Scaling Scrum with Scrum™ (SSwS): A Universal Framework
Transcript of Scaling Scrum with Scrum™ (SSwS): A Universal Framework
AT15Session6/9/163:00PM
ScalingScrumwithScrum™(SSwS):AUniversalFramework
Presentedby:
DanRawsthorne
3Back,LLC
Broughttoyouby:
350CorporateWay,Suite400,OrangePark,FL32073888---268---8770··[email protected]://www.techwell.com/
DanRawsthorne3Back,LLCChiefscientistandsenioragilityinstructorat3Back,LLC,DanRawsthorne,PhD/PMP/CST,hasbeendoingagilitycontinuouslysince1983.Danhasextensiveknowledgeofagilesoftwareprocesses,procedures,andtechniques.IntroducedtoeXtremeProgrammingbyKentBeckin1995andtoScrumbyLindaRisingsoonafter,Danmadeithismissiontochangetheworldthroughtheiruse.Hedidhisfirstscaledagileprojectin1998andhashelpedmanyorganizationsscalesincethen.DanhelpeddevelopthePMI'sPMI-ACPcertification,co-authored(withDougShimp)ExploringScrum:TheFundamentals,andiscurrentlywritingabookonScalingScrumwithScrum™.
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Scaling Scrum with Scrum ® (SSwS): A Universal Framework
Dan Rawsthorne, PhD, PMP, CST Senior Trainer at [email protected] x323
Agile Dev West, Las Vegas NV
Thursday, June 9, 2016 - 3:00pm to 4:00pm
3 B A C K . C O M
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Agenda
�Philosophies�Simple Example of Scaling�Basic Scrum�Simple ‘Scaling’ of Scrum�Leadership Teams�I&E (Test) Team�Example: Typical Product Organization�Communication Teams
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Philosophies
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We’re Talking about Scaling Agility
�Agility: adapting to, and exploiting, the chaos …�on the battlefield (US Army, 1983)
�of software development�in the workplace�etc…
�Scaling: how an organization adapts to growth �Structure (how the organization is ‘built’)�Governance (communications and decision-making)
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Scaling vs Scaling Framework
�Scaling is continuous process
�A Scaling Framework is a template to apply to an Organization. The goal is to make the Organization ‘look like’ it scaled to get where it is…
�The patterns of Scaled Scrum inform what you do as you Scale Scrum…
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My Basic Philosophy Here…�I see a Framework as a collection of Patterns.
Scrum, LeSS, and SAFe are Frameworks, so…
Structures, Rules,
and Frameworks
Useful
Solutions
Not really…
Replace thinking
and accountability
Useful
PatternsThinking
They often
Can Capture
or Embody
Can Produce
Can Produce
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Overarching Goals
�Scrum Goal: Maximize the value* produced by a
single co-located team.
�Scaled Scrum Goal: Maximize the value* produced
by a large organization.
�3Back’s Goal: Don't change Scrum while we scale.
*Note: ‘value’ might be guided by a unifying goal, such as “Send a man to the moon.”
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Simple Example of Scaling
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Becoming a Team… Incremental Growth
$
$$
$
$$Become a Team…
Scrum?
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Getting Stressed Out, outsource Financials
$$
$$
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Add More People, Split off Developers
$$$
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Add More People… Split Development Team
$$$$
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Acquire Another Organization
$$
$$$$
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Refactor/Economy of Scale
$$$$$$
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De-Centralize for Efficiency
$$$$$$
Questions:
- does this look ‘stable’ to you?
- how many more people have
to be added before another
‘big’ change will be needed?
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Basic Forces for Scaling
�Splitting/Adding Teams�Adding Layer of Management�Centralizing for economy of Scale�De-Centralizing for effectiveness
�Sharing Subject Matter Experts (SMEs)
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These are true for all Organizations, from the simplest to the most complex…
Product 2Management
Team
SupportManagement
Team
Product 1Management
Team
??Facilities
ManagementTeam
CEO
DevelopmentManagement
Team
PersonnelManagement
Team
DBTeam
ITTeam
AreaTeam
AreaTeam
AreaTeam
AreaTeam
AreaTeam
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
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Basic Scrum
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Well-Formed Team (WFT)
� Self-Organized: determines what Tasks are necessary
� Self-Contained: has all the competencies (knowledge and skills) needed. Everyone is simply a Team Member
� Value-Driven:� they value working together
� they are constantly working to Improve themselves
� they do their due diligence to meet the appropriate Standard of Care (craftsmanship, quality)
� they do necessary Improvements and Chores that are notdirectly involved in working on Items.
