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▪ TalkbyJeffSutherlandScrum@Scale(45min.)▪ Breakwithsnacks&drinks(20min.)▪ LeanCoffeewithKlausBucka-LassenandJeffSutherland

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Tonight

Scrum @ Scale Keynote: ScrumDay Stuttgart 8 Jun 2016

© 1993-2016 Jeff Sutherland & Scrum Inc.

Scrum@Scale Certification

7

The Scrum Alliance has approved Scrum@Scale as a Continuing Education course. You can get up to 16 Scrum Education Units (SEUs) in addition to 16 Project Management Institute PDUs by participating in a two day course.

The Scrum@Scale framework is a minimal extension of the core Scrum framework created at Scrum Inc. that allows you to scale a Scrum implementation tailored to the unique needs of your company without introducing anti-Scrum patterns or unnecessary waste. For example, Scrum@Scale can help you implement the Spotify model or improve your SAFe implementation and is compatible with LESS and NEXUS.

https://34slpa7u66f159hfp1fhl9aur1-wpengine.netdna-ssl.com/wp-content/uploads/2014/07/Scrum-EntInfographic-FINAL7-crop.jpg

https://34slpa7u66f159hfp1fhl9aur1-wpengine.netdna-ssl.com/wp-content/uploads/2013/12/Infographic-7-10-copy.jpg


Scaling Scrum from 1986 to 2016

8


Different Companies Have Different Needs

Large Defense Contractor

• Top-down agile transformation motivated by perceived external market pressure

• Company vision to halve the cost of projects

Mid-size Software Company

• Opportunistic agile implementation triggered by acquisition of a small Scrum company

• Market leader Looking to stay ahead of competition

Growing “Agile Native” Company

• Disruptive technology innovator with successful product looking to scale to keep up with demand

• Leadership are steeped in agile principles

A B C

NameClassified Autodesk Spotify

Key Context:• Complex, integrated multi-

year hardware/software projects

• Each project has one customer

• Reliability a key priority• Must deliver to detailed

contract requirements

Key Context:• Redeploying a legacy

software product to cloud-based SaaS model

• Goal to increase pace of innovation

• Historically, releases a disruption for customers

Key Context:• Web/app-based product• Product and company set

up modularly • Allows teams to work

independently with minimal coordination

• Teams co-located

9


Strategic Objectives Determine Scaling Approach

Innovation

Convergent Design

Continuous Im

provement

Follo

w t

he R

ules

Adapted from Michael Cottmeyer 10

1

Product

Process


Modular Framework for Scaling Scrum

11

Product Ownership Cycle

Scrum Master Cycle

Backlog Prioritization

Backlog Decomposition &

Refinement

Release Planning

Team-Level Process

Release Management

Product & Release Feedback

Metrics & Transparency

Continuous Improvement & Impediment Removal & Personnel Issues

Cross-Team Coordination

Strategic Vision

Organization Level

Enterprise

Business Unit

Team

Leadership Development


Scrum at Scale Modules are Defined by their Goals, Inputs and Outputs

Goals to be achieved

Required Inputs

Outputs to other modules

Goals Define what the module is intended to accomplish

Inputs Describe the information or resources needed from other modules to accomplish those goals

Outputs Outline what information or product this module generates that are needed by other modules

ANY specific practice that meets the module’s required Goals, Inputs and Outputs will work with all of the other Scrum at Scale

modules…This is “Contract-First Design.”

12


Autodesk

Modularity Supports DifferentImplementation Paths

SpotifyNameClassified

Start Current

13

3

© 1993-2015 Jeff Sutherland & Scrum Inc.© 2011 Scrum Inc.

Scrum@Scale starts with

Leadership Development

14


Moore’s Law Applied to Software

15

TransistorsonaChip StoriesinaSprint

Beginner

ReadyReadyDoneDone

ContinuousDelivery

© 1993-2016 Jeff Sutherland & Scrum Inc.16

DevOps automates the final, cost and labor-intensive step of delivering … products and services to billions of globalend-users in fractions of a second, transparently recalling them if necessary without penalty or cost, and ever so graduallyrefining, optimizing, and repairing them in real-time without interrupting the operation or daily lives of global end-users. David Rico, Business Value, ROI, & CoQ of DevOps, 2016


Transformation Requires Leadership

Without Agile Mindset in command, there will be no Agile Execution by the body!

