Your SlideShare is downloading. ×
0
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
SCRUMShore - French Scrum Day 2011
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

SCRUMShore - French Scrum Day 2011

1,607

Published on

Presentation @ the French Scrum Day of ScrumShore : a 3rd Culture to mitigate the distance for intercultural distributed teams …

Presentation @ the French Scrum Day of ScrumShore : a 3rd Culture to mitigate the distance for intercultural distributed teams

SCRUMShore is a smart and pragmatic operating model for IT offshoring(*) activities. Based on Agile Methodologies SCRUM, eXtrem Programming, the model embraces the intercultural orientations in innovative way.

www.scrumshore.com

Published in: Technology, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,607
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
42
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. SCRUMShoreL. Sarrazin<br />Scrum Day France 2011<br />
  • 2. Merci aux sponsors du Scrumday !<br />Sponsors Platinum<br />Sponsors Gold<br />Parrainage :<br />
  • 3. Agenda<br />
  • 4. Speaker<br />Laurent SARRAZINlaurent.sarrazin@simplexeo.com<br />Bio<br />Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin exerce depuis 18 ans dans le secteur du développement informatique de la banque d’investissement, exigeant en terme de leadership, gourmand en méthodologies et technologies de pointe. <br />Son parcours est marqué par la mise en œuvre de méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle interculturelle. 3 années dans la SiliconValley Indienne de Bangalore lui ont permis de développer une expérience authentique. <br />A son retour au siège, Laurent a créé et dirige un service d’accompagnement/coaching des équipes dans la mise en œuvre et l’amélioration continue de solutions offshores agiles.<br />SpeakerScrum Day, Paris, March 31ADELI, “Autour d’un Verre”, March 30Valtech Days, March 17Cercle Agile, March 8Master HEC / SupTelecom / Mines – 2009, 2010ITSMF Day, Paris, Oct 2010eSCM Annual Conference, Paris, Nov 2010<br />Publicationshttp://sites.google.com/site/leanprove/ Contribution in a book (Dunod, Q2 2011)<br />Current ProjectsSimplexeo(www.simplexo.com)To Succeed with Simplexity.A blend of agile value, lean principles, radical managementto transform our organizations, toward people delightScrumshore(www.scrumshore.com)Agility , Lean, Collective Intelligence applied to Smart Offshoring<br />Return of Experience Context<br />Investment BankingCaptive OffshoringMulti-Teams, ...<br />
  • 5. #0 – Intro<br />Wewill not speak just about Scrum<br />becauseyou know it.<br />We’drather focus on InterculturalTeams, and how Scrum isa strongdistance reducer.<br />
  • 6. Story<br />line<br />#01 – Intercultural AwarenessImpacts of Remoteness/DistanceBasics to succeed  Agile Benefits<br />Bridging with a 3rd Culture, Trust & Value Based<br />#02 – Discover SCRUMShore<br /> A smart offshoring operating model,based on Scrum & focused on Trust-Based Relationship<br />Attribution-NonCommercial-ShareAlikeCC BY-NC-SA <br />This license lets others remix, tweak, and build upon your work non-commercially, as long as they credit you and license their new creations under the identical terms.<br />#03 – Extension ..for any Distributed Sourcing Mode Extend Scrumshore to work distribution patterns: distributed teams, fixed-price contracts ..<br />
  • 7. Why ?<br />Cultural Differences<br />Country, corporate intercultural gaps<br />Distance<br />&<br />Remoteness<br />Loss of ..Visibility, Control, Trust<br />Loss of Client Proximity<br />Understanding of the context, the expectations, getting feedback, ..<br />Streched Knowledge<br />Limited execution scope, less autonomy<br />Loss of Teamness<br />Dispersed Team vs Distributed-On-Team<br />Coordination Breakdown<br />To foster operational efficiency<br />The Offshoring Problem Statement<br />