� They have Integrity -- they are Professionals
� Co-located/Telepresent : All Team Members have constant high-bandwidth communications with each other – they talk all the time…
SHs
Request Done Item
Item Item
�The Well-Formed Team is the fundamental concept of Scrum. It is:
Tasks
Standard of Care
Improvements& Chores
TT
TT
TT T
See: https://3back.com/well-formed-team/
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The Main Reason for Agility
We need
Communications
Best Kind is
Conversation
In order to
Cooperate
Coordinate
Collaborate
(The 5 C’s)
Alignment Governancedecisions
Intent
Reality
TT
TT
TT
In Scrum,
this is called
Product
Ownership
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� Product Owner� Maximize the value of the Results (work with
SHs half the time)� Maximize the value of the Team’s Work (work
with Team half the time)� Responsible for determining Delivery Dates, if
required (is also Release Manager)� ScrumMaster
� Facilitator/Coach for the Scrum Team� Teaches the PO how to effectively manage the
work of the Scrum team � Works outside the Team as Change Agent and
Impediment Remover� Scrum Team (WFT)
� No Roles – all are simply Team Members� SM and PO wear “hats”� self-organized� self-contained (cross-functional)� value-driven
� Development Team is subset that is actually working on Backlog Items…
‘Ideal’ Scrum Team(“five people in a garage” metaphor)
TM TM
TM TM
TM TM
SH SH SH
TM
PO
TM
SM
TM
DeliveryDates
Updated every Sprint chores
WIP
Work
Backlog
Results
Backlog
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StakeholderSwamp
Product Ownership is Messy!
Code
Sales/Marketing
ITHR
etcetc
Product
Ownership
Find
Refine
Do
When it comes
to the Work:
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‘Realistic’ Scrum Team� Business Owner (half of Product Owner)
� Maximize the value of the Results
� Spends “half his/her time with Stakeholders, “half” with Team Captain
� Responsible for determining Delivery Dates, if required (is also Release Manager)
� Team Captain (half of Product Owner)� Maximize the value of the Team’s work
� Spends “half” his/her time with Team, “half” with Business Owner
� ScrumMaster� Facilitator/Coach for the Scrum Team
� Teaches the TC how to effectively manage the work of the Scrum team
� Works outside the Team as Change Agent and Impediment Remover
� Scrum Team� No Roles – all are simply Team Members
� SM and TC wear “hats”
� “Regular” TMs may only belong to ONE Scrum Team
� Self-organized
� Needs SMEs to be self-contained
� Value-driven
� SME (Subject Matter Experts)� People with knowledge or skills that “fill out” the Team
� “honorary” members of Scrum Team…
� Development Team is subset that is actually working on Backlog Items…
DeliveryDates
Updated every Sprint
TM TM
TM TM
TM TM
TM
TM
SM
TM
chores
WIP
Work
Backlog
PO
SHSH SH
Results
Backlog
SME
SME
SH SH SH
TC
Results
Backlog
BO
DeliveryDates
Updated every Sprint
TM TM
TM TM
TM TM
TM
TM
SM
TM
chores
WIP
Work
BacklogSME
SME
SH SH SH
TC
Results
Backlog
BO
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Commitments/Accountabilities (One Big Thing, OBT)
� Business Owner: know what Results should be delivered next, and why
� Release Manager: be able to justify the current Release Plan with current Data
� Team Captain: know what work the Team should do next, and why� ScrumMaster: know what impediments the Team needs removed, and
what is being done about them� Team: do its due diligence and use the appropriate Standard of Care
while doing its work, without lollygagging or gold-plating.� Team Member: do his or her best to help the Team with its work� Subject Matter Expert (SME): someone with skills or knowledge the
Scrum Team needs, acts as honorary Team Member� Stakeholder: they are what they are; we can’t enforce anything about
them…
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Leadership Teams
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Fundamental Scaling Problem
Work Team
Work Team
Work Team
Work Team
AlignmentPow!
Intent
Reality
What’s next, and who does it?
BO
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Goals of Leadership Teams� Make sure that everybody’s always working on the right stuff… that the right
people are having the right conversations at the right time about what is being done…
� Make sure there are always Stories Ready for each Development Scrum Team that will ‘add up’ to the PSIs the Organization is developing. These PSIs provide transparency for inspection by stakeholders across multiple teams jointly creating the PSIs, and the benefit of adaptation across those teams from the Stakeholders’ feedback.
