Scrum and Compliance for EclipseCon 2013

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This is a version of my longer seminar that I am doing at EclipseCon 2013.

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Scrum and Compliance for EclipseCon 2013

  1. 1. Making Agile Work in Regulated Industries Laszlo Szalvay VP Worldwide Scrum Business Version 6.1, shortform (Q12013)ENTERPRISE1 CLOUD DEVELOPMENT Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  2. 2. CollabNet Company Background • Founded in 1999; Headquarters in Silicon Valley. • Global offices in Singapore, Shanghai, Seoul, Tokyo, Chennai, Munich, London, Amsterdam, Seattle, Portland. • Started Subversion project in 2000 • 50%+ Market share for Source Code Management. CollabNet named strategic leader by Gartner and Forrester • Founders include Brian Behlendorf (Founder of Subversion, Apache Project, Mozilla Board member, CTO of the World Economic Forum) and Tim O’Reilly (founder of O’Reilly Media) • Multiple Acquisitions along the way (VA Software, Danube, Codesion) • Primary product today is called TeamForge and is built on top of Subversion • 10,000 companies use our products and services2 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  3. 3. Compliance is Top of Mind To become a mainstream methodology, Agile had to overcome many potential obstacles. The first was geography…One of today’s most daunting obstacles is compliance, often bringing heavyweight documentation, required procedures that are very waterfall-ish, complex approval workflows, and complicated approval processes. July 2011 Forrester Research, Inc. “Compliance Is A Hurdle, Not A Barrier, To Agile” Tom Grant, PhD3 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  4. 4. Quotes from Govt Agile is not just a method or a process, it’s a way of being. You don’t do Agile. You are Agile. The FBI has arranged to load their ScrumMaster to other teams to get them trained. Increased Transparency has kept stakeholders in sync. Further, stakeholders would modify their expectations, based on the increased visibility of the process. Jack Israel, CTO FBI With no significant bugs reported…operation nearly flawless – a stunning and an unpredicted success. What are the implications for failing IT programs across government? Roger Baker, CIO VA4 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  5. 5. Agenda1. Market Overview2. How do your teams want to work?3. Problem Statement4. BYO Org Patterns5. Closing http://bit.ly/SWAwlH5 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  6. 6. market trends 40% 35% 30% 25% 20% Regulated 15% Unregulated 10% 5% 0% Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 20106 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  7. 7. How does your team want to work?Your developers want to collaborate and be part of a communityInner-source (Corporate Open Source) – Transparency (breeds trust which drives reuse) – Workspaces and Wikis (Federated)“ Wiki is the oldest and simplest software that lets a community of strangers work together to build something of surprising and lasting value. Ward Cunningham Inventor of the Wiki Sent to Laz via LinkedIn in March 2013 ”7 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  8. 8. Building a Community Architecture“ 30% of developers who work in regulated industries contribute to open source projects “ The real difference between developers in the most regulated and less-regulated industries lies in their reasons for contributing to open during their free time. ” source…developers in more-regulated teams see open source as an outlet for what they may not get from a more-regimented workplace: opportunities for collaboration and a personal sense of accomplishment. ” Both Quotes from this slide come from: July 2011 Forrester Research, Inc. “App Dev Teams Dispel The Compliance Boogeyman” Tom Grant, PhD8 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  9. 9. How we want to work vs. How we have to work vs. http://bit.ly/X9xvwD http://bit.ly/VMaMHu9 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  10. 10. Problem Space Can values from Scrum and Open Source work within a Heavily Regulated Industry?10 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  11. 11. Compliance is complex • Ever changing • More scrutiny due to Sept 2008 crash and general ‘anger’ at Wall Street (e.g. Occupy Movement) • Many faces, although for financial vertical Singapore is emerging as a leader (strategic) • Not familiar with internal corporate vernacular, culture, or even software development11 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  12. 12. Singapore – emerging standard • Singapore sees compliance as a strategic differentiator and Singaporeans have taken a very taken a very hard position within the banking industry. As such, they are now seen as the international standard. • Complex set of cross-border rules that can be contradictory, incomplete, or vague • Have seen this in other industries (e.g. Postal) – Customs is where the most senior people from DHL, FedEx, UPS sit12 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  13. 13. Visual Problem Statement Dev Teams • 6 cross functional teams of 8 people (split between NJ, Silicon Valley and Kiev) • 2 Backlogs • 6 Product Owners, 1 Uber - PO (based in London) • 2 Compliance Officer (based in Singapore and NYC) • 2 external compliance mandates (overlapping jurisdictions, e,g, MAS Compliance and FSOC) Uber PO Officers13 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  14. 14. Organizational Patterns What are we seeing to help us down this pathway?14 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  15. 15. Case Studies from 2012 • On Feb 24, options market maker Ronin Capital injected more than 30,000 mispriced quotes into the NYSE Amex exchange. (http://bit.ly/Vsgdih) • On March 23, the BATS Exchange, handling its own IPO traffic on top of other traffic, crashed. (http://bit.ly/Vsgdih) • On May 18, the Facebook IPO had many orders stalled and not executed on the NASDAQ exchange. The Union Bank of Switzerland, alone, lost more than $350 Million, and curiously Knight Capital lost $35.4 Million in this incident. • On August 1, the Knight Capital Group lost $440 Million by flooding the NYSE with bad orders. (more to follow below) List taken from: http://bit.ly/VMqwu215 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  16. 16. Organizational Issues Use the Retrospective Meeting to introduce evolutionary changes to process. In this case, use the retro to introduce new compliance requirements into workflow and the backlog. Option One: (a) Let the teams roll out their own, using potentially disastrous self discovery / learning exercises Risks Knight Capital’s stock dropped more Huge financial losses than 24% Monday to close at $3.07 following the announcement of the deal [rescue package]. The new investment will severely cut into the value of existing shareholders’ stakes. http://cnnmon.ie/XKAhqZ16 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  17. 17. Organizational Patterns Use the Retrospective Meeting to introduce evolutionary changes to process. In this case, use the retro to introduce new compliance requirements into workflow and the backlog. http://bit.ly/UvpGmk Option Two: (a) “Mandate changes” from the Uber PO and Compliance Officer Risks: What team self-organization?17 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  18. 18. Organizational Patterns Use the Retrospective Meeting to introduce evolutionary changes to process. In this case, use the retro to introduce new compliance requirements into workflow and the backlog. Option Three (a) Automate Changes using workflow automation tools and Team picks up changes passively. Risks: Give up on the notion of Team Learning18 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  19. 19. Become the community Submit your Organizational Patterns to: http://ScrumAndCompliance.com/ http://bit.ly/XKG0Pi (FBI Case Study)19 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  20. 20. Give Feedback on the Sessions 1 Sign In: www.eclipsecon.org 2 Select Session Evaluate 3 Vote20 Copyright ©2013 CollabNet, Inc. All Rights Reserved.
  21. 21. © 2013 CollabNet, Inc., All rights reserved. CollabNet is a trademark or registered trademark of CollabNet Inc., in the US Laszlo Szalvay and other countries. All other trademarks, brand names, or VP Worldwide Scrum Business product names belong to their respective holders. Laz@collab.net https://twitter.com/#!/ewok_bbq +1-971-506-7862 http://www.linkedin.com/in/laszloszalvay21 Copyright ©2013 CollabNet, Inc. All Rights Reserved.

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