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- Let's discuss Scaled Agile Frameworks.

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Agile at scale

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is seen as the organizational
approach to agility.

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It allows to maximize
benefits of Agile delivery

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and avoid challenges,

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similar to the ones that were experienced

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by the transformers.

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Scaled Agile implementation
change the whole company culture

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to support the value of Agile Manifesto.

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Focus on people, on business
outcomes, on being comfortable

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with iterative planning
and iterative delivery.

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It also focused on business and technology

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working together to
delight their customers,

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on prioritizing the value
delivered over reports,

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about the work being
done, those red charts.

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It focused on including
team-level collaboration

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between cross-functional teams
and many other principles,

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and this can be done
in many different ways,

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and these ways have been summarized

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in several well-known
Agile scaling framework.

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So let's review those
frameworks one by one

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and then compare them based on
the type of the organization

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that they're most suitable for.

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There are multiple Agile
scaling frameworks.

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The most popular include
Scaled Agile Framework or SAFe,

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Large-Scale Scrum or LeSS,

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Disciplined Agile Delivery, DAD,

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the Spotify Scaling Model,
Nexus, and Scrum@Scale.

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So let's briefly describe each

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of those frameworks and
compare them to each other.

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Let's start with the Scaled
Agile Framework, or SAFe,

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because it is by far the most popular

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Agile scaling framework.

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SAFe is the world leading framework

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for scaling Agile across the enterprise.

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It's used by hundreds of
world's largest companies.

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It overall sustains and
drives faster time to market,

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dramatic increase in
productivity and quality,

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and improvement in employee engagement.

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The way SAFe is designed, it has a concept

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of a scaled Agile release train.

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Agile release train, or ART,

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integrate sprints within multiple teams

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within the organization and delivers them

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to the customer in a structured way.

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SAFe also talks about other teams

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such as product, marketing, sales

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being part of our
delivery to the customer.

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The authors of SAFe, Dean
Leffingwell and Drew Jemilo,

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released SAFe in 2011.

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Their goal was to meet the changing needs

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of large organizations,

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and since conditions changed rapidly

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in those organization,
frameworks such as SAFe emerged

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since then to help businesses
improve solution delivery

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for their enterprises.

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The key settings for SAFe
include American Express, FedEx,

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Chevron, MetLife,
Lockheed Martin, PepsiCo,

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Cisco, Capital One and
many other companies.

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Now let's talk about
Large-Scale Scrum or LeSS.

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The creator of LeSS is Craig Larman.

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According to him, Large-Scale Scrum

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is a new and improved Scrum,

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and it's not Scrum at
the bottom of each team.

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Instead, it is about figuring out

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how to apply the principles,
purpose, elements

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and elegance of Scrum solution
in a large-scale context

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as simply as possible.

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Compared to SAFe,

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LeSS is very simple, it's very fast.

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If you have Scrum for one team,

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you have Scrum or Scrums
for multiple teams.

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If you have one product
owner for one team,

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then you have product owners
for multiple products.

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Like Scrum and other
truly Agile frameworks,

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LeSS is barely sufficient methodology,

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especially for high-impact reasons.

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It was invented in 2005,

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and since then, it is focusing on clients

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who applied their frameworks
for scaling Scrum,

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Lean, and Agile development.

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The key studies include
JP Morgan Chase, Ericsson,

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BMW Group, Bank of America Merrill Lynch,

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Nokia, John Deere, Alcatel,
and many other large companies.

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Now, let's talk about

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the Disciplined Agile Delivery, or DAD.

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That enables team to make
simplified process decisions

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about incremental and iterative delivery.

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It builds on many practices
invented in Agile, Lean, XP,

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and other software delivery methodologies.

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Also, it looks at the people first

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learning-oriented environment

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to make scaling easy and efficient

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at the organizational level.

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It was invented in 2012

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based on the book
"Disciplined Agile Delivery:

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A Practitioner's Guide to
Agile Software Delivery

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in the Enterprise,"

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which was written by Scott
Ambler and Mark Lines.

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DAD is a mean of moving beyond Scrum.

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It doesn't work for huge organizations,

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but it works well for
medium-sized companies.

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Since 2012, DAD has been
redefined as a toolkit.

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So it can be combined with
any other scaling framework.

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This toolkit consists of

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Lean, Scrum, Kanban, LeSS and SAFe.

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All of those elements include
techniques of modeling

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test-driven development
and other practices

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to make Scrum and Agile
successful at the company level.

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Let's take a look how
Spotify scales its agility.

