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Scrum 4 program draft

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Testing Enterprise scrum through Scrum for Program Management in large organisation. Program should be understood as a collection of projects, activities, support and operations moving toward a business related goal. This goal can consist of different natures: time bound, risk bound, etc...

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Scrum 4 program draft

  1. 1. Scrum Program Management towards Enterprise Scrum working document
  2. 2. Big Picture scrum team scrum team scrum team scrum team scrum team scrum program
  3. 3. Levels of Protections scrum team scrum team scrum team scrum team scrum team scrum program Scrum Program protects team initiatives from Management decisions to ensure a permanent flow of coherent value
  4. 4. Program Vision Team Goal Team Goal Team Goal Team Goal Team Goal Team Goal capabil ity capabil ity capabil ity capabil ity capabil ity capabil ity feature feature feature feature feature feature story story story story story story self organised teams 3MonthsReleaseasSafe- to-failcontainer How to structure Program Backlog?
  5. 5. Program Vision Team Goal Team Goal Team Goal Team Goal Team Goal Team Goal capabil ity capabil ity capabil ity capabil ity capabil ity capabil ity feature feature feature feature feature feature story story story story story story self organised teams 3MonthsReleaseasSafe- to-failcontainer How to structure Program Backlog? defined by each team
  6. 6. Program cadence The Program cadence is set on a pace of 3 months: over 3 months you increase the risks of stop-and- gos from Management under 3 months, the change is too important to ensure both value generation and business agility (response to business, customer or user oriented requests)
  7. 7. Framework (naming convention) Team also known as Scrum team is a group of 7 +/- 2 people including Product Owner, Scrum Master and at least one developer and one tester. A team is stable, this mean that a team member is fully dedicated to its team. Floaters are people working for several teams, they are floating. Crowd is the ensemble of all the teams working in a program organisation. Like for birds, the crowd is swarming in a same direction.
  8. 8. Basic Framework Release Backlog Release Update Release Update Release 2 weeks 2 weeks 2 weeks 2 weeks 2 weeks 2 weeks 1 month 1 month 1 month Release Scope change change Change here is related to “strategical” change lead by management. Business change is managed at team level and managed by the POs at sprint end or planning. Emerging change from development is managed within the sprint like traditional scrum.
  9. 9. How to start Program Vision Team Goal Team Goal Team Goal Team Goal Team Goal The Chief Product Owner shares the strategical roadmap with the crowd. Program Vision is the answer to “what means done in 3 months?” The strategical roadmap is shared with the teams and they design their “goal” or “team vision” on what part of the Program they are able to develop. During Program Planning workshop, team’s goals are put together for alignment and dependencies are made visible and countermeasures taken.
  10. 10. How to manage it once a week the POs are gathering into a Scrum- of-scrums and ask to 4 questions: what have you done since last time we met? does something impeding your progress? what do you plan next? are you putting something in someone’s shoes? objective of the meeting is replanning due to emerging changes and alignment of the efforts that’s not a status meeting usually, the POs are giving feedback in front of the Release Plan.
  11. 11. Release Update Facilitated by Chief Product Owner This is a Program Review in front of the crowd and program stakeholders It’s the Inspect-and-Adapt of the Release Roadmap New changes can be added into the Program Backlog and items from same size or value are removed. Removed items are taken into account for the next release or totally removed if no longer necessary.
  12. 12. Roles (CPO) Chief Product Owner: responsible and accountable for the Program Backlog. CPO activity is mostly alignment and coordination of team efforts. The CPO is protecting the crowd from unplanned strategical requests. He or She is responsible for the time-to-market and the return of investment. (SC) Scrum Coach (not an authority): he or she is supporting the crowd and the CPO by shielding the program from interferences due to impediments, risks and distractions. The SC is facilitating the dynamic of the crowd with the support of the team’s scrum masters. He or she is leading the change for the program and its stakeholders.
