The Nexus. Focused. Effective. Viable. Scaled Professional ... · by Scrum.org –Improving the...
Transcript of The Nexus. Focused. Effective. Viable. Scaled Professional ... · by Scrum.org –Improving the...
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by Scrum.org – Improving the Profession of Software Development
Scaled Professional ScrumThe Nexus. Focused. Effective. Viable.
Gunther Verheyen
Shepherding Professional Scrum
Scrum.org
Scrum Deutschland
Düsseldorf
6 November 2015
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2© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
MIN
3
Which software development processes does your organization use?
• Lean (software development)
• Kanban
• DevOps
• SAFe
• The Spotify Model
• DAD
• eXtreme Programming
• Scrum
Short Survey About You and Your Process
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3© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Two Decades of ScrumScaled Professional Scrum
“A person with a new idea is a crank until the
idea succeeds.”
– Mark Twain
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4© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Is That a Gorilla I See Over There?
Source: https://www.versionone.com/pdf/state-of-agile-development-survey-ninth.pdf
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5© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
A Tool for Complex Problems (1995)
A bounded environment to:
• Create Done Increments of Product
• Frame people’s creativity
• Controlling risk
• Enable validated learning
• Move toward goals
• Thrive on discovery
• Deliver Value
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6© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Scrum’s DNA
Self-organization
A system’s components interacting purposefully toward a shared goal without externally exertedpower.
Empiricism
Frequent decisions of adaptation are based on knowledge gained through inspection and experience.
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7© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Empiricism, Closing the Loops
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8© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Empiricism, Closing the Loops
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9© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Empiricism, Closing the Loops
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10© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Scrum, Essentially
1. A team pulls
work from one
Product
Backlog.
2. Each Sprint
delivers a
releasable
Increment of
product.
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11© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
What if we would start with Scrum
before attempting to ‘scale’ it?
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12© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Scaled ScrumScaled Professional Scrum
“It takes two to scale.”
– Gunther Verheyen
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13© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Scaling a Gorilla?
Source: https://www.versionone.com/pdf/state-of-agile-development-survey-ninth.pdf
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14© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
MIN
3
Raise your hand if your organization defines ‘scale’ as…
• Multiple teams working on one product
• Multiple teams working on their individual products
• Multiple teams working on a product bundle
• A single team working on several products
• The complete IT department adopting Scrum
• The complete organization transforming toward Agile
Short Survey About The Definition of ‘Scale’
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15© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Focus. Transparency.
Sc
ale
d S
cru
m
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16© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Definition of Scaled Scrum
1. Any implementation of Scrum where multiple
Scrum Teams build one product or a stand-alone
set of product features, in one or more Sprints.
2. Any implementation of Scrum where multiple
Scrum Teams build multiple related products or
sets of product features, in one or more Sprints.
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17© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Multiple Teams Building One Product
1. A product has one Product Backlog managed by a Product Owner.
2. Multiple Teams create integrated Increments.
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18© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Integrated Work (or the lack thereof)
THE MEDUSA EFFECT
Poorly maintained codebases have…
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19© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
One Scrum Team Doing Work
√
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20© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Some Scrum Teams Doing Work
?
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21© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Many Scrum Teams Doing Work
✗
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22© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
• People (skills, communication)
• Business domains and requirements
• Technology
• Software
• Infrastructure
• Intra-team
• Cross-team
• External
Dependencies
Dimensions Where
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23© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Unresolved Dependencies Cause A Shift in Money Spent
Adding New Features
Fighting Technical
Debt
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24© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
The ability to scale depends on the
ability to continuously:– Identify and remove dependencies
– Integrate work across all levels
– Inspect and adapt frequently
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The NexusScaled Professional Scrum
“A man who carries a cat by the tail learns
something he can learn in no other way.”
- Mark Twain
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26© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
The Nexus, Craving Space for Collaboration
–noun
\ˈnek-səs\
: a relationship or connection between people or things
http://www.merriam-webster.com/dictionary/nexus
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Multiple Teams Building One Product? Help!
