goingLARGE by stayingsmall
running large projects & whole organzations with Scrum
presented by
Recife, February 2009
Ana Christina Rouiller
supported by

Who is this no-name in
YOUR country?

before Scrum ...

Philosophy and Soziology

EDS |
BroadVision |
ONE |

I knew how to make
projects work the
traditional way

CMM 2 - Pilot Project

CMM 3
internal trainer at EDS in 1999

2002

and then the challenge

build it faster and more
reliable again!

traditional way would not
work ...
No Way!

First
Scrum

2003

Certified
ScrumMaster

2004

1st Certified
ScrumTrainer

2005 first teams
with people size up
to 50 persons

2006 first teams with
people size up to 100
persons and distributed
environment

2008 number of people
trained goes beyond 3000

2009 - the circle closes ...
now whole companies wants to do big
bang implementations ... we help
them doing it.

so let’s start ....

Most companies
started with a
couple of people

< than 8 people

then they
grow ....

14

50

100

1000

Features Delivered per Team
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

Features Delivered per Team
2000 2001 2002 2003 2004 2005 2006
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

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

Lack of visibility
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

Resource Bottlenecks
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

Unpredictable release dates
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

Lack of responsiveness, lack of team alignment on priorities
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

Unhappy customers
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

Gradual productivity
decline as the team
grew
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

The claim of most manager and business
people is a reflex. They say ....

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.

traditional answer ...
team and line management
project management
portfolio managment

going
LARGE

going
control

work
Taylor

whole is splitt into
parts

profession becomes
disciplines

knowledge goes
checklist

whole is splitt into
parts

whole is splitt into
parts

organization
Slone

factories are
numbers

departments are
numbers

people are
numbers

people are
numbers

Result

You loose
collaboration

You loose
trust

You loose
motivation

You loose
people

You loose
quality of ...

process

product

life

in other words ....
beauracracy

centralistic
in other words ....
beauracracy

centralistic
hierarchy
in other words ....
beauracracy

centralistic
hierarchy
dominant
in other words ....
beauracracy

centralistic
hierarchy
dominant
in other words ....
slow
beauracracy

centralistic
hierarchy
dominant
in other words ....
slow
beauracracy process driven

centralistic
hierarchy
dominant
in other words ....
slow
beauracracy process driven
non agile

from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

Or you go another
path .... and stay:

human-centric
Or you go another
path .... and stay:

human-centric
flat
Or you go another
path .... and stay:

human-centric
flat
federalistic
Or you go another
path .... and stay:

human-centric
flat
federalistic
distributed
Or you go another
path .... and stay:

human-centric
flat
federalistic
distributed
Or you go another
innovative
path .... and stay:

human-centric
flat
federalistic
distributed
Or you go another
innovative
path .... and stay:
agile

human-centric
flat
federalistic
distributed
Or you go another
innovative
path .... and stay:
agile
re-inventing

human-centric
flat
federalistic
distributed
Or you go another
innovative
path .... and stay:
agile
re-inventing
fast

How?

agile answer ...
stolen from Pixar (Ed Cutmill)

Empower
your
creatives

create a
peer culture

free up
communication

craft a learning
environment

get more out of
post mortems

is there a path or a
guideline can help
you ...?

Scrum

74
Scrum is not a ....

crum is Scrum

emphasis in on the team

A team can do 90% of
the work!

“Train the team members
so that every team
member is able do 90%
of the tasks given to the
team.”(Tom Peters)

“Scrum is faster, better, cooler! It’s the way we
first built software at Yahoo, yet is scalable to
large, distributed, and outsourced teams.”
Yahoo Chief Product Owner
“It looks like the way we build software here at
Rockstar Vienna in the beginning, now we use it in a
large organization.”

what the companies
achieved ...

look at
delivery

delivery
most important
functionality in 2
weeks

delivery
bug free in 6
weeks

delivery
business had not ideas
anymore after 8 weeks

look at
qualitiy

quality
no overtime

quality
all team members know
the whole code base

quality
bugs get not managed they got
fixed immediately

quality of life
“I can contribute”

quality of life
“I can grow”

quality of life
“We can do it together”

case of ...
salesforce.com

“ 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.)