  • 8. Bridgingwith a Third Culture<br />What<br />Culture 1<br />Corporate Culture<br />Functional Culture<br />A Third Culture<br />National / Country Culture<br />Culture 2<br />Team Culture<br />Individual Culture<br />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) <br />
  • 9. #1 - A bit of Intercultural<br />Awareness<br />
  • 10. True Stories : Cultural Differences<br />Day to DaySituations<br /><ul><li>Objectives Setting (definition, understanding, commitments)
  • 11. Expectations : Explicit / Implicit, Assumptions
  • 12. DecisionMaking
  • 13. Perception of whatischallenging
  • 14. Meetings : agenda to conclusion
  • 15. Communication (phone, meetings, interviews, …)
  • 16. Cross-Visits, Protocols
  • 17. Absences
  • 18. Learning Schemes
  • 19. Leadership Style
  • 20. Sense of Quality
  • 21. Yes / No
  • 22. Definition of ‘Done’
  • 23. Clarifications, Troubleshooting, ..
  • 24. Physical Distance, Timelag</li></ul>Opinion<br />Problem<br />Solving<br />Anger<br />Self Esteem<br />The <br />Manager<br />Intercultural day-to-day real situations …<br />
  • 25. IST : IndianStretchable Time<br />Time Boxing …<br />
  • 26. Direct / Indirect Intercultural Communication Patterns<br />http://www.danielnester.com/uploaded_images/Kaplan_RB_Cultural_Thought_Patterns_in_Intercultural_Communication_Diagram-790122.JPG<br />Daily Standups, Retrospective, …<br />Core Protocols, XP Values, ..<br />
  • 27. A smart definition<br />Culture = Learned Values <br />& Behaviours<br />shared by a group <br />of people<br />Typically aligned with our agile manifesto ;)<br />
  • 28. The Challenge : touching the values for sustainability<br />practices<br />DO<br />is not <br />BE<br />behaviour<br />Values<br />Mindset<br />Coaching REQUIRED ! To lead the change at the values level<br />
  • 29. Cultural differences : Key Models<br />GeertHofstede (2002) <br />Classic models dealing with intercultural differences<br />
  • 30. Why and How to use these models ?<br />Better to beawarebeforethanafter ..<br />To manage the<br />« agile interculturalparadox »(*)<br /><ul><li>Helper ?</li></ul>how agility canmitigate cultural gaps ?<br /><ul><li>Blocker?</li></ul>how the cultural orientations can impact (block or help) agile effectiveness<br />(*) tentative name ..<br />
  • 31. Quick Illustration with Hofstede<br />Tolerance to ambiguity, uncertainty<br /><ul><li> No Upfront spec/design
  • 32. KISS Rules, LEAN Process</li></ul>Power of the hierarchy<br /><ul><li> Scrum-mastercommand/control to manager-coach
  • 33. Radical TransparencyBurn charts, ..</li></ul>Inter-Relationships<br /><ul><li>Collective ownership
  • 34. Daily Meeting</li></ul>Reactivity to the changes<br /><ul><li>DEEP Backlog
  • 35. Iterative & Incremental</li></li></ul><li>Overview of Scrum vs Cultural Attributes<br />http://hasith.net/documents/Culturally_Distributed_Scrum.pdf<br />
  • 36. Conclusion : Agility as a NEGOTIATEDThirdCulture<br />Culture 1<br />The Third Culture<br /><!> Agile Intercultural Paradox <!><br />Culture 2<br /> Good to have Agility as an opportunity to bridge teams with a 3rd Culture, but we need to take care of the “agile intercultural paradox”<br />
  • 37. #2 - Discoverthe ingredients of ScrumShore<br />
  • 38. Ingredients of the SCRUMShore Recipe<br />Trust-Based<br />Sourcing<br />Agility<br />Scrum + XP<br />Trust-Based<br />Relationship<br />Agile<br />Intercultural<br />Paradox<br />Flower<br />Of Success<br />
  • 39. Ingredient #01 : 5 Dysfunctions of a Team<br />Trust !!<br />Goodies :A great book, like a fable<br />
  • 40. Ingredient #02 : Lateral Thinking, Edouard de Bono<br />A powerful approach for creative thinking, problem solving.<br />Enable a group to be synchronized on a single perspective at a time, and go perspective by perspective.<br />Agile Tip : a great way to conduct retrospective.<br />
  • 41. Step 3 : Integration into a simple operating model : SCRUMShore<br />3 Core Components<br />From the Flower Of Success, we created SCRUMShore : a trust-based operating model, fostering the ONE TEAM Spirit, relying on SCRUM and a SMART transition path <br />