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It is a unique model,

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but it takes all the Agile considerations

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into account really, really well.

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So the heart of the model is a squad.

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These are people on a squad.

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One of them could be

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a UX designer, a few of them
could be dedicated testers.

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The others could be
developers and so forth.

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All together, they create a squad.

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This is squad 1.

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A group of squads working on one product

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is called a tribe.

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Together, they produce
one specific product.

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For example, media player.

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This is a tribe.

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There are multiple tribes.

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So this is a media player tribe.

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This is the personalization
that saves all the playlists

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and allows to exchange
them, similar structure.

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Here is tribe 2.

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It has also squads.

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The number of squads could be different.

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Let us say it is a larger tribe, so it has

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six squads and so forth.

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Those teams are cross-functional.

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We show that here, there
are developers, testers,

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user experience designers,
user researchers,

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whoever is needed to deliver
functionality end to end,

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but then on a specific team,

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there could be people
of similar competency.

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On this team, there is another
user experience designer

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and here is another user
experience designer.

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So all together, they create a chapter.

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A chapter has usually its leader.

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The head of UX design for
Spotify for this specific tribe

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could be within or could
be outside of this chapter.

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This person is working
with other designers

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on defining techniques, competences,

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role expectations, tools,
and everything else

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to establish consistent

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and continuously improving UX practices

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across the whole tribe,

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and eventually scaling at
the whole company level.

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Similarly, for the testers, there will be

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lead manager for testing,

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and this person will be responsible

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for developing professional
skills, practices, tools,

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everything else that makes
those team members successful.

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Now, throughout the whole company,

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people may be interested
in different topics.

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See, this developer is
interested in Agile.

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They want to understand
what's the difference

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between Scrum and
Kanban, what is Scrumban?

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What are other methodologists
that are interested in Agile?

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This person is interested
in Agile, this person,

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and a few people here in
different roles as well.

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So all together, they create a guild.

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Guild is not confined to a specific tribe.

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These are people who either want to move

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into Agile coaching role or
this Scrum Mastering role

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or they just want to learn more about it.

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There is another guild.

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Those people are interested in DevOps

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or continuous deployment,
test-driven delivery

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and similar techniques.

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Those people create DevOps guild.

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So this way, two things are accomplished.

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First, as you can see,
you can scale this model

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anyway you want, you can
create multiple tribes.

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Each of them will be responsible

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for its own product or product feature.

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At the same time, it
empowers team members.

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Anything they're interested in,

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let us say this user experience designer

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wants to grow into quality manager.

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So this person becomes part of the guild

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to learn more about quality management

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and joins others who may
be in this role already

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or maybe they're similarly
interested and creates a guild.

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A guild may have a conference.

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It may meet on a regular basis.

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They may share experience and so forth.

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This is empowering model
and also extremely flexible,

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and the final thing I
want to mention here,

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that for each of those specific squads,

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they pick which model they want to follow.

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It could be that this person does Scrum,

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and this person does Kanban

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and this person wants to
experiment a little bit

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so they do Scrumban.

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It is up to them.

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No one tells them which
specific methodology

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they have to choose.

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Here is the Agile
scaling model at Spotify.

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Now, let's talk about Scrum@Scale.

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Scrum@Scale is a relatively new framework

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that was developed by Scrum Alliance,

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and it's a natural extension
of the Scrum framework.

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Its goal is to empower organizations

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to achieve business agility

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and deliver value to their customers.

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Within this framework, Scrum
teams operate consistently

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within "The Scrum Guide" and
also it focuses on tenets

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and principles of "The Scrum Guide,"

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as well as Agile Manifesto,

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and the products there
could be hardware, software,

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integrated systems, processes,
services, and so forth.

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Scrum@Scale enables
transformation at the divisional

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or department level and
scales it to a company.

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They call it actually a
scale-free architecture.

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Now, let us talk about the last,

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but not the least framework,
which is called Nexus.

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The Nexus model was
developed by Scrum Alliance

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and it actually is becoming
increasingly popular.

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It's a very simple framework.

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It implements Scrum@Scale
across multiple teams.

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Usually, it's applied
to three to nine teams

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that are working in a common
development environment

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on one product.

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So it focuses on incremental iteration

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and combined increment every sprint

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with minimal dependencies.

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Nexus promotes value.

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It's a scaled framework
that does not say too much

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about stakeholders or the product
that they have to deliver.

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It focuses on cross-functional teams,

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which they consider the
prerequisite of Nexus.

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They are looking at Scrum
experience and Scrum environment

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in promoting transparency,

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continuous integration,
and relentless improvement.