Li kai roll-out scrum in an intel organization

Roll-Out Scrum in an Intel Organization

Li KaiIntel ASEC PMO Leader

PMP, Scrum Master

Agenda

• Who are we?• Purpose for this presentation • Our challenges• How to Roll-Out Scrum in our organization

- Mind Set Ready- Lifecycle Transformation- Roll-out with Strategy

• Changes and Results

Who are we?• Intel Engineering Computing, A group from Intel IT responsible for Intel Internal

Solution Development and Deployment:- Batch Computing Solutions - Design Private Cloud- BI Solutions - Silicon Validation Solutions

• A CMMI organization with existing waterfall project management processes• A distributed team support global customers

• 2-years experience in Scrum Journey.

Purpose for this presentation

• Sharing in “How” to Roll-out Scrum in an organization

• “Why” Scrum is out of scope

“How” we start Scrum?

❶Mind Set Ready ❷Lifecycle Transformation ❸Roll-out with Strategy

1. Top-down Mind-Set Ready

for Changes

2. Start Being “Agile

Thinking”

3. Common

Misconception/Trap

1. Usage Model of Scrum

2. Prepare New Toolkits

3. From PLC Phases to Scrum

Sprints

4. Enhanced Burndown Chart

5. Scrum for virtual Team?

1. Keep Simple When Pilot

2. Scrum is not for all projects

when it is new to an

orgnization

3. Carefully in Sponsor

Selection, X or Y style?

4. Miscellaneous: Risk,

Responsibility ,PAT, etc

❶Mind Set Ready

Part One

- Top-down Mind Set Ready for Changes

Traditional(CMMI) Agile(Scrum)

Scope drive the budget and schedule

Scope is driven by the budget and schedule

Project Triple Constrain

Scope(Fixed)

Time Cost

Scope

Time(Fixed)

Cost(Fixed)

Requirement

Design

Programming

Testing

Lifecycle

Waterfall

Iterative

Process “Theoretical” Fully defined processesSoftware Engineering

“Empirical” Adaptive black box

Software Craftsmanship


- Start Being “Agile Thinking”


Individuals and Interactions over Processes and Tools

Working Software o Comprehensive

Documentation

Customer Collaboration over Contract

Negotiation

Responding to Change over Following a Plan

Start being “Agile Thinking” from management level

- Common Misconception/Trap


• Agile means no documentation• Developing iteratively but in the wrong way

- Creating a reporting DB that includes everything- Developing the db in the first iteration, then the business layer, then the UI

UI

Business

Data Access

DB

UI

Business

Data Access

DB

Story 1

Story 2

Story 3

Sto

ry 1

Sto

ry 2

❷Lifecycle Transformation

Part II

- Usage Model of Scrum

Is for product development?

A new project

N Lifecycle -Implement- M and A- DRP

Fixed project time or scope?

Y

Lifecycle -PLC/PoC

Fixed scope

Virtual team?

Fixed Time

Lifecycle -Integrated Scrum(Scrum of Scrum)

Y

Lifecycle - Scrum

Is the virtual team mature for Scrum?

N Y

N

❶Mind Set Ready ❷Process Design ❸Roll-out with Strategy

Are the project

resource in high

fragmentation ?

Y

N

– Prepare New Toolkits

Scrum only requires three tools: Product Backlog Sprint Backlog Burndown Chart


Keep it Simple when in Pilot

Advanced Burndown Chart

Cumulative Burndown Chart Budget Chart for Scrum ProjectWith forecast capability

Sprint “0”

Sprint 1 Sprint 2 … Sprint N

Exploration

Planning

Development

Deployment

- From Waterfall Phases to Scrum Sprints❶Mind Set Ready ❷Lifecycle Transformation ❸Roll-out with Strategy

Regular sprints

Sprint tolaunch project

Solutions for different types of distributed team Type A: All developers

are together, all customers are remote

Type B: Multiple development teams in different locations (but each team is together)

Type C: “Virtual” team where nearly everyone works remotely (e.g. from home, in various offices, etc.)

– Scrum for distributed team?❶Mind Set Ready ❷Lifecycle Transformation ❸Roll-out with Strategy

❸Roll-out with Strategy

Third Step

– Keep Simple When in Pilot

• Keep toolkits and framework simple in pilot while we can try more advanced tools once our Scrum Master/PMs are more mature

• New PMs will not be frustrated by detailed processed and documents.

