The goal of this set of learning objectives is to provide some sound patterns for scaling agile product development beyond a single team. This is an intermediate class covering some more in-depth concepts around agile product development. It is agnostic and, thus, is not specific to any particular agile scaling framework. Instead, it aims to be principles-based and, therefore, applicable to many agile scaling frameworks and multiple organizational contexts.
The course can be taught in multiple formats, and we encourage educators to create an offering that is most suited to their client’s needs.. It can be a live instructor-led class, self-paced online, or hybrid. It is up to educators to ensure that the learning objectives are met by every student. In order to maintain quality, we will gather feedback from every student. Suggested learning time, 16 hours.
This class may be designed and delivered by any approved educator holding the E-BAC or P-BAC credential.
A sound overview of Agile product development is advised. Hands-on experience, and/or one of the following courses are recommended; BAA Agile Fundamentals, BAA Scrum Fundamentals, or a similar training from a reputable organization.
These learning objectives were created by Karim Harbott and Sohrab Salimi for the Business Agility Association. This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/4.0/.
1 – The Context for Scaling Agile
The intent of this learning objective is to explore the requirements for, and implications of, scaling agile development.
- Evaluate at least three reasons organizations seek to scale agile development.
- Explain at least 3 pros and cons of scaling agile development.
- Discuss the values and principles of the Manifesto for Agile Software Development and its applicability when working in a multi-team environment.
- Outline at least three challenges encountered in agile development when moving beyond a single-team environment.
2 – Structuring Teams
The intent of this learning objective is to compare and contrast different team structures and their pros and cons.
- Explain how the nature of the work and levels of uncertainty and volatility influences the choice of team structures.
- Evaluate at least two different team structures relating to multi-team agile development.
- Explain the benefits of communities of practice and describe how they can be used to increase alignment across disciplines.
- Compare and contrast a functional- and ‘value stream’-based organizational structure and list at least two pros and cons of each.
- Appraise at least three definitions of ‘product’, and related organizational structures.
3 – Roles and Responsibilities at Scale
The intent of this learning objective is to define how the roles on a typical agile team can evolve to support a multiple-team context.
- Evaluate three options for product management in a multiple-team agile environment.
- Explain two ways that the Scrum Master and/or Agile Coach role may change in a multiple-team agile environment.
- Outline how team roles may change to support inter-team alignment and collaboration.
- Evaluate the need for supporting roles in a multiple-team agile development, and describe at least one example.
- Explain how leaders and managers can support a multiple-team development system.
- Compare at least two approaches for functional leadership and line management in a multiple-team agile environment.
4 – Coordination & Collaboration at Scale
The intent of this learning objective is to explore options for multi-team collaboration throughout the iteration..
- Explain the benefits of removing inter-team dependencies and describe at least three ways to do so.
- Outline at least three techniques for managing inter-team dependencies.
- Explain how iterations, and the regular agile meetings can be used for increased coordination & collaboration between teams.
- Explain how a focus on technical excellence could support inter-team collaboration and enhance overall agility.
5 – Planning & Stakeholder Engagement at Scale
The intent of this learning objective is to outline how organizations could undertake planning and forecasting at scale, and engage a variety of stakeholders during the development process to ensure alignment and manage expectations.
- Outline at least two techniques for planning an iteration in a multi-team context.
- Outline at least two techniques for planning beyond a single iteration in a multi-team context.
- Describe at least three techniques for engaging and managing internal and external stakeholders in a multiple-team agile development.
6 – The Organizational Context
The intent of this learning objective is to align on the importance of leadership taking a systemic approach to enabling agility across the wider organization.
- Outline the importance of culture and how that can impact the effectiveness of multiple-team agile development.
- Outline at least three key mindset shifts required for leaders and managers need to make to become effective agile leaders.
- Explain at least three ways in which governance policies may need to change to support multiple-team agile development.
- Demonstrate at least one technique for taking a systemic approach to improving the value delivery system.
7 – Implementing Agile at Scale
The intent of this learning objective is to describe some patterns for how organizations can begin to scale agility from one to multiple teams.
- Compare and contrast an evolutionary and revolutionary approach to organizational change, and explain the pros and cons of each.
- Outline at least one change management approach that is aligned with agile principles.
- Compare and contrast at least two established frameworks for scaling agile development.
- Evaluate at least one case study of a multiple-team agile implementation.
- List at least five initial steps an organization should undertake before implementing agile in a multiple-team context.
- Demonstrate at least one tool for taking an empirical and systemic approach to leading complex change.