Sun Tzu Miyamoto Musashi Colonel John Boyd


Martial Arts are Simple but Not Easy

18

Avi Schneier, Scrum Master Willy Wijnands, Eduscrum.com

The Founder


Agile Mindset - Female Variant

19

Alelu Sutherland


Understanding Dual Operating Systems John P. Kotter. Accelerate: Building Strategic Agility for a Faster Moving World. HBR Press 2014.

20


Moving from Windows API to Mac OS1. Question

I'm a Windows (native, not .NET) programmer and I'd like to port an application to the Mac. Actually, I believe it will be more of a rewrite, as the original depends on many ActiveX controls.

As I have never used a Mac in my entire life, I'll need some guidance. O:-)

Thanks in advance

2. Answer

Cocoa [Mac framework] is a very different way of thinking then MFC and its kin [Windows framework] …It is possible to write MFC-style code for Mac, but you will always be fighting the framework if you do.

You would be amazed how fast Objective-C can be to code once you understand the patterns. It really can be stunning compared to C++ in my experience…

21


General Electric Implements Dual Operating Systems

• Building a Software Start-Up Inside GE, Brad Power, Harvard Business Review, JANUARY 29, 2015 • $1B investment in Silicon Valley startup in 2011 • Revenue over $1B by 2014 • https://hbr.org/2015/01/building-a-software-start-up-

inside-ge • How GE Applies Lean Startup Practices, HBR, Brad

Power, APRIL 23, 2014 • Fastworks uses lean startup principles and cross-

functional teams • CEO helps teams sidestep corporate bureaucracy • https://hbr.org/2014/04/how-ge-applies-lean-

startup-practices/

22

https://hbr.org/2015/01/building-a-software-start-up-inside-ge

https://hbr.org/2014/04/how-ge-applies-lean-startup-practices/


FrAgile CEO does not have Agile Mindset

• Traditional management hierarchy creates project teams • “Scaling frameworks” are often used to provide scaffolding for the

legacy organization until it can evolve • This is a translation layer that provides insulation and

must ultimately be removed to get high performance • Bureaucracy or changes in management often cripple and/or

destroy agile implementation

23

Waterfall

Translation Layer

FrAgile


Generative Organization Can Deal With Organizational Debt

Agile Enterprise Metrics - 2015 48th Hawaii International Conference on System Sciences Daniel R Greening, Senex Rex [email protected]

24

mailto:[email protected]


Agile CEO changes management roles

• Management coaches the teams to self-organize and self-manage. Managers become leaders.

• Teams self-form against a prioritized backlog to maximize production. • Leaders create virtual teams that drive communities of practice across

company. • Leadership refactors the organization

25Su

stai

nabl

e

Managers become leaders Teams self-manage


Managers become Leaders

• Provide challenging prioritized goals for the teams • Eliminate organizational debt

• Create a business plan/organization that works • Provide all resources the teams need

• Identify and remove impediments for the teams • Assure teams are set up to maximize velocity • Remove waste - eliminate technical debt

• Hold Product Owners accountable for value delivered per point

• Hold Scrum Masters accountable for process improvement and team happiness

• Hold Development Teams accountable for quality increase and technical debt remediation

26


Anti-Fragile The Leading Edge of Organizational Development

• Hierarchy still exists but becomes competency based and enabling

• Teams self-organize product direction and refactor the organization

• Leadership supports wherever their skills are needed • Swarming makes organization stronger under stress

27

Anti-fragile

Company is customer facingTeams drive strategy


Descale the Organization First

@

Implementing Aggressive Scrum


9 Teams, 10 3-Week Sprints

30


Faster, Cooler, Cheaper

• Aggressive Scrum team is equivalent to 5 Scrum teams

• Faster - only takes a few sprints to boot up

• Cooler • Product Owner is removing technical

debt • Points are allocated to innovation • Teams are more motivated to produce

better product • Cheaper

• Product is produced at 20% of the cost of competitors products.

