Going Large Staying Small Recife2009

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Going LARGE by staying small - Running Large projects and companies using Scrum.

Tom Peters called it - "Crazy times call for crazy organizations" (The Tom Peters Seminar 1994) We are in crazy times. The bubble bursts and capital gets destroyed in larger chunks than any time before. Obama tries to help his country to survive this crisis and one thing is absolutely clear - going large was a mistake.
Ford, GM, Toyota, Chrysler, Siemens, Infineon, Nokia, Sony all are in big trouble. Open the newspaper and you get scared.
What happened? Large organizations - like dinosaures survive just because they are big! They can effort to be ineffective, dull and slow because they are large. As long as the equilibrium in which they can exist does not change - they are the kings.
But - Napster and iTunes changed the Music business, the game industry is hit by self publishing game developers like tellgate, and the first line of defense of the big ones was to by the small ones. But - if you do not have big pockets anymore? You can not assimilate the smaller, the more agile companies. What will happen? The smaller will survive - and the big ones will die.
This talk will not explain how Scrum works - it will show you - What you MUST do to become flexible and competitive again and how Scrum can help you to achieve it.

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Going Large Staying Small Recife2009

  1. 1. goingLARGE by stayingsmall running large projects & whole organzations with Scrum presented by Recife, February 2009 Ana Christina Rouiller supported by
  2. 2. Who is this no-name in YOUR country?
  3. 3. before Scrum ...
  4. 4. Philosophy and Soziology
  5. 5. EDS | BroadVision | ONE |
  6. 6. I knew how to make projects work the traditional way
  7. 7. CMM 2 - Pilot Project
  8. 8. CMM 3 internal trainer at EDS in 1999
  9. 9. 2002
  10. 10. and then the challenge
  11. 11. build it faster and more reliable again!
  12. 12. traditional way would not work ... No Way!
  13. 13. First Scrum
  14. 14. 2003
  15. 15. Certified ScrumMaster
  16. 16. 2004
  17. 17. 1st Certified ScrumTrainer
  18. 18. 2005 first teams with people size up to 50 persons
  19. 19. 2006 first teams with people size up to 100 persons and distributed environment
  20. 20. 2008 number of people trained goes beyond 3000
  21. 21. 2009 - the circle closes ... now whole companies wants to do big bang implementations ... we help them doing it.
  22. 22. so let’s start ....
  23. 23. Most companies started with a couple of people
  24. 24. < than 8 people
  25. 25. then they grow ....
  26. 26. 14
  27. 27. 50
  28. 28. 100
  29. 29. 1000
  30. 30. Features Delivered per Team from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  31. 31. Features Delivered per Team 2000 2001 2002 2003 2004 2005 2006 from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  32. 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
  33. 33. Lack of visibility from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  34. 34. Resource Bottlenecks from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  35. 35. Unpredictable release dates from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  36. 36. Lack of responsiveness, lack of team alignment on priorities from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  37. 37. Unhappy customers from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  38. 38. Gradual productivity decline as the team grew from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  39. 39. The claim of most manager and business people is a reflex. They say ....
  40. 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.
  41. 41. traditional answer ... team and line management project management portfolio managment
  42. 42. going LARGE
  43. 43. going control
  44. 44. work Taylor
  45. 45. whole is splitt into parts
  46. 46. profession becomes disciplines
  47. 47. knowledge goes checklist
  48. 48. whole is splitt into parts
  49. 49. whole is splitt into parts
  50. 50. organization Slone
  51. 51. factories are numbers
  52. 52. departments are numbers
  53. 53. people are numbers
  54. 54. people are numbers
  55. 55. Result
  56. 56. You loose collaboration
  57. 57. You loose trust
  58. 58. You loose motivation
  59. 59. You loose people
  60. 60. You loose quality of ...
  61. 61. process
  62. 62. product
  63. 63. life
  64. 64. in other words .... beauracracy
  65. 65. centralistic in other words .... beauracracy
  66. 66. centralistic hierarchy in other words .... beauracracy
  67. 67. centralistic hierarchy dominant in other words .... beauracracy
  68. 68. centralistic hierarchy dominant in other words .... slow beauracracy
  69. 69. centralistic hierarchy dominant in other words .... slow beauracracy process driven
  70. 70. centralistic hierarchy dominant in other words .... slow beauracracy process driven non agile
  71. 71. from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  72. 72. Or you go another path .... and stay:
  73. 73. human-centric Or you go another path .... and stay:
  74. 74. human-centric flat Or you go another path .... and stay:
  75. 75. human-centric flat federalistic Or you go another path .... and stay:
  76. 76. human-centric flat federalistic distributed Or you go another path .... and stay:
  77. 77. human-centric flat federalistic distributed Or you go another innovative path .... and stay:
  78. 78. human-centric flat federalistic distributed Or you go another innovative path .... and stay: agile
  79. 79. human-centric flat federalistic distributed Or you go another innovative path .... and stay: agile re-inventing
