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I previously posted a question [link] on programmers.stackexchange.com asking when it makes sense to adopt an existing enterprise scale agile framework and when it makes sense to allow your own enterprise scale agile framework to emerge (e.g. through trial and error).

This question takes the previous question a step further and asks for the factors that are important for success when you have decided to go down the route of letting your enterprise scale agile framework emerge?

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    I think this is a question that really can only be answered in a post mortem... Commented Jun 16, 2014 at 18:56
  • @closers - I believe the comprehensiveness and conciseness of the answer shows that the question is not too broad.
    – Chris Snow
    Commented Jul 11, 2014 at 22:04

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When discussing the question above with practitioners from the scaledagile.com, the following questions were raised:

  • Are we achieving the business results with our existing processes?
  • Is the business satisfied with our time to market?
  • Do we have the time, resources and skills to document the emerging process? If we don’t document the new processes, how will this knowledge be institutionalized?
  • How long is the company willing to wait for the scaling agile practices to emerge?
  • What is the cost of the delay?
  • How slow do we want to wait for this process to emerge?
  • Do we have a track record of scaling?
  • Do we truly understand lean and agile practices? If we don’t, how will we know what and how to improve?
  • Do our teams have a track record of continuous improvement. If yes, why haven’t the teams already developed these scaling practices already? If no, what will change to enable this new scaling process to emerge?
  • Are the teams empowered to make process changes, re-org teams and create new roles.
  • Do the teams have a holistic view of the organization, and have the mindset to look at the big picture and make process changes that do not cause local optimization at the expense of the whole.
  • Will the teams be limited due to their thinking “We can’t change that, they won’t allow us to”, “we’ve always done it this way”, “Management will never agree to allow us to have face to face release planning meetings”, “That not our job, we just code, I can’t worry about operations”, “why do we care about those other groups, we need to get our work done faster”

These questions have helped me to understand the factors that are important to success when deciding to let your own enterprise agile framework emerge (e.g. through trial and error).

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