1. http://scrumpt.com/
Scrum for the enterprise
Mário André Araújo
mario.araujo@outsystems.com

3. Agenda
• Why listen to OutSystems?
• Challenges when delivering for the Enterprise
1. Deal with fixed price projects
2. Where’s the Product Owner?
3. Dealing with immature teams
4. Handling distributed teams

4. Let’s look at OutSystems
Software Houses IT Consulting Shops
• Make and sell software • Implement and deploy IT
products solutions
– SalesForce – Professional Services
– Alert – Staffing firms
– Adobe – Independent consultants
Source: Wikipedia

5. R&D
+
• Software House
• Several scrum teams
– Over 2,000,000 lines of code
– 100,000 lines of code per developer
– 6185 installations

6. Professional Services
• IT Consultancy Shop
If it’s bold, it must
be important
• Delivered over 600 enterprise
agile projects
• 128 customers
• 16 industries
– Banking, Telecom, Insurance,
HealthCare,…
• 51 implementation partners

7. Agenda
• About OutSystems
• Challenges when delivering for the enterprise
1. Deal with fixed price projects
Let’s focus!
2. Where’s the Product Owner?
3. Dealing with immature teams
4. Handling distributed teams

8. 1. Deal with fixed price projects
1. The budgeting
process

9. 1. Deal with fixed price projects
• Guess what?
– The Product Owner is not available.
– The team is not available.
– The customer has to know:
It’s about
• How much will it cost? predictability
• When will it be released?

10. 1. Deal with fixed price projects
Step 1
Create high level
user stories
Step 3 Step 2
Calculate effort Size the user
and release plan stories

11. 1. Deal with fixed price projects
2. Size
1. Scope
3. Release
Plan

12. 1. Deal with fixed price projects
• Supply chain management
– Budgeting effort: 1 day
– 150 days, 12 weeks
• Business support to a start-up
– Budgeting effort: 2 days
– 250 days, 16 weeks
• Insolvency services management
– Budgeting effort: 3 days
– 875 days, 36 weeks

13. Agenda
• About OutSystems
• Challenges when delivering for the enterprise
1. Deal with fixed price projects
Let’s focus!
2. Where’s the Product Owner?
3. Dealing with immature teams
4. Handling distributed teams

14. WHERE’S
THE PRODUCT
OWNER?
Source: http://media.photobucket.com/image/Where%252527s%20waldo/premium2125/waldo.jpg

15. 2. Where’s the Product Owner?
Business Sponsor
– Provides the vision of the overall solution
– Agrees and approves business timelines – Ensure the vision is
executed by the team
– Empower the Business Manager to act in
– Agrees and approves
behalf of the organization in bringing about business timelines
a successful project – Owns the product backlog
Business Manager Product Owner – PO is empowered to
prioritize
– Provides guidance in the overall scope of – PO has direct contact with
the project the team
– Reviews the features, stories, and estimates – PO has direct contact with
and provide input stakeholders
– Ensures that the Key Business Users are
available for the Budgeting stage
Key Business User
– Works with the Engagement Manager and
IT Business Analyst to identify and detail
the user stories
– Involves other users as necessary to clarify
the business requirements
– Confirms the features and stories

16. 2. Where’s the Product Owner?
Business Sponsor
– Provides the vision of the overall solution
– Agrees and approves business timelines – Ensure the vision is
executed by the team
– Empower the Business Manager to act in
– Agrees and approves
behalf of the organization in bringing about business timelines
a successful project – Owns the product backlog
Business Manager Product Owner – PO is empowered to
prioritize
– Provides guidance in the overall scope of – PO has direct contact with
the project the team
– Reviews the features, stories, and estimates – PO has direct contact with
and provide input stakeholders
– Ensures that the Key Business Users are
available for the Budgeting stage
Key Business User
– Works with the Engagement Manager and
IT Business Analyst to identify and detail
the user stories
– Involves other users as necessary to clarify
the business requirements
– Confirms the features and stories

17. WHERE’S
THE PRODUCT
OWNER?
PO
Source: http://media.photobucket.com/image/Where%252527s%20waldo/premium2125/waldo.jpg

18. Agenda
• About OutSystems
• Challenges when delivering for the enterprise
1. Deal with fixed price projects
Let’s focus!
2. Where’s the Product Owner?
3. Dealing with immature teams
4. Handling distributed teams

19. 3. Dealing with immature teams
Team Individual

20. 3. Dealing with immature teams
• Team evolution towards self-management:
– Stage 1: the typical hierarchical structure
– Stage 2: the leader is a team coordinator/coach
– Stage 3: members coached to take on more leadership
tasks
– Stage 4: the team assumes most of the duties previously
reserved for the group manager
– Stage 5: The group manager is a resource for the team
Source: http://www.saferpak.com/teamwork_articles/ensuring_success.pdf
Zawacki, R. A. and C. A. Norman. "Successful Self-Directed Teams and Planned Change: A Lot in Common." OD Practitioner

21. 3. Dealing with immature teams
• Dreyfus model of skill acquisition
– Beginner
– Advanced Beginner
– Competent
– Proficient
– Expert Secret sauce for
Agile Teams

22. 3. Dealing with immature teams
Team Individual
Start from
Coaching tasks and
towards exit move to
stories
Technology
It’s my way or
with fast
the highway
ramp-up

23. Agenda
• About OutSystems
• Challenges when delivering for the enterprise
1. Deal with fixed price projects
Let’s focus!
2. Where’s the Product Owner?
3. Dealing with immature teams
4. Handling distributed teams

24. New York fly.com
GMT -4
e.g. 14:00
Lisbon
Customer Product GMT
Managers e.g. 18:00
Integrations team
Lisbon
San Francisco GMT
GMT -8 e.g. 18:00
e.g. 10:00
Web development team
Customer IT OutSystems PO
OutSystems PO 7 team members

25. 4. Handling distributed teams
• Duration
– 32 weeks
– Number of Sprints: 14
– Demos and retrospectives at the end of Sprint
– 250 change requests (using Agile Platform Embedded Change Technology)
– 4 week tuning sprint & 4 versions released during tuning
• Team
– 1 Business Sponsor
– 1 Business Analyst
– 2 Product Owners
– 1 Scrum Master
– 6 Developers
– 7 Key users

26. 4. Handling distributed teams
• Challenges
– Globally distributed stakeholders
• Time zones
– Feedback
• Get feedback from all stakeholders
• Make that feedback available to process
• Make it easy to give and process that feedback
– Getting consensus and avoiding entropy
• Arbitration of all stakeholders
• OutSystems PO is a facilitator
– Communication
• Where’s the team board?

27. Thank you
www.outsystems.com
mario.araujo@outsystems.com