Scrum Studio A Transition to Enterprise Agility · Agile organization. ... •Separate from rest of...

© 1993-2016 Scrum.org, All Rights Reserved

by Scrum.org – Improving the Profession of Software Development

Scrum StudioA Transition to Enterprise Agility

Dave WestCEO / Product Owner [email protected]@Davidjwest

mailto:[email protected]


Improving the profession of software development


Who am I and what are we going to talk about

Agenda

1. Scrum and traditional organizations

2. Agile adoption models

3. What is Scrum Studio

3

Dave West

Product Owner / CEO Scrum.org

[email protected]

@DavidJWest

mailto:[email protected]


Scrum and traditional organizations

You like potato and I like potahtoYou like tomato and I like tomahtoPotato, potahto, tomato, tomahtoLet's call the whole thing off

Louis Armstrong ‘Lets call the whole thing off’

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Exceptions are organizations

that have done this the hard way, through

continuous improvement on

their own.

Observation

• Scrum has been introduced into most IT organizations and ISVs/software houses.

• The need for large scale organizational agility through Scrum product development is largely unfilled.

• The transition from waterfall to Scrum has stalled.

© 1993-2016 Scrum.org, All Rights Reserved6

Why Are Agile Transformations Difficult?


Agile Transformations

Culture Change

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Current IT organizations fill a need. Attempting to change them to become agile not only interrupts the vital work they currently do, but requires that everyone and everything become something new.


In the pressure of systems

development, attempting to mix cultures is

wasteful, frustrating, and

produces failures and frustrations.

What Is a Culture?

Culture is a way of seeing things, or knowing what to do in specific circumstances. Culture is a body of habits that bind people together into a cohesive.

Mixing cultures can be done if enough time is provided, guidance and insights are made, and good will ensures that nobody loses.


Agile Culture

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Habit Description

EmpiricismPractice the art of the possible. Focus on what is really happening, rather than trying to get what you want to happen. Help people relax the desire for certainty.

Short Cycle Short cycle efforts that create learning.

Count on Your PeopleGive people direction and help them do the best they can. Do not measure, control, and push them to do what you think they can do the way you think they should do it.

TransparencyEveryone must know what is happening to make the best decisions possible. Create a safe environment for it to flourish.

Failure Accept that it will occur. Understand that failure may lead to greater success.

HumorUnderstand that failure is not the end of the world. Who knows, someone else may learn from it.


Culture Comparison

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Attribute Traditional Agile

QualityTested at end of development and corrections made.

Built in during work.

AuthorityTop down, command and control through management and plan.

Bottom up intelligence, executing best approach to problems. Collaboration.

TransparencyPeople do their work and report % done. Only artifacts are visible.

Collaboration and sharing fostered. Complete increments often.

PeopleManagement is very important, resources are fungible.

People create value in well-formed teams; management bottom, facilitation top.

Responsibility, Accountability

Ensure plausible deniability upon failure. Always focused and known.

FailureTo be avoided. Punishment when failure occurs and becomes visible.

Occurs and is used to learn. Repeated failure without learning avoided.


• All requirements delivered

• Project ends on planned date

• Project stays within budget

• Project follows plan

• Needed changes are accommodated

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Each Culture Views Success Differently

• Value is maximized

• Most valuable requirements are turned into functionality

• Quality is sustained

• Staff/customers are valued

TRADITIONAL AGILE


• Avoid or obscure failures

• Deliver all functionality within budget by the due date

• Find plausible deniability if all goals plus changes are not successful

• Manage upward

• Avoid risk

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Scrum in a Waterfall Culture

• Enable the people doing the work

• Maximize communications and transparency

• Learn from failures

• Control risk

• Promote empiricism to best possible outcomes

GETTING PROMOTED – WATERFALL BEING SUCCESSFUL – AGILE


I see the following problems over and over in Scrum projects that are run in the traditional IT organization:

• Waterfall thinking persists

• Waterfall culture bleeds onto Scrum projects

• Effort to gain agility is diluted

Problems with Mixing Cultures

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Agile adoption Models

XXXXXXX

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1. Subsume Scrum within the traditional organization – bottom up

2. Paste an agile approach on top of the current organization, intermingling cultures. (SAFe)

3. Gradually and incrementally change traditional culture into an Agile organization. (Agility Path)

4. Scrum Studio for Agile innovation

Current Adoption Models

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Subsume Scrum within the traditional organization – bottom

up

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Scrum Adoption Models


Mixing Cultures – Traditional IT and Agile

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CIO, CTO,

VP Engineering

Functional

Manager

Product Line

Manager

Product Line

Manager

Product Line

Manager

Functional

Manager

Functional

Manager

PMO

Usability

DBA

Infrastructure

Quality

Assurance


The Reality of Scrum Is…

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Water Scrum Fall


Paste an Agile approach on top of the current organization,

intermingling cultures. (SAFe)

19



ProjectsProjects

ProjectsProjects

CIO, CTO,

VP Engineering

Functional

Manager

Product Line

Manager

Product Line

Manager

Product Line

Manager

Functional

Manager

Functional

Manager

PMO

Usability

DBA

Infrastructure

Quality

Assurance

Projects

Like when the United States

brought democracy to

Iraq by pasting it on the current

culture.

