Your SlideShare is downloading. ×
  • Like
Scrumshore 2011-06-23-xebia-v1.0b
Upcoming SlideShare
Loading in...5

Thanks for flagging this SlideShare!

Oops! An error has occurred.


Now you can save presentations on your phone or tablet

Available for both IPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Scrumshore 2011-06-23-xebia-v1.0b


Scrumshore presented at a Xebia Seminar

Scrumshore presented at a Xebia Seminar

Published in Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads


Total Views
On SlideShare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. SCRUMShore @ SG-CIB Xebia Seminar, 23rd June 2011 Laurent SARRAZIN
  • 2.
  • 3. Speaker Agilitateur Laurent SARRAZIN Bio Speaker Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin exerce depuis 18 ans dans le secteur du développement ITSMf Assemblée Générale, June 2011 informatique de la banque d’investissement, exigeant en Xebia Seminar, June 2011 terme de leadership, gourmand en méthodologies et ADELI, “Autour d’un Verre”, April 4 Scrum Days, Paris, March 31 technologies de pointe. Valtech Days, March 17 Cercle Agile, March 8 Son parcours est marqué par la mise en œuvre de Master HEC / SupTelecom / Mines – 2009, 2010, 2011 méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle ITSMF Day, Paris, Oct 2010 interculturelle. 3 années dans la Silicon Valley Indienne eSCM Annual Conference, Paris, Nov 2010 de Bangalore lui ont permis de développer une expérience authentique. Publications A son retour au siège, Laurent a créé et dirige un service d’accompagnement/coaching des équipes dans Contribution in a book (Dunod, Q2 2011) la mise en œuvre et l’amélioration continue de solutions offshores agiles. Current Simplexeo ( To Succeed with Simplexity. Return of Experience A blend of agile value, lean principles, radical management Context to transform our organizations, toward people delight Investment Banking Scrumshore ( Captive Offshoring Agility , Lean, Collective Intelligence applied to Smart Multi-Teams, ... Offshoring
  • 4. #0 – Intro We will not speak just about Agility, Scrum, XP, … We’d rather focus on Intercultural Teams, and how Scrum is a distance reducer.
  • 5. #01 – Intercultural Awareness Story Impacts of Remoteness/Distance line Basics to succeed  Agile Benefits Bridging with a 3rd Culture, Trust & Value Based Attribution-NonCommercial-ShareAlike #02 – Discover SCRUMShore CC BY-NC-SA This license lets others remix, tweak, and build upon your work non- A smart offshoring operating model, commercially, as long as they credit you and license their new creations under the identical terms. based on Scrum & focused on Trust-Based Relationship #03 – Extension ..for any Distributed Sourcing Extend Scrumshore to work distribution patterns: distributed teams, fixed-price contracts ..
  • 6. The Offshoring Problem Statement Why ? Cultural Differences Country, corporate intercultural gaps Loss of ..Visibility, Distance Control, Trust Loss of Client Proximity & Understanding of the Streched context, the expectations, Knowledge getting feedback, .. Limited execution Remoteness scope, less autonomy Loss of Teamness Dispersed Team Distributed-On-Team Coordination Breakdown To foster operational efficiency
  • 7. Bridging with a Third Culture What Culture 1 A Third Culture Culture 2 Individual Working with distributed teams, especially in different countries implies to take care of cultural differences. The idea is to leverage the richness of the differences AND bridge teams with the 3rd culture based on SCRUM (and other agile ingredients)
  • 8. The Agile Value Proposal for Offshoring How Intrinsic Quality Quality in Built-in eXtrem IT Engineering mindset and practices are 8
  • 9. To sum’up « Agility is not magic for distributed teams, but a strong enabler » Lead Site Remote Site • High-Bandwidth • Courage, Discipline, Communication Energy, Willingness • Common Goals Gatekeeping  XP Values • Continuous Feedback • Ambassadors, • Collective Onwnership Fertilization, Trips • Radical Transparency • « Keep It Simple » You do not buy the TRUST .. You have to build and groom it !
  • 10. #1 - A bit of Intercultural
  • 11. Day to Day True Stories : Cultural Differences Situations • Objectives Setting (definition, understanding, commitments) Opinion • Expectations : Explicit / Implicit, Assumptions • Decision Making • Perception of what is challenging • Meetings : agenda to conclusion Problem • Communication (phone, meetings, interviews, …) Solving • Cross-Visits, Protocols • Absences • Learning Schemes Anger • Leadership Style • Sense of Quality • Yes / No Self • Definition of ‘Done’ Esteem • Clarifications, Troubleshooting, • Physical Distance, Timelag The Manager Intercultural day-to-day real situations …
  • 12. IST : Indian Stretchable Time Boxing …
  • 13. Direct / Indirect Intercultural Communication Patterns Daily Standups, Retrospective, … Core Protocols, XP Values, ..
  • 14. The Challenge : touching the values for sustainability DO is not Coaching REQUIRED ! To lead the change at the values level
  • 15. Cultural differences : Key Models Geert Hofstede (2002) Classic models dealing with intercultural differences
  • 16. Better to be Why and How to use these models ? aware before than after .. To manage the « agile intercultural paradox » (*) -Helper ? how agility can mitigate cultural gaps ? -Blocker ? how the cultural orientations can (block or help) agile effectiveness (*) tentative name ..
