the overall efficiency of the organization. It™s very difficult to need help while being asked to provide the help needed. 7 essential principles for practicing agile at scale As we ex˜mined the fr˜meworks used to help comp˜nies like yours brin˚ ˜n ˜˚ile ˜t sc˜le ˜ppro˜ch to softw˜re development, we reco˚nized seven essenti˜l principles common ˜cross most of the fr˜meworks. We encour˜˚e you to t˜ke ˜ look ˜t e˜ch of the fr˜meworks ˜nd find the one th˜t ˜ppe˜ls to your comp˜ny™s culture the most. However, there is no fr˜mework th˜t™ll help your comp˜ny sc˜le ˜˚ile unless you™re re˜dy to reco˚nize ˜nd ˜ddress these 7 essenti˜l principles. As you re˜d throu˚h this, we encour˜˚e you to re˜lly reflect ˜nd ˜sk whether the box on the left (˚ood ˜˚ile ˜t sc˜le) or the box on the ri˚ht (b˜d ˜˚ile ˜t sc˜le) sounds most like your or˚˜niz˜tion. However you decided to or˚˜nize your te˜ms, you h˜ve some structure to the te˜ms with defined roles (such ˜s PM/ PO/Scrum M˜ster/A˚ile Co˜ch) th˜t helps ˜cceler˜te your tr˜nsform˜tion. You h˜ve someone who represents your sc˜led ˜˚ile process (such ˜s ˜ Scrum M˜ster or A˚ile Co˜ch) ˜s well ˜s someone th˜t represents the Customer, Product, ˜nd Business (such ˜s ˜ Product Owner). Whether this is one for e˜ch te˜m, or ˜ sh˜red resource, is up to wh˜tever works best for your or˚˜niz˜tion. Individu˜ls ˜re ˜sked to continue doin˚ their re˚ul˜r jobs, ˜nd t˜ke on ˜ddition˜l responsibilities for sc˜lin˚ ˜˚ile. You™ve ˜sked ˜n en˚ineer on e˜ch te˜m to serve ˜s the te˜m™s Scrum M˜ster. This l˜ck of division of responsibilities ˜nd l˜bor h˜s le˜d to burnout ˜nd ˜ f˜lse sense of bein˚ fi˜˚ile.fl Your represent˜tion of the customer is ˜ le˜der dem˜ndin˚ new fe˜tures ˜nd your b˜cklo˚ is the support ticket queue prioritized by which comp˜ny is p˜yin˚ the most money. 1. Defined roles and organizational structure changes

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