• PMs can go ahead to implement Scrum to his/her project after 1-days training.

• Someone noticed Scrum is that not easy to report traditional PHIs (e.g. SPI/CPI). But it provide Burndown Chart for management review.


- Scrum is not for all projects❶Mind Set Ready ❷Lifecycle Transformation ❸Roll-out with Strategy

Is for product development?

A new project

N Lifecycle -Implement- M and A- DRP

Fixed project time or scope?

Y

Lifecycle -PLC/PoC

Fixed scope

Virtual team?

Fixed Time

Lifecycle -Integrated Scrum(Scrum of Scrum)

Y

Lifecycle - Scrum

Is the virtual team mature for Scrum?

N Y

N

Are the project

resource in high

fragmentation ?

Y

N

“Scrum is a management, enhancement, and maintenance methodology for an existing system or production prototype. It assumes existing design and code which is virtually always the case in object-oriented development due to the presence of class libraries. Scrum will address totally new or re-engineered legacy systems development efforts at a later date.”

- By Ken Schwaber, Co-Creators of Scrum, in his paper "Scrum Development Process"

– Carefully in Sponsor Selection, X or Y style?

Sponsor’s in McGregor Theory X : In this theory, which has been proven

counter-effective in most modern practice, management assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work. As a result of this, management believes that workers need to be closely supervised and comprehensive systems of controls developed.

Scrum is less fit for this style

Theory X and Theory Y are theories of human motivation created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s that have been used in human resource management, organizational behavior, organizational communication and organizational development. They describe two very different attitudes toward workforce motivation. McGregor felt that companies followed either one or the other approach. He also thought that the key to connecting self-actualization with work is determined by the managerial trust of subordinates.

– Wikipedia, http://en.wikipedia.org/wiki/Theory_X_and_theory_Y

• Sponsor’s in McGregor Theory Y :– In this theory, management assumes

employees may be ambitious and self-motivated and exercise self-control. It is believed that employees enjoy their mental and physical work duties. ….theory Y managers believe that employees will learn to seek out and accept responsibility and to exercise self-control and self-direction in accomplishing objectives to which they are committed.

– Scrum is more fit for this style


–Others: Risk, Responsibility ,PAT, TDD, Refactory, etc

• Scrum project without TDD will be in risk• Put refactory in your roadmap and reserve Sprints for that• Risk: Scrum might degrade the CMMI compliance processes

to non-compliance. Need a response plan (e.g. define and communicate constrains and measures for adoption of Scrum)

• Empowerment: the person executing and performing the process is also responsible for updating and maintaining the process

• A PATs(Process Action Team) might be needed to integrate the experience and knowledge gained from the pilots into Scrum framework shared by all projects cross teams.Force everyone to follow the standard process—The best path to success is leveraging the intelligence of “ordinary” people in the relentless improvement of your current process

-- Mary Poppendieck, Co-author of the book Lean Software Development


Changes and Results:

• Release project on time: Project will release on time with most high priority features/works done (or team use 20% of time finished 80% project value).

• More aligned with objective: Small release for early review and project be adaptive for uncertainty and changes

• More customer orientation: Embrace customer change request to be more aligned with business changes and customer needs rather than reject changes to make project running healthy.

• Towards a Agile org: Push EC be an Agile organization started from Scrum teams

• Happy PMs: “What is too much? What is enough” for documents and process? PMs will be happy if they only need focus on “Necessary” documents and projects.

• No need for sufficient detail planning at the beginning of project : The granularity decrease as the priority going to low for features/works in Product Backlog in planning phase. Uncertainty handled through risk management in Sprints

Not easy to get traditional PHI : In Scrum, the SPI/CPI can be calculated but it is easy for a new Scrum Masters/PMs. Although the Burndown Chart somehow can be replacement for it but it is not traditional way. So it will be a challenge to figure out what is the metrics and measurement we need when we run Scrum for projects.

+ -

Summary

• Be “Agile Thinking” from management level

• Keep the framework simple• One size does not fit all• Think for yourself:

- Don’t believe all the success stories - Be skeptical, looking for what is missing- Your situation is different

You don't get to be world class by chasing "best practices", you get there by inventing them.- Mary Poppendieck, Co-author of the book Lean Software Development

Li kai roll-out scrum in an intel organization

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