94
% of customers that indicate they definitely
or probably will recommend salesforce.com
to others
* Source: Salesforce.com Relationship survey

+61 %
improvement in “mean time to release” for major
releases in 2007

+568%

+94 %
Increase in feature requests
delivered - 2007 v. 2006

+38 %
Increase in feature requests delivered
per developer - 2007 v. 2006

“ 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

Our teams are happier…

92 %
of respondents believe ADM is an effective
approach for their scrum teams

88 %
of respondents believe the quality of our products have
improved or stayed the same
* 51% say our quality has improved

89 %
of respondents are having the “best
time” or a “good time” at Salesforce
* 49% improvement from pre-ADM

94 %
of respondents would recommend
ADM to their colleagues inside or
outside Salesforce

from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

Do you want this?
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

What needs to be done?

#1 company backlog
get one for all!

#2 define roles &
responsibilities

Sprint # 1 Sprint # 2
9:00
....... .......
Sprint Planning 1
Sprint Planning 1
CU
STO MER
Do your Daily Scrum every day! Do your Daily Scrum every day!
#3
M
ANAGER
Product Idea
12:00
Review
Review
Sprint
Sprint
Sprint Planning 2
Sprint Planning 2
VISION
spective
spective
Retro-
Retro-
PR
ER
Sprint
Sprint
O N
DU
CT OW
SC
R E
R
T
UM
MAS
18:00
TEAM
Day 1
start immediately ... 3 days
Product Backlog
timation
timation
timation
timation
timation
prioritized
eeting
eeting
eeting
eeting
eeting
PB PB PB PB

#4 stick to your teams

#5 make teams cross-functional
train them so
they can do the
whole work

#6 synchronize sprints
Sprint planning 1
Sprint planning 2

create a Product
#7 Owenr Team

#8 problem no. 1
Change Agent
He says “No”
“He fights for the poor”
Far too often, people fear to be a good ScrumMaster.
They do not have the standing!

#9 professionalization
‣software development
‣product development
‣finanical numbers

#9 professionalization
“we do not need to do X, we do Scrum.”
‣software development
“we can do what we want.”
‣product development
“I am not finanical numbers
‣important anymore -
it is the team.”

#10 fight the resistance
traditional management
traditional engineering
laciness of thinking

What did we do with
our clients?

organizational level
get the buy in from
executive management

example
we worked with the executives to create the overall
company backlog

implementation
choose for you pilot the most
important project/part of you
company
sense of urgency

example
the most important functionality is the one you build
first -> that let to the fact that all other projects could
be implemented faster

implementation
Create a in-house roll-out team,
that leads the implementation
organizational wide.
the guiding team

example
we get one or two person in a company who are
responsible in-house

implementation
know where you are and where
you want to be
vision and strategies

example
we work with setting up ScrumMasterWeekly`s that
help us to guide the implementation in case we are
not there.

implementation
training and short
introductions into what we do,
intranet and our checklists
communication

example
a three hour tutorial before the next big sprint
planning helped everybody to understand what is
expected from them

implementation
working with managers to
understand the empowerment
of the teams
empowerment

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.

implementation
deliver one functionality the
first time - fully done!!!
short term win

example
1 sprint - most imporant thing
2 sprint - focus on improvement
3 sprint - bug free environment

implementation
work with your client on long
term relationship ... No! it is not
about business grow
never letting up

example
we work now with the architects, we
help to improve leadership skills.....

implementation
work with the next part of your
organization, and keep walking
around
making change stick

example
salesforce.com

Continuous Improvement
“Agile Launch”
Big Bang Rollout
144 146 154
148 150 152
October January October January April
April July
Expansion
Rollout Adoption Excellence

137
LeadingChange
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

?
CHECK it - Daily Scrum
HOW to do - Sprint Planning 2
WHAT to do - Sprint Planning 1
The
Scrum
Analyse
PB
Flow
Tactical
©
2009
Level
Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4
9:00
....... ....... ....... .......
Sprint Planning 1
Sprint Planning 1
Sprint Planning 1
Sprint Planning 1
CU
ER
STO M
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
M
ANAGER
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
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Version 1.2
T
UM
MAS
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 100
20
stand ?
52
Strategic
Planning
Poker
Play!
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ANAGER ANAGER
USER USER
Level
3
Releaseplan Releaseplan Update 5
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SIZE it - Estimation Meeting