31


Scrum@ScaleTheory of Transformation


Delivering the Steady State Universe

• Transforming the corporate universe through Scrum application. • Diffusing The Cloud of Crap (von Clausewitz - the fog of war). • Affecting real change (Musashi - short term and long term). • Delivering real value. • Stopping wasteful practices (Sun Tzu 0 - win without fighting). • Saving Companies (John Boyd - OODA loop).

33


Deal with Metaissues• Change the organization

• eliminate organizational debt • Align the organization

• every team has a clear prioritized backlog every sprint • management is supporting, not disrupting the backlog

• Deliver early and often • move teams toward deployment on sprint cadence or more often

• Scrum the Scrum • use Scrum to continuously improve the transformation

• If 80% of 125 teams double production, there will be $100M of additional product development unleashed year after year.

34


Three Key Components Need to Work

• Executive Action Team • Change the rules • Eliminate organizational debt

• Metascrum • Establish Product Owner organization • Align the enterprise with Product Owner team and

management metascrum on sprint cadence • Scrum of Scrums

• Responsible for deployment all teams together • Real leadership - not just chatting about impediments

35


Transformation in a Nutshell• Go See Visit - Visiting the Gemba.

• Leadership Workshop - get buy in! • Executive Action Team Identified

• CSM/CSPO for the CPO/POs • CPO Organization Established

• CPO Organization 2 day backlog refinement workshop • EAT Team Established & Meeting (Needs a SM)

• CSM/CSPO training (Rinse and Repeat) • PO & Team 1 day backlog refinement workshop

• Team Launches (Rinse & Repeat) • Intensive Onsite Coaching

• Run the Assessment Tool after 3 Sprints • Coach the Coaches - Build Communities of Practice • Coaching Staff Augmentation • Scaling for Targeted Groups • On going assessment • A3/Value Stream Mapping/Custom Workshops etc

36


Scrum Maturity Assessment

37

Before After 1 Sprint


Agile Leaders Need to Understand Team Capabilities

38

Scrum is continuous process improvement. Agile Leaders measure Scrum Masters on process improvement and team happiness.

Scaling @ Spotify, Anders Ivarsson & Henrik Kniberg, Scrum Alliance Gathering Paris, 6 Feb 2013


Two Best Metrics for Coaches

• Time to fix a defect. If this averages less than 24 hours the team’s velocity will double.

• Measure of swarming. How well do individuals and interactions generate performance.

• Measure flow = actual work to do a story/calendar time to done

• If this is over 50% team velocity will double again

39


Next Steps After Getting Started

• Need to tie the Scrum Transformation to real improvements in Quality, Revenue, Profit.

• Need to demonstrate process improvements and waste elimination.

• Need to build case studies to record success. • Extend Scrum to the business and sales divisions. • Value Stream Mapping and Process Improvements (A3). • Embedded coaches help drive these items.

40


Real Results from Scaling Scrum

41

Pegasystems 10K


Scrum@Scale Certification 7-8 July Boston

42

The Scrum Alliance has approved Scrum@Scale as a Continuing Education course. You can get up to 16 Scrum Education Units (SEUs) in addition to 16 Project Management Institute PDUs by participating in a two day course.

The Scrum@Scale framework is a minimal extension of the core Scrum framework created at Scrum Inc. that allows you to scale a Scrum implementation tailored to the unique needs of your company without introducing anti-Scrum patterns or unnecessary waste. For example, Scrum@Scale can help you implement the Spotify model or improve your SAFe implementation and is compatible with LESS and NEXUS.

https://34slpa7u66f159hfp1fhl9aur1-wpengine.netdna-ssl.com/wp-content/uploads/2014/07/Scrum-EntInfographic-FINAL7-crop.jpg

https://34slpa7u66f159hfp1fhl9aur1-wpengine.netdna-ssl.com/wp-content/uploads/2013/12/Infographic-7-10-copy.jpg

Welcome to the GOTO Night - Trifork Conference system Sutherland... · minimal coordination ......

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