Going Large Staying Small
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Going Large Staying Small

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How to run large organizations using Scrum?...

How to run large organizations using Scrum?
This slide deck gives a first idea about what you need to do to run Scrum in these organizations.

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  • 1. going LARGE by staying small running large projects & whole organisations with Scrum Belo Horizonte, June 2009 presented by Mittwoch, 3. Juni 2009
  • 2. Who is this no-name in YOUR country? Mittwoch, 3. Juni 2009
  • 3. before Scrum ... Mittwoch, 3. Juni 2009
  • 4. Philosophy and Soziology Mittwoch, 3. Juni 2009
  • 5. EDS | BroadVision | ONE | Mittwoch, 3. Juni 2009
  • 6. I knew how to make projects work the traditional way Mittwoch, 3. Juni 2009
  • 7. CMM 2 - Pilot Project Mittwoch, 3. Juni 2009
  • 8. CMM 3 internal trainer at EDS in 1999 Mittwoch, 3. Juni 2009
  • 9. 2002 Mittwoch, 3. Juni 2009
  • 10. and then the challenge Mittwoch, 3. Juni 2009
  • 11. Build it faster and more reliable again! Mittwoch, 3. Juni 2009
  • 12. traditional way would not work ... No Way! Mittwoch, 3. Juni 2009
  • 13. First Scrum Mittwoch, 3. Juni 2009
  • 14. 2003 Mittwoch, 3. Juni 2009
  • 15. Certified ScrumMaster Mittwoch, 3. Juni 2009
  • 16. 2004 Mittwoch, 3. Juni 2009
  • 17. 1st Certified ScrumTrainer Mittwoch, 3. Juni 2009
  • 18. 2005 first teams with people size up to 50 persons Mittwoch, 3. Juni 2009
  • 19. 2006 first teams with people size up to 100 persons and distributed environment Mittwoch, 3. Juni 2009
  • 20. 2008 number of people trained goes beyond 3000 Mittwoch, 3. Juni 2009
  • 21. 2009 - the circle closes ... Now whole companies wants to do big bang implementations ... We help them doing it: Mittwoch, 3. Juni 2009
  • 22. so let’s start .... Mittwoch, 3. Juni 2009
  • 23. Most companies started with a handful of people Mittwoch, 3. Juni 2009
  • 24. <than 8 people Mittwoch, 3. Juni 2009
  • 25. grow then they .... Mittwoch, 3. Juni 2009
  • 26. 14 Mittwoch, 3. Juni 2009
  • 27. 50 Mittwoch, 3. Juni 2009
  • 28. 100 Mittwoch, 3. Juni 2009
  • 29. 1000 Mittwoch, 3. Juni 2009
  • 30. Features Delivered per Team from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 31. Features Delivered per Team 2000 2001 2002 2003 2004 2005 2006 from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 32. Days between Major Releases Features Delivered per Team 2000 2001 2002 2003 2004 2005 2006 from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 33. Lack of visibility from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 34. Resource Bottlenecks from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 35. Unpredictable release dates from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 36. Lack of responsiveness, lack of team alignment on priorities from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 37. Unhappy customers from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 38. Gradual productivity decline as the team grew from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 39. The claim of most managers and business people is a reflex. They say .... Mittwoch, 3. Juni 2009
  • 40. The claim of most manager and business people is a reflex they say .... We need to structure and organize more .... We need better processes, we need better tools, we need better people. Mittwoch, 3. Juni 2009
  • 41. traditional answer ... Mittwoch, 3. Juni 2009
  • 42. traditional answer ... ➡ team and line management ➡ project management ➡ portfolio management Mittwoch, 3. Juni 2009
  • 43. going LARGE Mittwoch, 3. Juni 2009
  • 44. going control Mittwoch, 3. Juni 2009
  • 45. work Taylor Mittwoch, 3. Juni 2009
  • 46. whole is split into parts Mittwoch, 3. Juni 2009
  • 47. profession becomes disciplines Mittwoch, 3. Juni 2009