�Leadership own the questions:
“What’s Next?” and “Who Does It?”
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Several Ways to Solve This…
�Large Scale Scrum (LeSS-1): Vodde and Larman�http://blog.3back.com/project-management/from-less-to-ssws/
�Scaled Agile Framework (SAFe) Agile Release Train (ART): Leffingwell, et al�http://blog.3back.com/scrum-patterns/scaling-scrum-scrum-
sound-safe/
�Scaling Scrum with Scrum (SSwS): Rawsthorne and Shimp�http://blog.3back.com/scrum-patterns/distribution-team/
�Let’s look at these methods…
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The LeSS-1 (Large Scale Scrum) version…
SHs
� PO and SMs NOT Developers� Single PO for LeSS-1 team� One SM for every 2-3 Feature Teams� Feature Teams are complete; all
developers should be Generalists…� No Specialists shared across
Feature TeamsFeature Team
LeSS-1 Team
G
T
CTW
T
CG
GBA
G C
TG T
CGG
PO
SM SM
DBA
Arch
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The Agile Release Train (SAFe) version…
TW
SHs
T
C
CTC
T
C
T
� Single Product Manager (PM)� “Chief ScrumMaster” is Release Train
Engineer (RTE)� “Product Owner” is usually Business
Analyst, 1 for every 1-2 Agile Teams� “ScrumMaster” is member of Agile Team� “Shared Resources” across Agile Teams
BASMSM
Agile Team
Agile Release Train
T
C
CTC
T
C
T
SMSM
BA
PO PO
PM/PO Team
PM RTE
DBA
Arch
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The Scaling Scrum with Scrum ™
(SSwS) version…
DBATW
SHs
� Single Business Owner (Chief PO, CPO)
� POs and SMs are not special� One SM and TC (Product Owner) for
each Scrum Team� CPO, POs are in Leadership Scrum
Team
G
SM
Arch
G
T
C
TSM
TC
T
C
CT
SM
TC
G
T
CT
SM
TC
T
C
CT
SM
TC
BO
TC
SBA
Scrum Team
C
GT
C
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Distribution Team Pattern
�Problem: Need to populate multiple Work Backlogs from single Results Backlog
PlanBO/RM
PlanBO/RM
DistributionTeam
VirtualMember
TeamBacklog
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NEXUS Integration Team (Scrum.org)
A simple SSwS DistributionTeam,
and it also has the responsibility of
integrating the product
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Scaling in the Large
Product 2Management
Team
SupportManagement
Team
Product 1Management
Team
??Facilities
ManagementTeam
CEO
DevelopmentManagement
Team
PersonnelManagement
Team
DBTeam
ITTeam
AreaTeam
AreaTeam
AreaTeam
AreaTeam
AreaTeam
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
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Leadership Teams
Product 2Management
Team
SupportManagement
Team
Product 1Management
Team
??Facilities
ManagementTeam
CEO
DevelopmentManagement
Team
PersonnelManagement
Team
DBTeam
ITTeam
AreaTeam
AreaTeam
AreaTeam
AreaTeam
AreaTeam
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
DevTm
1
2
3 3 3
4 4 4 4 4
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Leadership Teams in SAFe 4.0
Portfolio Mgmt Team
Release Mgmt Team
Program Mgmt Team
Development Team
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Program Team Pattern�Problem: Multiple Results Backlogs to multiple
Work Backlogs
PlanPlan
BO/RM
BO
ProgramTeam
PlanRMPlan
VirtualMember
RM
TeamBacklog
DistributionTeam
BO
TeamBacklog
VirtualMember
BO
ConsolidationTeam
PlanRMPlan RM
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I&E (Test) Team
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Integration and Evaluation (I&E) Team
�Problem: In a large development, you might want to test and review the System as a whole… a classic ‘economy of scale’ issue
PO
I&E Team
Reviews
Testing- Usability- Performance- Exploratory- Acceptance- Etc.
