Scaling agileteamsderby2012
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  • 1. Agile Teams at Scale: Beyond Scrum of Scrums Esther Derby www.estherderby.com 612.724.8114 @estherderby 1Wednesday, August 15, 12
  • 2. One team or a handful of teams may be able to deliver small systems. Large complex systems require teams of teams to deliver significant features. How can companies benefit from “the team effect” at scale? (c) 2012 esther derby || www.estherderby.com || 612.724.8114 2Wednesday, August 15, 12
  • 3. Teams share... a compelling work goal responsibility and accountability an approach to work teams have... complementary skills five-seven members history Teams are one sort of goal-oriented social unit. Teams can form the building blocks for larger goal-oriented social units. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 3Wednesday, August 15, 12
  • 4. Teams offer possibilities that functional or component work groups do not. flexibility learning engagement responsibility (c) 2012 esther derby || www.estherderby.com || 612.724.8114 4Wednesday, August 15, 12
  • 5. But, when we have many teams, we need coordination. What are the goals of our coordinating structures? maintaining technical integrity of the system coordinating work across teams integrating work across teams (c) 2012 esther derby || www.estherderby.com || 612.724.8114 5Wednesday, August 15, 12
  • 6. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 6Wednesday, August 15, 12
  • 7. Mike Cohn (c) 2012 esther derby || www.estherderby.com || 612.724.8114 7Wednesday, August 15, 12
  • 8. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 8Wednesday, August 15, 12
  • 9. Principles: Guide stars for scaling team-based work. Practices: Social and technical practices that enable team- based work. Pathways: Steps to get from here to there. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 9Wednesday, August 15, 12
  • 10. Principles • Manage dependencies in the backlog as much as possible • Aim for long-lived cross-functional teams • Go as far down the technology stack as feasible • Organize teams around context boundaries rather than component boundaries were ever possible • Make cross-context communication explicit • Avoid late learning • Build in (some) redundancy • Central AND local, depending (c) 2012 esther derby || www.estherderby.com || 612.724.8114 10Wednesday, August 15, 12
  • 11. Technical Practices Continuous integration (CI) within context Integration across contexts at some other interval (keeping in mind “avoid late learning”) Mutually agreed upon and developed automated test across context boundaries Architectural, UI & coding standards Technical reviews (c) 2012 esther derby || www.estherderby.com || 612.724.8114 11Wednesday, August 15, 12
  • 12. Social Practices Scrum of Scrums within context to surface impediments Integrating teams (keeping in mind “avoid late learning”) Decision boundaries Component shepherds or teams Tech councils Product councils Planning Central AND Local (c) 2012 esther derby || www.estherderby.com || 612.724.8114 12Wednesday, August 15, 12
  • 13. Scrum of Scrums can work with a small number of teams working within the same context. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 13Wednesday, August 15, 12
  • 14. But a large system may have several contexts. (Think of context as a feature group, for example “Student Financial Aid” in a system to track financial aspects of students registered at a university.) Form cross-functional teams within contexts. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 14Wednesday, August 15, 12
  • 15. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 15Wednesday, August 15, 12
  • 16. Make communication across context boundaries explicit. Use integrating teams to agree how to handle the interface and integration between systems. Integrating teams should also agree on and write acceptances tests that confirm integration across boundaries. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 16Wednesday, August 15, 12
  • 17. When several teams touch the code for services or component, add Component Shepherds or Component Shepherd Teams. Component Shepherds work to maintain the integrity of components. They review code, coach, mentor, develop standards and provide guidance to teams. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 17Wednesday, August 15, 12
  • 18. Large systems usually need both integrating teams and Component Shepherds. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 18Wednesday, August 15, 12
  • 19. Tech Councils, made up of integrating team members, component shepherds, and test experts attend to the integrity of the whole system. Product Councils look after product integrity. Define decision boundaries for each sort of group. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 19Wednesday, August 15, 12
  • 20. • Lateral structures handle coordination and integration. People close to the issues have both the knowledge and means to make decisions. • Scrum of scrums handles impediments. • Information flows across and through, rather than up and down. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 20Wednesday, August 15, 12
  • 21. Pathways How do we get there? Mid-level planning Demand analysis Removing technical dependencies Smaller chunks (c) 2012 esther derby || www.estherderby.com || 612.724.8114 21Wednesday, August 15, 12
  • 22. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 22Wednesday, August 15, 12
  • 23. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 23Wednesday, August 15, 12
  • 24. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 24Wednesday, August 15, 12
  • 25. (c) 2012 esther derby || www.estherderby.com || 612.724.8114 25Wednesday, August 15, 12
  • 26. It’s not simple It’s not easy There is no one right way There is no prescriptive plan You won’t get there in one giant leap (c) 2012 esther derby || www.estherderby.com || 612.724.8114 26Wednesday, August 15, 12
  • 27. It is possible You will get there by adapting, iterating, learning You will create a more flexible organization You will increase the speed and ease of communication You will unleash potential (c) 2012 esther derby || www.estherderby.com || 612.724.8114 27Wednesday, August 15, 12
  • 28. Resources and References Some useful resources from within the software domain: Domain Driven Design by Eric Evans Practices for Scaling Lean & Agile Development by Craig Larman and Bas Vodde ...and from the field of Organization Development and Design Images of Organization by Gareth Morgan Designing Team-Based Organizations by Mohrman, Cohen, and Mohrman Creating Strategic Change by William Pasmore Leadership and the New Science by Meg Wheatley (c) 2012 esther derby || www.estherderby.com || 612.724.8114 28Wednesday, August 15, 12
  • 29. Esther Derby derby@estherderby.com 612.724.8114 www.estherderby.com @estherderby (c) 2012 esther derby || www.estherderby.com || 612.724.8114 29Wednesday, August 15, 12