  • 48. knowledge goes checklist Mittwoch, 3. Juni 2009
  • 49. organization slowes Mittwoch, 3. Juni 2009
  • 50. factories are numbers Mittwoch, 3. Juni 2009
  • 51. departments are numbers Mittwoch, 3. Juni 2009
  • 52. people are numbers Mittwoch, 3. Juni 2009
  • 53. Result Mittwoch, 3. Juni 2009
  • 54. You loose collaboration Mittwoch, 3. Juni 2009
  • 55. You loose trust Mittwoch, 3. Juni 2009
  • 56. You loose motivation Mittwoch, 3. Juni 2009
  • 57. You loose people Mittwoch, 3. Juni 2009
  • 58. You loose quality of ... Mittwoch, 3. Juni 2009
  • 59. process Mittwoch, 3. Juni 2009
  • 60. product Mittwoch, 3. Juni 2009
  • 61. life Mittwoch, 3. Juni 2009
  • 62. in other words .... bureaucracy: Mittwoch, 3. Juni 2009
  • 63. in other words .... bureaucracy: centralistic Mittwoch, 3. Juni 2009
  • 64. in other words .... bureaucracy: centralistic hierarchy Mittwoch, 3. Juni 2009
  • 65. in other words .... bureaucracy: centralistic hierarchy dominant Mittwoch, 3. Juni 2009
  • 66. in other words .... bureaucracy: centralistic hierarchy dominant slow Mittwoch, 3. Juni 2009
  • 67. in other words .... bureaucracy: centralistic hierarchy dominant slow process driven Mittwoch, 3. Juni 2009
  • 68. in other words .... bureaucracy: centralistic hierarchy dominant slow process driven non agile Mittwoch, 3. Juni 2009
  • 69. from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 70. or you go another path... staying: Mittwoch, 3. Juni 2009
  • 71. or you go another path... human-centric staying: Mittwoch, 3. Juni 2009
  • 72. or you go another path... human-centric staying: flat Mittwoch, 3. Juni 2009
  • 73. or you go another path... human-centric staying: flat federalistic Mittwoch, 3. Juni 2009
  • 74. or you go another path... human-centric staying: flat federalistic distributed Mittwoch, 3. Juni 2009
  • 75. or you go another path... human-centric staying: flat federalistic distributed innovative Mittwoch, 3. Juni 2009
  • 76. or you go another path... human-centric staying: flat federalistic distributed innovative agile Mittwoch, 3. Juni 2009
  • 77. or you go another path... human-centric staying: flat federalistic distributed innovative agile re-inventing Mittwoch, 3. Juni 2009
  • 78. or you go another path... human-centric staying: flat federalistic distributed innovative agile re-inventing fast Mittwoch, 3. Juni 2009
  • 79. How? Mittwoch, 3. Juni 2009
  • 80. the agile answer ... stolen from Pixar, Ed Catmull Mittwoch, 3. Juni 2009
  • 81. Empower your creatives, Mittwoch, 3. Juni 2009
  • 82. create a peer culture, Mittwoch, 3. Juni 2009
  • 83. free up communication, Mittwoch, 3. Juni 2009
  • 84. craft a learning environment Mittwoch, 3. Juni 2009
  • 85. Get more out of post mortems. Mittwoch, 3. Juni 2009
  • 86. Is there a path or a guideline that can help you ...? Mittwoch, 3. Juni 2009
  • 87. Scrum Mittwoch, 3. Juni 2009
  • 88. Scrum is not a ... Mittwoch, 3. Juni 2009
  • 89. Scrum is Scrum Mittwoch, 3. Juni 2009
  • 90. emphasis in on the team Mittwoch, 3. Juni 2009
  • 91. A team can do 90% of the work! Mittwoch, 3. Juni 2009
  • 92. “Train the team members so that every team member is able do 90% of the tasks given to the team.”(Tom Peters) Mittwoch, 3. Juni 2009
  • 93. “Scrum is faster, better, cooler! It’s the way we first built software at Yahoo, yet it‘s scalable to large, distributed, and outsourced teams.” Yahoo Chief Product Owner Mittwoch, 3. Juni 2009
  • 94. “It looks like the way we build software here at Rockstar Vienna in the beginning, now we use it in a large organization.” Mittwoch, 3. Juni 2009
  • 95. what the companies achieved ... Mittwoch, 3. Juni 2009
  • 96. look at delivery Mittwoch, 3. Juni 2009
  • 97. delivery most important functionality in 2 weeks Mittwoch, 3. Juni 2009
  • 98. delivery bug free in 6 weeks Mittwoch, 3. Juni 2009