  • 42. ONE Team<br />ONE Culture = We are equal Shared Vision<br />Common Goals<br />Unified Working Principles<br />“us” / “them” syndrome killer<br />Distance Reducer<br />ONE Team SpiritWe are within the same company !No SLAs, No penalty, …But virtual distributed teams <br />Lead Site <br />Client Accountability<br />Client Proximity<br />Integration, Roll-Out<br />Remote Site <br />Delivery Capabilities Execution Capacity<br />Feature Team<br />3 Perspectivesa good way to structure the thinking / design / implementation of your partership.<br />Infinite reusability …<br />Scrumshore Component #01 : the Foundations<br />The key enabler : 2 simple concepts to envision the ONE TEAM Spirit.<br />Leveraging Edouard De Bono : Lateral Thinking<br />
  • 43. View 1 : High-level Goals & Roles Distribution<br /> Mutual Expectations <br />View 2 : Detailed Work Distribution<br /> Working Mix<br />View 4 : Vertical Interactions<br /> Expectation, Communication, Deliverables, Tools, …<br />View 3 : Horizontal Interactions<br /> Expectations, Communication, Deliverables, Tools, …<br />Scrumshore Component #02 : The SMART TeamWork Foundations<br /><ul><li> We push teams to define a clear cut working manifesto, write down their mutual expectations, shared commitment.  Real Coaching (with an exercise book)
  • 44. We avoid the RACI spirit</li></li></ul><li>ScrumshoreComponent #03a : Distributed SCRUM + XP<br /><ul><li> Distribute across the 2 sites : the agile and lean software principles
  • 45. Apply SCRUM as-it-is (SCRUM is enough lean and “kiss”. Kill the “yes/buts” )
  • 46. Iteration-pipelining has been introduced on need basis (C. Larman in Bangalore in 2006)
  • 47. We apply XP Core Engineering Practices : TDD, CI, JIT Design,..</li></li></ul><li>Value<br />Scale<br />ScrumshoreComponent #03a : Evolutive Delivery Model<br />3<br />Ultimate<br />2<br />Optimized<br />1<br />Initial<br /><ul><li> Foster Loose-Coupling,
  • 48. EnableRemoteEmpowerment
  • 49. BuildRemoteAutonomy
  • 50. Minimize Back & Forth, Latency</li></ul>FEATURE<br />TEAMS<br />
  • 51. Exercise Book : to Guide You in this Journey<br />Vision / Charter<br />HoriontalCollaborations<br />Vision / Charter<br />S.M.A.R.TGoals<br />WorkingAreas<br />SelfTest<br />
  • 52. Checklist :: « Flower of Success »<br />Good Starts / Bad Starts begin here …<br />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).<br /> Easy to see where agility is at stakes<br />
  • 53. #3 - Outronextsteps forScrumShore<br />
  • 54. NextSteps (1/2)<br />ApplyScrumshore to otherkinds of sourcing<br /><ul><li>Distributed Team, ATG, Fixed Price</li></ul>Leverage« Agile ContractingModels »<br />Going beyond Captive Offshoring, and leverage ScrumShore to support our Sourcing Strategy<br />… comin’ soon : Scrumshore & eSCM mapping<br />
  • 55. Next Steps (2/2) : Pushing for a new Agile Iron Triangle<br />+<br />+<br />Relationship<br />PersonalTouch ;)<br /> The journey is not over …<br />Next move : The Radical Change of the Iron Triangle<br />
  • 56. Merci<br />Questions / Réponses<br />
  • 57. Some References<br />Challenges in Applying Scrum Methodology on Culturally Distributed Teams<br />http://hasith.net/documents/Culturally_Distributed_Scrum.pdf<br />Analyzing Intercultural Factors Affecting Global Software Development<br />Philippe Kruchten<br />http://www.kruchten.com/site/publications.html<br />Investigating Cultural Differences in Virtual Software Teams, G. Dafoulas<br />http://www.ejisdc.org/ojs2/index.php/ejisdc/article/view/37<br />THE IMPACT OF INTERCULTURAL FACTORS ON GLOBAL SOFTWARE DEVELOPMENT<br />ftp://ftp.eng.auburn.edu/pub/mynenls/.../software.pdf<br />On Empirical Research Into Scrum<br />www.scrumalliance.org/resource_download/989<br />GeertHofstede Cultural Dimensions<br />www.geert-hofstede.com/<br />Rosinski’s Cultural Orientation Framework<br />http://www.philrosinski.com/<br />

×