On Scaling

I occasionally talk and work with people who ask me “the scaling question.” Usually, they’ve either already committed to a particular framework or are about to commit. I offer the following questions for anyone in that situation:

  • What are we wanting to scale? What do we mean by “scaling” in our context?
  • Where do we need coordination, and where do we simply need enablement or competency development?
  • What is the health of the things we intend to scale?
  • What kind of culture do we have, and what scaling approach is appropriate?
  • What outcomes do we hope to achieve with a scaling program?
  • Do we need a framework? Why?
  • If we are considering a particular framework, what about that particular framework makes us think it will help us achieve the outcomes we identified?
  • Have we tried (or are trying) a framework? If so, how do we know if it’s working?
  • How much disruption are we willing to tolerate by using a framework?
  • What are the thresholds for indicating whether we should course correct?
  • How important is cost?
  • Given staffing considerations (budget, availability of certain roles), what different models might be more appropriate?
  • What do the people currently doing the work think? What ideas do they have? Have we involved them in this conversation?
  • Might we achieve the results we seek with “scaling” simply by reducing the amount of work in progress in our system? Are we even able to currently visualize all of the work in the system?
  • What are our shared principles/values for scaling?
    • Psychological safety
    • Pull vs. push learning
  • What ways of working do we need to accommodate? (Do we need a framework that is compatible with only one or multiple?)
  • Have you heard of Agile at Scale Generative Principles? (And might you want to do a Generative Scaling workshop?)
  • Have you read Information for Decisions-Makers Considering SAFe?

My personal guidance and preferences for scaling

However we go about it, I want something that:

  • Respects people and therefore introduces change in a humane way
  • Gives guidance on what should be standardized and what should be left to be determined at the lowest levels (i.e., people closest to the work)
  • Focuses on the organization’s goals and desired outcomes rather than enforcing a predetermined set 
  • Encourages the people in the system to do the right thing — that is, work toward the outcomes — rather than serve the framework
  • Considers the basic level of delivery health first (rather than assumes that the scaling will somehow make the foundational practices appear)
  • Is holistic and involves the business, not merely IT
  • Does just enough scaling to attain our goals (reducing dependencies, coordinating, etc)