  • 99. delivery business had no ideas anymore after 8 weeks Mittwoch, 3. Juni 2009
  • 100. look at quality Mittwoch, 3. Juni 2009
  • 101. quality no overtime Mittwoch, 3. Juni 2009
  • 102. quality all team members know the whole code base Mittwoch, 3. Juni 2009
  • 103. quality bugs get not managed they got fixed immediately Mittwoch, 3. Juni 2009
  • 104. quality of life “I can contribute” Mittwoch, 3. Juni 2009
  • 105. quality of life “I can grow” Mittwoch, 3. Juni 2009
  • 106. quality of life “We can do it together” Mittwoch, 3. Juni 2009
  • 107. case of ... salesforce.com Mittwoch, 3. Juni 2009
  • 108. “ Since implementing our iterative development methodology which enables us to deliver more frequent releases, we have seen statistically significant improvements in our satisfactions scores across our service attributes from our ” features to our platform.   Wendy Close Salesforce Customer Satisfaction Survey Sr. Manager Product Marketing Salesforce.com (Source: Salesforce.com Relationship survey, conducted by independent third party CustomerSat Inc., July 07 and Feb. 08. Sample size equals 4000+ randomly selected worldwide respondents from all size companies and industry sectors.) Mittwoch, 3. Juni 2009
  • 109. 94 of customers that indicate they definitely or probably will recommend salesforce.com to others % * Source: Salesforce.com Relationship survey Mittwoch, 3. Juni 2009
  • 110. +61 %improvement in “mean time to release” for major releases in 2007 Mittwoch, 3. Juni 2009
  • 111. +568% from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 112. +94 % Increase in feature requests delivered - 2007 v. 2006 Mittwoch, 3. Juni 2009
  • 113. +38 %Increase in feature requests delivered per developer - 2007 v. 2006 Mittwoch, 3. Juni 2009
  • 114. “ Simple is better.  With our agile approach to product development we've put our amazing people in charge.  They work as a team to do the right thing for the customers, their fellow employees and our shareholders. ” Todd McKinnon Sr. Vice President Research & Development Salesforce.com Mittwoch, 3. Juni 2009
  • 115. Our teams are happier… Mittwoch, 3. Juni 2009
  • 116. 92 % of respondents believe ADM is an effective approach for their scrum teams Mittwoch, 3. Juni 2009
  • 117. 88 % of respondents believe the quality of our products have improved or stayed the same * 51% say our quality has improved Mittwoch, 3. Juni 2009
  • 118. 89 % of respondents are having the “best time” or a “good time” at Salesforce * 49% improvement from pre-ADM Mittwoch, 3. Juni 2009
  • 119. 94 % of respondents would recommend ADM to their colleagues inside or outside Salesforce Mittwoch, 3. Juni 2009
  • 120. from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 121. Do you want this? from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Mittwoch, 3. Juni 2009
  • 122. What needs to be done? Mittwoch, 3. Juni 2009
  • 123. #1 company backlog Get one for all! Mittwoch, 3. Juni 2009
  • 124. #2 define roles & responsibilities Mittwoch, 3. Juni 2009
  • 125. © 2009 #3 Sprint # 1 start 9:00 ....... Sprint Planning 1 CU STO MER Do your Daily Scrum every day! M ANAGER Product Idea immediately ... 12:00 3 days Review Sprint Sprint Planning 2 VISION spective Retro- PR ER Sprint O N DU CT OW SC R R E UM T MAS 18:00 TEAM Day 1 Product Backlog n n n Mittwoch, 3. Juni 2009
  • 126. #4 stick to your teams Mittwoch, 3. Juni 2009
  • 127. #5 make teams cross-functional Train them so that they can do the whole work! Mittwoch, 3. Juni 2009
  • 128. #6 synchronize sprints Sprint planning 1 Sprint planning 2 Mittwoch, 3. Juni 2009
  • 129. #7 create a Product Owner Team Mittwoch, 3. Juni 2009
  • 130. #8 problem no. 1 Your Change Agent: Far too often, people fear to be a good ScrumMaster. They do not have the standing! He says “No”. He fights for „the poor”. Mittwoch, 3. Juni 2009