  • 17. Quick Illustration with Hofstede Tolerance to ambiguity, uncertainty  No Upfront spec/design  KISS Rules, LEAN Process Power of the hierarchy  Scrum-master command/control to manager-coach  Radical Transparency Burn charts, .. Inter-Relationships Collective ownership Daily Meeting Reactivity to the changes DEEP Backlog  Iterative &
  • 18. Overview of Scrum vs Cultural Attributes
  • 19. Conclusion : Agility as a NEGOTIATED Third Culture Culture 1 <!> Agile Intercultural The Third Paradox <!> Culture Culture  Good to have Agility as an opportunity to bridge teams with a 3rd Culture, AND take care of the “agile intercultural paradox”
  • 20. #2 - Discover ScrumShore
  • 21. The 3 Components of SCRUMShore ONE Team Spirit Smart Team Work Evolutive Iterative & Incremental Delivery Model  Features SCRUMShore is a trust-based operating model, fostering the ONE TEAM Spirit, relying on SCRUM and a SMART transition path
  • 22. Component #01 : the Foundations ONE Team ONE Team Spirit ONE Culture = We are equal Shared Vision Common Goals Unified Working Principles We are within the same company ! “us” / “them” syndrome killer No SLAs, No penalty, … Distance Reducer But virtual distributed teams Lead Site Remote Site Client Accountability Delivery Capabilities Client Proximity Execution Capacity Integration, Roll-Out Feature Team 3 Perspectives a good way to structure the thinking / design / implementation of your Infinite reusability … The key enabler : 2 simple concepts to envision the ONE TEAM Spirit. Leveraging Edouard De Bono : Lateral Thinking
  • 23. Component #02 : The SMART TeamWork Foundations View 1 : High-level Goals & Roles Distribution View 2 : Detailed Work Distribution  Mutual Expectations  Working Mix #1 Roles Distribution View 4 : Vertical Interactions  Expectation, Communication, Deliverables, Tools, … #4 Vertical ONE #2 Collaboration Team Working Mix View 3 : Horizontal Interactions  Expectations, Communication, Deliverables, Tools, … #3 Horizontal  We push teams to define a clear cut working manifesto, write down their mutual expectations, shared commitment.  Real Coaching (with an exercise book)  We avoid the RACI spirit
  • 24. Component #03a : Distributed SCRUM +  Distribute across the 2 sites : the agile and lean software principles  Apply SCRUM as-it-is (SCRUM is enough lean and “kiss”. Kill the “yes/buts” )  Iteration-pipelining has been introduced on need basis (C. Larman in Bangalore in 2006)  We apply XP Core Engineering Practices : TDD, CI, JIT Design,..
  • 25. Component #03b : Evolutive Delivery Model Value Scale 3 Ultimate 2 Optimized 1  Foster Loose-Coupling,  Enable Remote Empowerment  Build Remote Autonomy  Minimize Back & Forth, Latency
  • 26. HOW-TO (1/3): Sketch your operating model by following the user stories … Lead Site Remote Site On a whiteboard, together Apply the various SCRUM + XP Business IT IT elements to define •Who is charge of what •How you will manage the various Governance scrum ceremonies •How you will monitor the activities based on scrum indicators + outcomes of your engineering  Carve your working manifesto in Functional the “Sourcing Agreement” Technical Sourcing Engagement
  • 27. HOW-TO (2/3): Sketch your operating model by following the user stories … Sprint Planning Lead Site Remote Site SCRUM Checklist SCRUM Roles Business IT IT Product Owner Scrum Master Product Remote Scrum Team Owner Scrum Master SCRUM Artefacts Product Backlog Product Burn Up Chart Iteration Iteration backlog Product User Day Backlog Day Iteration Burndown Backlog Stories Lead Velocity Scrum Master Remore Scrum Team SCRUM Ceremonies Iteration Planning Daily Scrum Meeting Iteration Review Iteration Local Scrum Team Products Increments Retrospective Sprint Review
  • 28. HOW-TO (3/3): Sketch your operating model by following the user stories … Project Y Project
  • 29. Exercise Book : to Guide You in this Journey Vision / Charter Horiontal Collaborations Vision / Charter S.M.A.R.T Goals Working Areas Test
  • 30. Checklist : : « Flower of Success » Good Starts / Bad Starts begin here … Based of our experience, here are the basics to succeed (teams called it the ‘flower of success’, and also used it as a simple and quick diagnosis-checklist).  Easy to see where agility is at stakes
  • 31. ROTI Q&A Next Steps #3 - Outro
  • 32. Next Steps Apply Scrumshore to other kinds of sourcing Distributed Team, ATG, Fixed Price Leverage « Agile Contracting Models » Going beyond Captive Offshoring, and leverage ScrumShore to support our Sourcing Strategy … comin’ soon : Scrumshore & eSCM mapping
  • 33. Take Aways ScrumShore Lean Distance Trust Builder
  • 34. Q&A
  • 35. Merci
  • 36. Some References Challenges in Applying Scrum Methodology on Culturally Distributed Teams Analyzing Intercultural Factors Affecting Global Software Development Philippe Kruchten Investigating Cultural Differences in Virtual Software Teams, G. Dafoulas THE IMPACT OF INTERCULTURAL FACTORS ON GLOBAL SOFTWARE DEVELOPMENT On Empirical Research Into Scrum Geert Hofstede Cultural Dimensions Rosinski’s Cultural Orientation
  • 37. Ingredient #02 : Lateral Thinking, Edouard de A powerful approach for creative thinking, problem solving. Enable a group to be synchronized on a single perspective at a time, and go perspective by perspective. Agile Tip : a great way to conduct retrospective.
  • 38. Ingredient #01 : 5 Dysfunctions of a Team Trust !! Without trust, nothing will work
  • 39.