  80. 80. human-centric flat federalistic distributed Or you go another innovative path .... and stay: agile re-inventing fast
  81. 81. How?
  82. 82. agile answer ... stolen from Pixar (Ed Cutmill)
  83. 83. Empower your creatives
  84. 84. create a peer culture
  85. 85. free up communication
  86. 86. craft a learning environment
  87. 87. get more out of post mortems
  88. 88. is there a path or a guideline can help you ...?
  89. 89. Scrum
  90. 90. 74 Scrum is not a ....
  91. 91. crum is Scrum
  92. 92. emphasis in on the team
  93. 93. A team can do 90% of the work!
  94. 94. “Train the team members so that every team member is able do 90% of the tasks given to the team.”(Tom Peters)
  95. 95. “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.”
  96. 96. what the companies achieved ...
  97. 97. look at delivery
  98. 98. delivery most important functionality in 2 weeks
  99. 99. delivery bug free in 6 weeks
  100. 100. delivery business had not ideas anymore after 8 weeks
  101. 101. look at qualitiy
  102. 102. quality no overtime
  103. 103. quality all team members know the whole code base
  104. 104. quality bugs get not managed they got fixed immediately
  105. 105. quality of life “I can contribute”
  106. 106. quality of life “I can grow”
  107. 107. quality of life “We can do it together”
  108. 108. case of ... salesforce.com
  109. 109. “ 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.)
  110. 110. 94 % of customers that indicate they definitely or probably will recommend salesforce.com to others * Source: Salesforce.com Relationship survey
  111. 111. +61 % improvement in “mean time to release” for major releases in 2007
  112. 112. +568%
  113. 113. +94 % Increase in feature requests delivered - 2007 v. 2006
  114. 114. +38 % Increase in feature requests delivered per developer - 2007 v. 2006
  115. 115. “ 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
  116. 116. Our teams are happier…
  117. 117. 92 % of respondents believe ADM is an effective approach for their scrum teams
  118. 118. 88 % of respondents believe the quality of our products have improved or stayed the same * 51% say our quality has improved
  119. 119. 89 % of respondents are having the “best time” or a “good time” at Salesforce * 49% improvement from pre-ADM
  120. 120. 94 % of respondents would recommend ADM to their colleagues inside or outside Salesforce
  121. 121. from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  122. 122. Do you want this? from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  123. 123. What needs to be done?
  124. 124. #1 company backlog get one for all!
  125. 125. #2 define roles & responsibilities
  126. 126. 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
  127. 127. #4 stick to your teams
  128. 128. #5 make teams cross-functional train them so they can do the whole work
  129. 129. #6 synchronize sprints Sprint planning 1 Sprint planning 2
  130. 130. create a Product #7 Owenr Team
  131. 131. #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!
  132. 132. #9 professionalization ‣software development ‣product development ‣finanical numbers
  133. 133. #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.”
  134. 134. #10 fight the resistance traditional management traditional engineering laciness of thinking
  135. 135. What did we do with our clients?
  136. 136. organizational level get the buy in from executive management
  137. 137. example we worked with the executives to create the overall company backlog
  138. 138. implementation choose for you pilot the most important project/part of you company sense of urgency
  139. 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
  140. 140. implementation Create a in-house roll-out team, that leads the implementation organizational wide. the guiding team
  141. 141. example we get one or two person in a company who are responsible in-house
  142. 142. implementation know where you are and where you want to be vision and strategies
  143. 143. example we work with setting up ScrumMasterWeekly`s that help us to guide the implementation in case we are not there.
  144. 144. implementation training and short introductions into what we do, intranet and our checklists communication
  145. 145. example a three hour tutorial before the next big sprint planning helped everybody to understand what is expected from them
  146. 146. implementation working with managers to understand the empowerment of the teams empowerment
  147. 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.
  148. 148. implementation deliver one functionality the first time - fully done!!! short term win
  149. 149. example 1 sprint - most imporant thing 2 sprint - focus on improvement 3 sprint - bug free environment
  150. 150. implementation work with your client on long term relationship ... No! it is not about business grow never letting up
  151. 151. example we work now with the architects, we help to improve leadership skills.....
  152. 152. implementation work with the next part of your organization, and keep walking around making change stick
  153. 153. example salesforce.com
  154. 154. Continuous Improvement “Agile Launch” Big Bang Rollout 144 146 154 148 150 152 October January October January April April July Expansion Rollout Adoption Excellence
  155. 155. 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
  156. 156. ? 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 R E R 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! CU CU 13 30 8 40 M M STO MER STO MER ANAGER ANAGER USER USER Level 3 Releaseplan Releaseplan Update 5 20 8 8 13 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 5 TEAM SIZE it - Estimation Meeting

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