  • 131. #9 professionalization • software development • product development • finanical numbers Mittwoch, 3. Juni 2009
  • 132. Mittwoch, 3. Juni 2009
  • 133. “We do not need to do xxx, we do Scrum.” “We can do what we want.” “I am not important anymore - it is the team.” Mittwoch, 3. Juni 2009
  • 134. #10 fight the resistance • traditional management • traditional engineering • laziness of thinking Mittwoch, 3. Juni 2009
  • 135. What do we do with our clients? Mittwoch, 3. Juni 2009
  • 136. organizational level Get the buy in from executive management Mittwoch, 3. Juni 2009
  • 137. example We worked with the executives to create the overall company backlog. Mittwoch, 3. Juni 2009
  • 138. implementation Choose for your pilot the most important project or part of you company sense of urgency Mittwoch, 3. Juni 2009
  • 139. example The most important functionality is the one you build first > that let to the fact that all other projects could be implemented faster. Mittwoch, 3. Juni 2009
  • 140. implementation Create a in-house roll-out team, that leads the implementation organizational wide the guiding team Mittwoch, 3. Juni 2009
  • 141. example We get 1 or 2 persons in a company who are responsible in-house. Mittwoch, 3. Juni 2009
  • 142. implementation Know where you are and where you want to be vision and strategies Mittwoch, 3. Juni 2009
  • 143. example We work with setting up ScrumMasterWeekly`s that help us to guide the implementation in case we are not there. Mittwoch, 3. Juni 2009
  • 144. implementation Training and short introductions into what we do, intranet and our checklists communication Mittwoch, 3. Juni 2009
  • 145. example A 3 hour tutorial before the next big sprint planning helps everybody to understand what is expected from them. Mittwoch, 3. Juni 2009
  • 146. implementation Working with managers to understand the role of the teams empowerment Mittwoch, 3. Juni 2009
  • 147. example Helping middle managers to understand the new role. The new responsibilities they have to live and we helped them to understand what they do not know about leadership. Mittwoch, 3. Juni 2009
  • 148. implementation Deliver one functionality the first time - fully done!!! short term win Mittwoch, 3. Juni 2009
  • 149. example 1 sprint - most imporant thing 2 sprint - focus on improvement 3 sprint - bug free environment Mittwoch, 3. Juni 2009
  • 150. implementation Work with your client on long term relationship ... No! It is not about business grow. never letting up Mittwoch, 3. Juni 2009
  • 151. example We work now with the architects, we help to improve leadership skills..... Mittwoch, 3. Juni 2009
  • 152. implementation Work with the next part of your organization and keep walking around making change stick Mittwoch, 3. Juni 2009
  • 153. example salesforce.com Mittwoch, 3. Juni 2009
  • 154. Continuous Improvement “Agile Launch” Big Bang Rollout 144 146 148 150 152 154 October January April July October January April Rollout Adoption Excellence Expansion Mittwoch, 3. Juni 2009
  • 155. Leading Change read: 1. A sense of urgency 2. The guiding team 3. Vision and strategies 4. Communication 5. Empowerment 6. Short-term wins 7. Never letting up 8. Making change stick Mittwoch, 3. Juni 2009
  • 156. ? HOW to do - Sprint Planning 2 CHECK it - Daily Scrum WHAT to do - Sprint Planning 1 The Scrum Analyse PB Flow © 2009 Tactical Level Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAG ER Product Idea Estimation Meeting 12:00 Review Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R R E UM MAS T Version 1.2 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 20 100 stand ? 5 2 Strategic Planning Poker M ANAGER CU STO MER USER CU STO MER M ANAGER USER 13 30 40 8 Play! 3 Level Releaseplan Releaseplan Update 5 20 8 8 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM 5 SIZE it - Estimation Meeting Mittwoch, 3. Juni 2009