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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
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SCRUMShore - French Scrum Day 2011

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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

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  • 1. SCRUMShoreL. Sarrazin
    Scrum Day France 2011
  • 2. Merci aux sponsors du Scrumday !
    Sponsors Platinum
    Sponsors Gold
    Parrainage :
  • 3. Agenda
  • 4. Speaker
    Laurent SARRAZINlaurent.sarrazin@simplexeo.com
    Bio
    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.
    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.
    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.
    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
    Publicationshttp://sites.google.com/site/leanprove/ Contribution in a book (Dunod, Q2 2011)
    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
    Return of Experience Context
    Investment BankingCaptive OffshoringMulti-Teams, ...
  • 5. #0 – Intro
    Wewill not speak just about Scrum
    becauseyou know it.
    We’drather focus on InterculturalTeams, and how Scrum isa strongdistance reducer.
  • 6. Story
    line
    #01 – Intercultural AwarenessImpacts of Remoteness/DistanceBasics to succeed  Agile Benefits
    Bridging with a 3rd Culture, Trust & Value Based
    #02 – Discover SCRUMShore
    A smart offshoring operating model,based on Scrum & focused on Trust-Based Relationship
    Attribution-NonCommercial-ShareAlikeCC BY-NC-SA
    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.
    #03 – Extension ..for any Distributed Sourcing Mode Extend Scrumshore to work distribution patterns: distributed teams, fixed-price contracts ..
  • 7. Why ?
    Cultural Differences
    Country, corporate intercultural gaps
    Distance
    &
    Remoteness
    Loss of ..Visibility, Control, Trust
    Loss of Client Proximity
    Understanding of the context, the expectations, getting feedback, ..
    Streched Knowledge
    Limited execution scope, less autonomy
    Loss of Teamness
    Dispersed Team vs Distributed-On-Team
    Coordination Breakdown
    To foster operational efficiency
    The Offshoring Problem Statement
  • 8. Bridgingwith a Third Culture
    What
    Culture 1
    Corporate Culture
    Functional Culture
    A Third Culture
    National / Country Culture
    Culture 2
    Team Culture
    Individual Culture
    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)
  • 9. #1 - A bit of Intercultural
    Awareness
  • 10. True Stories : Cultural Differences
    Day to DaySituations
    • 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
    Opinion
    Problem
    Solving
    Anger
    Self Esteem
    The
    Manager
    Intercultural day-to-day real situations …
  • 25. IST : IndianStretchable Time
    Time Boxing …
  • 26. Direct / Indirect Intercultural Communication Patterns
    http://www.danielnester.com/uploaded_images/Kaplan_RB_Cultural_Thought_Patterns_in_Intercultural_Communication_Diagram-790122.JPG
    Daily Standups, Retrospective, …
    Core Protocols, XP Values, ..
  • 27. A smart definition
    Culture = Learned Values
    & Behaviours
    shared by a group
    of people
    Typically aligned with our agile manifesto ;)
  • 28. The Challenge : touching the values for sustainability
    practices
    DO
    is not
    BE
    behaviour
    Values
    Mindset
    Coaching REQUIRED ! To lead the change at the values level
  • 29. Cultural differences : Key Models
    GeertHofstede (2002)
    Classic models dealing with intercultural differences
  • 30. Why and How to use these models ?
    Better to beawarebeforethanafter ..
    To manage the
    « agile interculturalparadox »(*)
    • Helper ?
    how agility canmitigate cultural gaps ?
    • Blocker?
    how the cultural orientations can impact (block or help) agile effectiveness
    (*) tentative name ..
  • 31. Quick Illustration with Hofstede
    Tolerance to ambiguity, uncertainty
    • No Upfront spec/design
    • 32. KISS Rules, LEAN Process
    Power of the hierarchy
    • Scrum-mastercommand/control to manager-coach
    • 33. Radical TransparencyBurn charts, ..
    Inter-Relationships
    • Collective ownership
