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  • 1. Scrum in a Large Organization Ralph Koglin CPO, Bernd Götz CSM
  • 2. Introduction •Today •History •Good and Bad from the Trenches •What's next? 2
  • 3. • Bernd and Ralph About Us 33 3
  • 4. • Bernd and Ralph About Us 44 4
  • 5. Swiss Re is a leading and highly diversified global re/insurance company • Our financial strength is currently rated: Standard & Poor’s: AA-/stable; Moody’s A1/positive; A.M. Best: A+/stable • A pioneer in insurance-based capital market solutions, we combine financial strength and unparalleled expertise for the benefit of our clients. • We deliver both traditional and innovative offerings in Property & Casualty and Life & Health that meet our clients' needs. • 150 years of experience in providing wholesale re/insurance and risk management solutions. The “Gherkin”, London Headquarters, Zurich Armonk, New York 5
  • 6. • Develop a global treaty rating platform reflecting the best practices of existing rating methods and tools currently implemented in the Americas, Europe, and Asia-Pacific as well as more recent and future developments • Replace a wealth of existing tools (largely excel based tools) • The Global Rating Platform forms a central part of the underwriting process • A multi-year initiative The Global Rating Plattform 6
  • 7. GRP Today 7
  • 8. 8 modernanalyst.com
  • 9. • Chief Product Owner, three Product Owners • 37 team members – Four teams with Scrum Masters – One "Chief Scrum Master" • Distributed between – Riga (Latvia) – Zurich (Switzerland) The Project Setup 9
  • 10. Teams and Chapters 10 See Kniberg, Scaling Agile @ Spotify
  • 11. • 3 week Sprints • Working Agreements – Definition of Ready – Definition of Done • Daily Stand ups – 10 -15 minutes per team – 10 -15 minutes Scrum of Scrum • Product Backlogs • Regular planning poker sessions for story point estimation and release planning Scrum Setup 11
  • 12. Sprint Details 12 Sprint 81 Sprint 82 Monday Sprint release deployment, Business Review preparation Business Review Retrospectives (per team) Sprint Planning (all) Story planning and estimation per team Story planning and estimation per team MorningAfternoon SprintingFriday Tuesday Story preview sessions Story analysis and design Sprint release wrap up (continued on Friday) Thursday
  • 13. Release Planning 13 1 2 3 S 2 3 4 5 S1 S Release 5.1 – May 12 3 Feature Sprints 1 Stabilisation Sprint Major Topic: • xxx (incl. performance improvements) Minor Topics: • yyy ca. 6 small Stories: - agreed critical stories Major Topic: • xxx (development proceeds till end of 2014) Minor Topics: • yyy • zzz (agreed on stories) ca. 10 small Stories: - agreed critical stories Stabilisation only! Release 5.2 – Sept 15 5 Feature Sprints 1 Stabilisation Sprint Release 5.3 – Oct 27 2 Stabilisation Sprints S
  • 14. History 14
  • 15. • ~10 team members • In 2008 the project started with "Swiss Re RUP" • Large use case documents – expensive to maintain – handed over from Business to IT (throw it over the fence….) • Wasteful! 2008: Business vs IT 15 Use Case Document modernanalyst.com
  • 16. • ~ 15 team members, all in one team • Crisis workshop to pull the project together • "Partial" introduction of scrum: – Let's call use cases  stories – Word to Wiki • Three week development cycles • First product backlog • Project manager becomes product owner – High level features for releases put together by PO 2009: "Scrum But" 16
  • 17. • ~ 15 team members • Version 1.0 – minimum viable product – high degree of stress • Split into two teams, introduction of Scrum of Scrum • Technical debts • Introduction of story point estimation using planning poker 2010: First Production Release 17
  • 18. Version History 18 1 Sep 2010 1.0 26 Aug 2011 2.1 27 Aug 2012 3.0 13 Jul 2013 4.0 Summer 2014 5.x
  • 19. Good and Bad from the Trenches 19
  • 20. • Core Values! Great! • Bodies and committees – PSB, LSC, TDC, SQA, AQ, MTV, GIA, ORM • BPPM - Best Practice Project Management – still alive and kicking – project vs product thinking… • Yearly planning and budgeting process • Build vs run organizations – Move to run mode, handover to maintenance team, aka "waste" • How to identify and how to agree what's waste and what's not Hang on… is Swiss Re a Truly Agile Company? 20 modernanalyst.com
  • 21. • A physical board is not possible due to two locations • Jira with Rapid Board (aka Greenhopper) • Confluence Wiki – User documentation – Specification – Business documentation – Technical documentation • It took some time to get there • Is Swiss Re lucky with this tooling? Lean Tooling in an Enterprise 21
  • 22. 22 Jira
  • 23. 23 Confluence
  • 24. • Communication and Collaboration – Heavy users of Swiss Re's Web Based Conferencing platform – Lotus Notes Sametime for group and individual chats Team Location and Setup – Collaboration…. 24 • Near Shoring – it's given at the moment • Lots of travelling • Regular all team workshops and events • Build trust across locations
  • 25. The Waterfall Virus still Alive… People stuck in Waterfall Thinking 25
  • 26. Defects, Defects, Defects 26 Stabilization Sprints 1.2 2.1 2.5 3.1 3.5 4.0 4.2 5.0
  • 27. • Lack of automation – Being addressed, is a huge undertaking if not picked up from the beginning • Incomplete acceptance tests • Developers don't test their own code well enough (not enough unit testing, not enough integration testing) • Domain complexity (complex domain model, complex calculations, hard to validate) • Too much load by PO, hence too much work in progress Where are those Defects coming from? 27 modernanalyst.com
  • 28. Stories and Defects Correlation 28 0 100 200 300 400 500 600 700 800 900 1 1.1 1.2 2 2.1 2.5 3 3.1 3.5 4 4.1 4.2 5 NumberofStories/Defects Version Stories vs Defects Stories per Release Defects per Release "We know it, but…"
  • 29. What's next? 29
  • 30. • More product focus (vs. project focus) • Continuous delivery – More frequent deployments to production – Having a potentially shippable product each Sprint – Strong investment into test automation • Leaner specification, e.g. using "Specification by Example" • Foster Lean/Agile knowledge within the Business organization • "Delight the Customer" PO/SM Wish List 30
  • 31. • Is it enough to count stories, and to drop story point estimation? • Our own data supports above statement, correlation is 0.97! • See Story Points considered harmful, Vasco Duarte Changes in Estimation 31
  • 32. • It works! Even in a large organization! • Training and education! • The relationship between Business and IT improved with Agile/Scrum • It's still very much bottom up, and based on energetic people Conclusion 32
  • 33. 3333 Thank you!