Scaling Agile: An Executive Guide

This content is syndicated from [email protected]: Strategies for Scaling Agile Software Development by ScottAmbler. To view the original post in full, click here.

My new paper Scaling Agile: An Executive Guide is now available.  As the title suggests the paper overviews how to scale agile strategies to meet your organization's unique needs. 

The executive summary:
Agile software development is a highly collaborative, quality-focused approach to software and systems delivery, which emphasizes potentially shippable working solutions produced at regular intervals for review and course correction. Built upon the shoulders of iterative development techniques, and standing in stark contrast to traditional serial or sequential software engineering methods, agile software delivery techniques hold such promise that IBM has begun to adopt agile processes throughout its Software Group, an organization with over 25,000 developers. But how can practices originally designed for small teams (10-12) be "scaled up" for significantly larger operations? The answer is what IBM calls "[email protected]"

There are two primary aspects of scaling agile techniques that you need to consider. First is scaling agile techniques at the project level to address the unique challenges individual project teams face. This is the focus of the Agile Scaling Model (ASM). Second is scaling your agile strategy across your entire IT department, as appropriate. It is fairly straightforward to apply agile on a handful of projects, but it can be very difficult to evolve your organizational culture and structure to fully adopt the agile way of working.

The Agile Scaling Model (ASM) defines a roadmap for effective adoption and tailoring of agile strategies to meet the unique challenges faced by a software and systems delivery team. Teams must first adopt a disciplined delivery lifecycle that scales mainstream agile construction techniques to address the full delivery process, from project initiation to deployment into production. Then teams must determine which agile scaling factors -- team size, geographical distribution, regulatory compliance, domain complexity, organizational distribution, technical complexity, organizational complexity, or enterprise discipline, if any --- are applicable to a project team and then tailor their adopted strategies accordingly to address their specific range of complexities.

When scaling agile strategies across your entire IT organization you must effectively address five strategic categories --- the Five Ps of IT: People, principles, practices, process, and products (i.e., technology and tooling). Depending on your organizational environment the level of focus on each area will vary. What we are finding within many organizations, including IBM, is that the primary gating factor for scaling agile across your entire organization is your organization's ability to absorb change.

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