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The I&E Team
�This is something you might do, not must do…
�May be a full-time Scrum Team, in which case it is parallel to, and kind of, Development Scrum Team
�Or it may be virtual Team, in which case it is a Cross-Cutting Workgroup, which we will define later…
�This distinction is important when we discuss the Practices and Ceremonies later
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Typical Product Organization
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Example: Typical Product Organization
Release Plan
Release Plan
Release Plan
RM
TC
SM
TC
SM
TC
SM
RM
ProdMgr
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Add a Chief ScrumMaster
Release Plan
Release Plan
RM
TC
SM
TC
SM
TC
SM
Release Plan
RM
ProdMgr
CSM
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Re-Organize into Teams…
CSM
TC
SM
TC
SM
TC
SM
TC
SMRelease
Plan
Release Plan
RM
Release Plan
RMProdMgr
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Show the Basic Backlogs
Release Plan
Release Plan
RM
Release Plan
RMProdMgr
CSM
TC
SM
TC
SM
TC
SM
TC
SM1
1
2
4Legend
1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog
3
1
Other
Sources
6
5 5 5
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Questions
�How long will it take a major change to ripple through the organization?�What if there is a need to “speed up” one of the
Release Plans?�What if the I&E Team finds a major Defect?�What if we need to add another project, and have an
additional Release Plan?�What if the system breaks in the field? Several
breaks?
�5 minutes
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Communication Teams
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Communication Patterns Ensure That
�All relevant information is identified and communicated to “everybody” in a timely manner
�Cross-Cutting concerns are identified and worked on; Communicates Patterns ensure that the right people have the right conversations at the right time about how the work is being done…
�Because we don’t want heroes, we must try to make sure nobody belongs to more than two teams: one ‘home’ team and one ‘virtual’ team…
�Dependencies
� Impediments
�Cross-cutting issues and concerns
�Commonalities
� Learnings
�Architecture
�Sharing SMEs
�Etc.
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Release Plan
Release Plan
RM
Release Plan
RMProdMgr
CSM
TC
SM
TC
SM
TC
SM
TC
SM1
1
2
4Legend
1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog
3
1
Other
Sources
6
5 5 5
Add the ScrumMaster Team
7
Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog
8
CSM
TC
SM
ScrumMaster Team� Virtual, cross-cutting Scrum
Team of SMs
� Top-Level Team focused on improving the Organization..
� Responsible for� Removing Organizational
Impediments� Investigating other Issues
� Multi-site issues
� Cultural Issues
� Etc.
� Maintaining Improvement Backlog
� Top-Level Retrospectives� Etc
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Release Plan
Release Plan
RM
Release Plan
RMProdMgr
CSM
TC
SM
TC
SM
TC
SM
TC
SM1
1
2
4Legend
1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog
3
1
Other
Sources
6
5 5 5
7
Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog
8
CSM
TC
SM
Add a Scrum-of-Scrums
Scrum-of-Scrums� Virtual, cross-cutting Team of
TMs (not PO or SM)
� Discuss Cross-Cutting issues and Concerns� Dependencies� Collisions� Shared Components� Collective Code Ownership� Architecture and Interface
Issues
� May result in Items added to Their Teams’ Backlogs…
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Release Plan
Release Plan
RM
Release Plan
RMProdMgr
CSM
TC
SM
TC
SM
TC
SM
TC
SM1
1
2
4Legend
1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog
3
1
Other
Sources
6
5 5 5
7
Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog
8
CSM
TC
SM
9
TC
SM
Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog9 – Workgroup Backlogs
And Cross-Cutting Workgroups
9
TC
SM
Cross-Cutting Workgroups�Virtual, cross-cutting
Scrum Teams focused on particular issues/areas
�Work on Cross-Cutting issues and Concerns�Dependencies
�Architecture and Interface Issues
�Shared Components
�Security, Standards
�And so on…
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We Have Scaled Scrum with Scrum ®
Release Plan
Release Plan
RM
Release Plan
RMProdMgr
CSM
TC
SM
TC
SM
TC
SM
TC
SM1
1
2
4Legend
1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog
3
1
Other
Sources
6
5 5 5
7
Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog
8
CSM
TC
SM
9
TC
SM
Legend1 – Release Backlogs2 – Initiatives, CRs, Random Stuff3 – Bug/Defect List4 – Overall Product Backlog5 – Development Team Backlogs6 – Product Mgmt Team Backlog7 – ScrumMaster Team Backlog8 – Improvement Backlog9 – Workgroup Backlogs
9
TC
SM
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Sharing Subject Matter Experts
�In what we’ve done so far, there are two ways to determine which Team gets to use a SME, like the Architect�The Team Captains could figure it out as part
of the Leadership Team�There could be a Communications Team (like
the Architecture Team) that figures is out for themselves – this is called the “Buddy-up” Pattern…
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Spotify – Henrik Kniberg
Scaling Agile @ Spotify, Kniberg & Ivarsson, Oct 2012
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Any Questions?
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