    • 34. Daily Meeting
    Reactivity to the changes
    • DEEP Backlog
    • 35. Iterative & Incremental
  • Overview of Scrum vs Cultural Attributes
    http://hasith.net/documents/Culturally_Distributed_Scrum.pdf
  • 36. Conclusion : Agility as a NEGOTIATEDThirdCulture
    Culture 1
    The Third Culture
    <!> Agile Intercultural Paradox <!>
    Culture 2
     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”
  • 37. #2 - Discoverthe ingredients of ScrumShore
  • 38. Ingredients of the SCRUMShore Recipe
    Trust-Based
    Sourcing
    Agility
    Scrum + XP
    Trust-Based
    Relationship
    Agile
    Intercultural
    Paradox
    Flower
    Of Success
  • 39. Ingredient #01 : 5 Dysfunctions of a Team
    Trust !!
    Goodies :A great book, like a fable
  • 40. Ingredient #02 : Lateral Thinking, Edouard de Bono
    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.
  • 41. Step 3 : Integration into a simple operating model : SCRUMShore
    3 Core Components
    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
  • 42. ONE Team
    ONE Culture = We are equal Shared Vision
    Common Goals
    Unified Working Principles
    “us” / “them” syndrome killer
    Distance Reducer
    ONE Team SpiritWe are within the same company !No SLAs, No penalty, …But virtual distributed teams
    Lead Site
    Client Accountability
    Client Proximity
    Integration, Roll-Out
    Remote Site
    Delivery Capabilities Execution Capacity
    Feature Team
    3 Perspectivesa good way to structure the thinking / design / implementation of your partership.
    Infinite reusability …
    Scrumshore Component #01 : the Foundations
    The key enabler : 2 simple concepts to envision the ONE TEAM Spirit.
    Leveraging Edouard De Bono : Lateral Thinking
  • 43. View 1 : High-level Goals & Roles Distribution
     Mutual Expectations
    View 2 : Detailed Work Distribution
     Working Mix
    View 4 : Vertical Interactions
     Expectation, Communication, Deliverables, Tools, …
    View 3 : Horizontal Interactions
     Expectations, Communication, Deliverables, Tools, …
    Scrumshore Component #02 : The SMART TeamWork Foundations
    • 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
  • ScrumshoreComponent #03a : Distributed SCRUM + XP
    • 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,..
  • Value
    Scale
    ScrumshoreComponent #03a : Evolutive Delivery Model
    3
    Ultimate
    2
    Optimized
    1
    Initial
    • Foster Loose-Coupling,
    • 48. EnableRemoteEmpowerment
    • 49. BuildRemoteAutonomy
    • 50. Minimize Back & Forth, Latency
    FEATURE
    TEAMS
  • 51. Exercise Book : to Guide You in this Journey
    Vision / Charter
    HoriontalCollaborations
    Vision / Charter
    S.M.A.R.TGoals
    WorkingAreas
    SelfTest
  • 52. 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
  • 53. #3 - Outronextsteps forScrumShore
  • 54. NextSteps (1/2)
    ApplyScrumshore to otherkinds of sourcing
    • Distributed Team, ATG, Fixed Price
    Leverage« Agile ContractingModels »
    Going beyond Captive Offshoring, and leverage ScrumShore to support our Sourcing Strategy
    … comin’ soon : Scrumshore & eSCM mapping
  • 55. Next Steps (2/2) : Pushing for a new Agile Iron Triangle
    +
    +
    Relationship
    PersonalTouch ;)
    The journey is not over …
    Next move : The Radical Change of the Iron Triangle
  • 56. Merci
    Questions / Réponses
  • 57. Some References
    Challenges in Applying Scrum Methodology on Culturally Distributed Teams
    http://hasith.net/documents/Culturally_Distributed_Scrum.pdf
    Analyzing Intercultural Factors Affecting Global Software Development
    Philippe Kruchten
    http://www.kruchten.com/site/publications.html
    Investigating Cultural Differences in Virtual Software Teams, G. Dafoulas
    http://www.ejisdc.org/ojs2/index.php/ejisdc/article/view/37
    THE IMPACT OF INTERCULTURAL FACTORS ON GLOBAL SOFTWARE DEVELOPMENT
    ftp://ftp.eng.auburn.edu/pub/mynenls/.../software.pdf
    On Empirical Research Into Scrum
    www.scrumalliance.org/resource_download/989
    GeertHofstede Cultural Dimensions
    www.geert-hofstede.com/
    Rosinski’s Cultural Orientation Framework
    http://www.philrosinski.com/

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