  13. 13. appendix
  14. 14. Principle set up program vision what mean release done? each work stream defines its own vision for the next 3 months all visions are consolidated into a program vision and challenged dependencies are evaluated and are constraints to prioritisation collective validation of the release of the next 3 months incl. goals 3 months fixed scope 1 single consolidate d vision sort from low to high dependency collective engagement and organisatio n
  15. 15. Release supportive organisation Next 3 months Next 6 months Go liveProgram Roadmap • Design a high level architecture supporting the roadmap. • Architecture should be improved at each release milestone. • Self-Reorg: Based on that roadmap, ask team members which team they want to support during the next 3 months release Architecture Update Architecture Update Architecture Update ReleaseReview RoadmapUpdate Retrospective ReleaseReview RoadmapUpdate Retrospective ReleaseReview RoadmapUpdate Retrospective 1 day workshoprelease release release Self - reorg Self - reorg Self - reorg
  16. 16. Tracking Progress Go-live Release Release ProgramBacklog=sumofallBacklogs Change request and updates drop-outs NextGoLiveProgr.Backlog Treasury ICO Ex.Control Royalties R2R Controlling • Progress tracked bottom up • Sprints are aligned: starting and ending at the same time • Program velocity is the sum of all team´s velocities • At Sprint end, Release roadmap is updated according to each sprint outcomes
  17. 17. Scrum Program Meetings Scrum level Scrum Program level Daily standups Weekly Scrum-of-scrums Sprint Planning Release Planning Sprint Review Release Review Monthly Roadmap update Sprint Retrospective Roadmap Retrospective Recommendation: Release Planing, Release Review and Roadmap Retrospective should be handled during a one day collaborative workshop option 1
  18. 18. Program Level DAILY MEETINGS • DAILY STAND UP • Attendees: Scrum Team (Development Team, Scrum Master, Product Owner) • Moderation: Scrum Team (self organised) • Purpose: status meeting, highlight impediments • Duration: 15 minutes • When: each day, same time, same location WEEKLY MEETINGS • REFINEMENT MEETINGS • Attendees: Scrum Team (Development Team, Scrum Master, Product Owner) + people to respond on team issues • Moderation: Scrum Master • Purpose: grooming both Sprint and Product Backlog in Development perspective, Planning Poker (effort estimation), collaborative solution focused meeting • Duration: 45 minutes • When: once a week • SCRUM-OF-SCRUMS • Attendees: Product Owners, Management (passive) & Customers (passive) • Moderation: Chief Product Owner • Purpose: status meeting on development, identify and respond on overlaps and hints • Duration: 45 minutes • When: once a week, same day, same place • GROOMING • Attendees: Product Owners,& Customers (passive) • Moderation: Product Owner • Purpose: user stories and product backlog grooming, set up business values on user stories • Duration: 45 minutes • When: once a week, same day, same place BI-WEEKLY MEETINGS • SPRINT PLANNING • Attendees: Management & Customers (on-demand), Scrum Team • Moderation: Product Owner • Purpose: defining Sprint Objective and Sprint Backlog • Duration: 45 minutes • When: at Sprint start • SPRINT REVIEW • Attendees: Management & Customers (active), Scrum Team • Moderation: Product Owner • Purpose: show and tell of sprint outcomes, inspect/adapt from the stakeholders • Duration: 45 minutes • When: at the end of the Sprint • SPRINT RETROSPECTIVE • Attendees: Scrum Team • Moderation: Scrum Master • Purpose: inspect/adapt from the development process, • Duration: 45 minutes • When: after Sprint Review • ROADMAP UPDATE • Attendees: Management, Customer, RUN (HB Operations), Users • Moderation: Chief Product Owner • Purpose: Update the roadmap according to Sprint outcomes • Duration: 45 minutes • When: after Sprint Review MONTHLY MEETINGS • RELEASE MEETING • Attendees: Management & Customers (active), PO Team • Moderation: Chief Product Owner • Purpose: show and tell of sprint outcomes, inspect/adapt from the stakeholders • Duration: 45 minutes • When: at the end of the Release option 2
  19. 19. “Feel free to improve it.” –Pierre E. Neis www.agilesqr.com

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