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28© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
The Nexus™ – An Exoskeleton for 3-9 Scrum Teams
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29© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
In Addition to Scrum
• New Role – Nexus Integration Team
• New Artifact– Nexus Sprint Backlog
• Scaled Events– Nexus Sprint Planning
– Nexus Daily Scrum
– Nexus Sprint Review
– Nexus Sprint Retrospective
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30© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Identify and work around
dependencies:
• Prior to work occurring
• Ongoing
• Persistent
• In all dimensions
Reveal dependencies that
remained unnoticed:
• Frequent integration
• Acceptance testing
• Continual build and delivery
• Minimize technical debt
Avoid Dependencies Corrupting Your Outcome
Proactive Reification*
*Reification:
Making something real, bringing something into
being, or making something concrete.
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31© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
The Nexus Integration Team
• A Scrum Team
• Works off of Product Backlog
• Members are full or part time
• Composition may change between Sprints
• Focus is dependencies and facilitation of integration
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32© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Scaled Professional Scrum Practices
Dependencies Reification
Feature teams ALM artifact automation
Micro-services Test-driven development
Product Backlog metadata Continuous integration of all work
Continuous Product Backlog refinement Frequent builds
Story mapping Frequent testing
Product Backlog cross-team dependency mapping
Limited branching
Communities of practice Descaling and Scrumble
Architecture contains experimentationand A/B switches
Thin sliced Product Backlog items compose Sprint Backlog for ATDD
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33© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Descaling
• Scale up with caution
• Add practices or tools
• Reduce the overall pace by reducing the number of teams to a more sustainable number (and/or velocity)
• Clean up and integrate the current software so it can be built upon in future Sprints
Pro
du
ctiv
ity
Teams
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34© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Scrumble
• Scrumble is a period of remediation.
• When technical debt, domain knowledge and test results overwhelm forward progress, Scrumble
• Improvements are made so Nexus Sprints can be resumed through the creation of integrated Increments Teams
Pro
du
ctiv
ity
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35© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Remediations You Want To Look For When Scrumbling
• Upgrade the development environment to support the Development Teams
• Revise and upgrade the development practices
• Train people in practices using the development environment
• Refactor existing work into a sustainable code and test base
• Develop system specific tools and components to reduce dependencies and facilitate integration
• Ends with the creation of a usable, reviewable integrated Increment
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36© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
MIN
2
Why is your organization scaling its
development?
• What are they hoping to achieve?
• How do they know they are on the right
track?
Measuring the Progression of Your Scaling Effort
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37© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Measuring the Progression of Your Scaling Effort
“Our highest priority is to
satisfy the customer through
early and continuous delivery
of valuable software.”
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38© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Measure one level up. Measure outcomes, not teams.
1. Direct Value
3. Ability to
innovate
2. Time to
Market
Value
Release FrequencyRelease Stabilization
Cycle Time
Installed Version IndexUsage IndexInnovation RateDefect Density
Revenue per EmployeeEmployee SatisfactionCustomer Satisfaction
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39© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
The Nexus augments Scrum:– Exhibits Scrum’s principles and DNA
– Widens communication and inspection
– Fosters continued transparency
Eschews fixed, defined solutions that add overhead
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40© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
ClosingEmpirical Management Explored
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41© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
“The future state of Scrum will no
longer be called ‘Scrum’. What we
now call Scrum will have become
the norm, and organizations have
re-invented themselves around it.”
Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”
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42© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
About
Gunther Verheyen• eXtreme Programming and Scrum since 2003
• Professional Scrum Trainer
• Shepherding Professional Scrum at Scrum.org
• Co-developing the Scaled Professional Scrum
framework at Scrum.org
• Author of “Scrum – A Pocket Guide (A Smart Travel
Companion)”
Mail [email protected]
Twitter @Ullizee
Blog http://guntherverheyen.com
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43© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Look at Scrum.org for next steps
Download the nexus guide Register for a workshopTake the open assessment
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44© 2015 Gunther Verheyen, Scrum.org, All Rights Reserved
Scrum.org is a community. Connect.
Twitter@scrumdotorg
LinkedInLinkedIn.com
/company/Scrum.org
FacebookFacebook.com
/Scrum.org
ForumsScrum.org
/Community
RSSScrum.org/RSS
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T H A N K Y O U