Enterprise development organizations are increasingly embracing agile as a concept, if not entirely in practice. That’s because adopting and scaling agile methodologies for large, complex enterprise software projects can seem daunting. Larry Ayres shares some tips for scaling agile development for enterprise software.
In the 2010 article, ThoughtWorks consultant Tiffany Lentz pens the speech a successful CIO might write ten years hence in 2010. She talks about the ways that agile principles had become the norm in development and spread beyond software teams in into IT and corporate planning and project execution.
Scott Ambler is chief methodologist for IT with IBM Rational. Heather Shanholtzer recently had the opportunity to talk to Scott about scaling agile for enterprise organizations, how agile affects leadership and requirements on large teams, and his Disciplined Agile Delivery framework.
Arlen Bankston, vice president of LitheSpeed, LLC, is a Lean Six Sigma Master Black Belt and Certified ScrumMaster Trainer. Heather Shanholtzer recently talked to Arlen about what it takes to apply agile at the enterprise level and the challenges he faces when team members aren’t collocated.
Many organizations have achieved agility at the team level only to be unable to achieve it across teams. The Scaled Agile Framework (SAFe) provides both a vision and method for how to achieve this. SAFe is the first documented framework that can be used to scale agile throughout...
Tired of the claims that Scrum, XP, and kanban don’t scale beyond a few teams? Overwhelmed by management’s resistance to the organizational changes needed to really follow agile principles? Concerned with the lack of proven practices required to scale agile methods to the next level?
Come hear the story of how a business unit at one of the world's largest networking companies transitioned to Scrum in eighteen months. The good-more than forty teams in one part of the company moved quickly and are going gangbusters. The bad-an adjacent part failed in its transition. The ugly-if you're in a large company with globally distributed teams, it's not hard to torpedo Scrum adoption. Steve Spearman and Heather Gray describe Scrum adoption challenges for a multi-million line, monolithic system developed across multiple locations worldwide. They share the techniques and tools that helped them implement Scrum in just two project cycles and the reasons part of the company failed to make the leap.
The transition from waterfall-based software development to an agile, iterative model carries with it well-known challenges and problems-entrenched cultures, skill gaps, and organizational change management. For a large, globally distributed software development organization, an entirely different set of practical challenges comes with scaling agile practices. Last year the Dell Enterprise Solutions Group applied agile practices to more than forty projects ranging from a collocated single team project to projects that consisted of fifteen Scrum teams located across the US and India. Geoff Meyer and Brian Plunkett explain how Dell mined these real-life projects for their empirical value and adapted their agile practices into a flexible planning model that addresses the project complexities of staffing, scale, interdependency, and waterfall intersection.
Geoffrey Meyer, Dell Inc. l Enterprise Product Group