Scaling Scrum. Ravi Verma THE ORG WHISPERER 3 CONTINENTS 6 LOCATIONS 150 TEAM MEMBERS. 1. SmoothApps 2012

Transcription

1 Scaling Scrum 3 CONTINENTS 6 LOCATIONS 150 TEAM MEMBERS Ravi Verma THE ORG WHISPERER 1

2 Agenda Why What When How Q&A 2

3 Why Typical SW Org Scrum is a means to an end 3

4 Why Change is painful Especially for leaders Share proven techniques Suggest short cuts Reduce your pain, anxiety Recapture the magic of making software 4

5 What Context $1B Marketing Company New CIO, Sr. Dir. Full on IT Transformation Believers in Agile Engaged as Agile Coach 5

6 What 3 Continents 6 Locations US(3), UK(1), India(2) 2 Outsourcing / Offshoring vendors ~150 Team Members ~9 Months 6

7 When Jul: Assessment Aug: Pilot, 2 teams Sep: 5 teams Oct: 11 teams Nov: 15 teams (consolidated to 13 later) Dec: Business Training Jan: Transition Training Feb: Coaching, support Mar: Roll-off 7

8 How Compass: Point to destination Dashboard: Progress, corrections Framework: Organize the journey 8

9 8 Steps for Scaling Agile Caveats Not sequential Not universal Helped me stay organized Tweak / Make your own 9

10 1. Gap Assessment Starting Point Low process Noprocess Heavily adjusted Scrumon 1 team Some familiarity with basics of Scrum Skepticism, concerns 10

11 1. Gap Assessment 14 Interviews How do things work now? What are the challenges? How can we make things better? 11

12 1. Gap Assessment 14 Interviews (month 1 only) Group Level CIO Sr. Dir. Dir. Sr. Mgr. Mgr. Lead Indiv. Contrib. PM BA Dev QA DBA Sys Integ. Support Locations 12 L1 L2 L3 L4 L5 L6

13 1. Gap Assessment Business: ROI? Process? CIO: Partnership with Business Sr. Dir: Project velocity, release plans Dir: D2D loading / what-if analysis Mgr: Too many changes, burn out Dev: To-do? Integration nightmare QA: Test what? 13

14 2. Compass Common patterns 10 point compass 1. Single Process 2. Predictability 3. Visibility 6. Estimation 4. Loading 7. KT 5. What-If 8. Quality 9. Technical Debt 10.Business Delight 14

15 3. Proposal Thin wrapper on Scrum Cross functional teams Primary & Backup Scrum Master Included BA/PO, Dev, QA Included offshore team members Vendor 1 ScrumBut s Vendor 2 could not participate Teams along tech. boundaries 15

16 3. Proposal 4 week sprints Monthly Sprint Planning, Demo Weekly Backlog grooming 60 minutes Daily Scrums 9:00 AM to 9:15 AM* ScrumBut: Some resistance (MWF) Daily SOS 10:00 AM to 10:25 AM* * +45/35 min break-outs if needed 16

17 3. Proposal Backlog One Enterprise proj. backlog Ranking by directors Stored in online tool Separate team features backlogs Decomposed by BA s Stored in Excel / SharePoint X-Team feat. alignment at SOS 17

18 3. Proposal Cross Team Dependencies From: Receiving Scrum Team To: Providing Scrum Team Provide: Deliverable By: Required Date Identified: Backlog Grooming Posted: SharePoint / Chatter Alignment: 1x1 between SMs / SOS, PO Confirmation: SOS Sprint Planning 18

19 4. Pilot 2 Teams Team 1: 2 locations (US) Team 2: 2 Locations (US, India) High urgency Stop talking, start doing Fake it till you make it! Powerful retros 19

20 5. Expansion 2 to 13 in 3 phases Training: Intro to Scrum Brown Bags Letter, Science, Spirit of Scrum Agile Estimation & Planning Reviews (Demos)& Retros Expert Panel 20

21 5. Expansion Team adjustments SalesForceChatter SOS Group Outlook Shared Calendar Scrums: Daily SOS: M/W/F Tool: At Task 21

22 6. Reporting Monthly CIO Review 10 dimensions / 4 ratings Categories: Ratings: FE BE ME EE Planning Poker Dashboard 3 C s Card Conversation Confirmation 3 A s Assessment Argument For Adjustment 22

23 6. Reporting # Objective 1. Single Process 2. Predictability 3. Visibility 4. Loading 5. What-If 6. Estimation 7. KT 8. Quality 9. Tech Debt 10. Biz. Delight Jul FE FE FE FE FE BE BE FE FE Dec BE BE ME BE BE BE BE BE Jan ME ME ME ME BE BE BE BE FE BE??? Feb Mar ME BE ME ME ME BE BE BE BE? ME EE BE ME ME ME ME ME BE? Comments 23

24 6. Reporting Total Scores: 10 x (0 to 3) 0 to

25 7. Optimization Formal Business Training Book Club Lean Software Development Value Stream Mapping Advisory Council Self Management with subtle control 25

26 7. Optimization Proposed metrics Quality: Productivity: Predictability: # of defects in production Decrease by x % over y sprints Increase by x % over y sprints Increase by x % over y sprints # of features in 3 Sprints # of features delivered # of features forecast 26

27 8. Transition Training SOS scrum masters Facilitating discussions Gradual ramp-down Roll-off 27

28 Recap Compass: Point to destination Dashboard: Progress, corrections Framework: Organize the journey 28

29 Recap 8Steps for Scaling Agile 1. Gap Assessment 2. Compass 3. Proposal 4. Pilot 5. Expansion 6. Reporting 7. Optimization 8. Transition 29

30 Recap Caveats Not sequential Not universal Helped me stay organized Tweak / Make your own 30

31 Pain Business: ROI? Process? CIO: Partnership with Business Sr. Dir: When do we finish? Dir: D2D loading / what-if analysis Mgr: Too many changes, burn out Dev: To-do? Integration nightmare QA: Test what? 31

32 Benefits Business: 1 Process. Backlog. Demo. CIO: Tools to partner with Business Sr. Dir: Project velocity, release plans Dir: Backlogs, grooming, swapping Mgr: Swap in/out, 40 hrs/week Dev: Sprint Planning QA: Sprint Planning 32

33 Takeaway s Scrum scales! But it isn t easy Not DIY for most Get professional help Preferably from outside Without baggage / axe to grind Not distracted by day-job 33

34 Takeaway s Consider training, experience in Scaling Scrum Leading full life cycle SW delivery Offshoring / Outsourcing Leading change Developing leaders Managing conflict Business fundamentals 34

35 SmoothApps Coaching Agile: Fire-drills Freedom Building Teams Deadlocks Dead-on Developing Leaders Leading Change Speaking Engagements Networking groups On-site presentations Brown Bags Tech People Resist Exploit Contact

36 Questions? Hemant Elhence

37 Synerzip in a Nut-shell 1. Software product development partner for small/midsized technology companies Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase By definition, all Synerzip work is the IP of its respective clients Deep experience in full SDLC design, dev, QA/testing, deployment 2. Dedicated team of high caliber software professionals for each client Seamlessly extends client s local team, offering full transparency Stable teams with very low turn-over NOT just staff augmentation, but provide full mgmt support 3. Actually reduces risk of development/delivery Experienced team - uses appropriate level of engineering discipline Practices Agile development responsive, yet disciplined 4. Reduces cost dual-shore team, 50% cost advantage 5. Offers long term flexibility allows (facilitates) taking offshore team captive aka BOT option 37

38 Our Clients 38

39 Thanks! Call Us for a Free Consultation! Hemant Elhence hemant@synerzip.com