Paste the New on Top of the Existing Culture

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ProjectsProjects

ProjectsProjects

CIO, CTO,

VP Engineering

Functional

Manager

Product Line

Manager

Product Line

Manager

Product Line

Manager

Functional

Manager

Functional

Manager

PMO

Usability

DBA

Infrastructure

Quality

Assurance

Projects


Gradually and incrementally change traditional culture into an

Agile organization. (Agility Path)

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Do not skip any stage.

Do not stop too soon or ignore the anchoring.

Immediate results.

Embedding takes years.

John Kotter’s Organizational Culture Change Model

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1. Establish a sense of urgency

2. Create a guiding coalition

3. Develop a vision and strategy

4. Communicate frequently

5. Create an Agile implementation backlog

6. Empower broad-based action

7. Generate short-term wins

8. Anchor new approaches into the culture

9. DOES NOT WORK - Cisco


Continuous Culture Change and Improvement

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What is Scrum Studio?

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Be the best you can rather than something that your customer regrets having worked with.

Abstract

The Scrum Studio is a new initiative that can be used for innovating and creating, and recreating new possibilities and products. Scrum Studio builds on professionalism, best practices, and the best of what our profession has to offer.

But, undertaking the Scrum Studio and building each product there has to be a conscious, informed decision.


Completely Separate from Existing IT organizations

Scrum Studio1. Agile Culture

2. Product-oriented

3. Planning through Operations

4. All services and administration provided

5. Onboarding qualified products

6. Value based measurement and management

7. Persistent team and tribal culture

8. Methodology driven development

9. Modern, proven tool sets and infrastructure

10. Professional software


• Separate from rest of organization.

• Own budget, management, personnel.

• Every Product has its own budget.

• Own operational environment and development infrastructure.

• Everyone must be retrained on Scrum and be qualified.

• Complete development environment defined by Scrum Development Kit (SDK) must be adhered to.

• Value of work will be measured periodically with EBM (Evidence-Based Management).

• Professional, adhering to Agile and Scrum values and principles.

• Products instead of projects with dedicated staff for business, development, operations, and infrastructure engineering.

• Products and people must be vetted before entering and using Studio.

Professional Scrum Studio Requirements

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Scrum Studio

1. Scrum Studio Leadership• Administration, HR, Finance• Professional organization

2. Value driven development• EBM (Evidence-Based Management)

3. Product Services• Onboarding and sustenance• SDK (Scrum Development Kit) development

and customization• Operations infrastructure

4. Shared Services with IT• Data• UX

5. Product • Strategy and formulation• Development • Operations


Leadership

• Self Organization» Allows teams and Nexus’s to decide

• A safe environment» Failure is key to learning

• An environment that promotes the Scrum values» Courage, Focus, Commitment, Respect and Openness

• Encourages professionalism» Apprentice, journey, master type model

• Can shield / protect the Studio from the other organization» Works the politics necessary to thrive

• Includes finance – Manages its own P&L» Treats Studio as a project rather than cost center

• Includes HR – Hires, trains and supports Studio employees » Includes compensation and contracts to support Agility

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Value Driven Development

• Current Value» Revenue per employee» Employee satisfaction» Customer satisfaction » Product cost ratio

• Time to market» Release frequency» Release stabilization » Cycle time

• Ability to innovate» Installed version» Usage Index» Innovation rate» Defect density » Product cost ratio

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Product Services

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Onboarding products Operating products


Scrum Development Kit™ (SDK)

• Development environment(s)

• Done definition

• Practices, done to ops

• Infrastructure tools

• Architecture tools (API, services)

• Development standards

• Apps and module calls

• Supports complete ALM toolsetsAn artifact that enables you to scale and automate your definition of done


• The reality is there will be some dependencies on the legacy organization

• But each dependency may reduce your ability to be agile

• Concentrate on keeping them to a minimum and making them transparent

• Work with the organization to remove them

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Shared Services

Some things to watch for

• Dependencies that are not clearly encapsulated and have a nice interface

• Dependencies that require work that is placed in a queue

• Legal and compliance that have their own time table


• Product ownership inside the Studio

• Funded as a product NOT as a series of changes to products

• Vision, strategy, roadmap all live within the Studio

• Interface with traditional organization will depend on many factors including

» Coupling between business plans

» Dependency on traditional support services and channels

» Regulation and compliance requirements

» Other legal requirements associated with go to market

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Product

• That means the Studio includes» Product leadership

» Product management

» Operational support

» Product marketing / enablement / training


Closing

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“Success in management requires learning as fast as the world is changing.”

-Warren Bennis


Summary

• Traditional organizations are NOT built for agility they are built for efficiency

• Putting Scrum into a traditional organization is always ‘lipstick on a pig’

• If you want an Agile Business then you need to build a different sort of organization

• The Scrum Studio is an environment for Agile

• But that means» Separate organization » Different measurement» Only professionals inside» Scrum and Nexus product teams» SDK

• Think of it as building a startup to deliver innovation within a environment built for scale

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Thank You

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Scrum Studio A Transition to Enterprise Agility · Agile organization. ... •Separate from rest of...

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