Razorfish Scrum for Teams and Organizations Software Architect Conference 2013

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Razorfish Scrum for Teams and Organizations Software Architect Conference 2013. If you’ve ever worked on a software project, this question should sound familiar. You’ve spent time rewriting schedules, cutting features and explaining The Mythical; Man-Month, the widely cited 1975 software bible. Its central principle is the slightly counterintuitive idea that adding manpower to a software project slows delivery. This may make you wonder what will speed up projects. Consider examining your tools and processes to see if there’s a faster way of getting things done. In this talk I will propose a cross-disciplinary process of applying scrum on your projects.

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  • "scrum is really taking over the way of working, not online in IT, but it's starting to spread outside of IT."
  • Never a mention of a creative, experience, etc/
  • Is your project more complex than amazon? Really?
  • By Fred Brooks
  • This is an animation from a great deck from Justin Searls, making the challenge around scaling very obvious.
  • Never a mention of a creative, experience, etc/
  • Good for one product owner and up to 10 teams. When the product owner can no longer support the teams and backlog for x # of teams then you need a new grouping.Stagger Stand UP meeting times to enable a ‘chicken’ to attend multiple meetings and drive coordinationRock solid continuous integration is even more important with multiple teams
  • This builds on the previous structure, but adds a couple of new roles. Like area product owner, product owner team, and area backlog. Area backlogs are a view into the product backlog for one area. Each area can contain up to 10 teams.
  • The power of small batches‘from the book Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated, by James P. Womack (Author) , Daniel T. Jones (Author)
  • http://www.wikihow.com/Make-an-Envelope
  • https://www.youtube.com/watch?v=Bi9R1Hqr8dI#t=65
  • Yes, there is an exciting video that proves the power of small batches https://www.youtube.com/watch?v=Bi9R1Hqr8dI#t=65
  • And the analytists Source: *http://lssacademy.com/2008/03/24/a-response-to-the-video-skeptics/Average time to fold:Batch: 9 sLean: 8 sAverage time to stuff:Batch: 4 sLean: 3 sAverage time to seal:Batch: 2 sLean: 1 sAverage time to stuff:Batch: 1 sLean: 1 s
  • Engineer skills can be broadThe biggest impediment is not cross training, thinking only certain people can make changes
  • Projects are delayed because only one person can make a change
  • The biggest impediment is not cross training, thinking only certain people can make changes
  • Extend your skills and the definition of your job.
  • “T-shaped employees have always been the heart of our company.” –Tom Kelley, IDEO Extending means re-thinking your job function. Before increased specialization was an option for career advancement. Strong brand management led to CMO. Financial acumen to CFO. Technologists were always the technical ones. Today, individually we each need a combination of depth and breadth to add value. We are looking for T shaped people.
  • Ability to prioritize technology debt and customer needs
  • Source: *http://www.slideshare.net/jallspaw/10-deploys-per-day-dev-and-ops-cooperation-at-flickr
  • 2013 State ofDevOps Report by Puppet Labs & IT Revolution Press
  • http://www.cloudave.com/22977/sorry-but-your-start-ups-team-isnt-actually-any-more-agile-than-the-big-guys-why-you-really-still-can-win/
  • http://www.agilemodeling.com/shared/AMDDIntroduction.ppthttp://martinfowler.com/articles/xp2002.html
  • ConvergeThe Mythical Man MonthThe Lean StartupLarmanEtc.
  • Razorfish Scrum for Teams and Organizations Software Architect Conference 2013

    1. 1. Ray Velez | Global CTO | Co-author Converge
    2. 2. 2 Introduction
    3. 3. 3
    4. 4. 4 creating experiences that build business Named in Top 5 Most Innovative Digital Agencies Business Transformer (Highest Tier) Leader & Visionary #1 digital agency 2 years running
    5. 5. 5 THE CONVERGENCE OF TECHNOLOGYMEDIACREATIV Create experiences that deliver business value and transform brands AGENCIES CONSULTANTS Brand Experience “Consulting Strategy & Technology” “Brand Creative” Messaging Media Promotions Roadmaps & Platforms
    6. 6. 6 strategy design user experience insightssocial mobiletouch development planning technologyconsultingcontent counsel
    7. 7. 7 Taking over the enterprise
    8. 8. 8 Agile commerce
    9. 9. 9 Agile marketing Source: *http://agilemarketingmanifesto.org/
    10. 10. 10 Agile creativity Source: *http://www.google.com/think/playbooks/agile-creativity.html
    11. 11. 11 Razorfish Scrum for TeamsHalf day course to get all disciplines aligned
    12. 12. 12 Razorfish Scrum for Teams How can I “experience” the Scrum Process? What does it feel like to go through a Sprint? How can I remember all the things I learned in the pre-work?
    13. 13. 13 Ecommerce implementation services: Razorfish delivering globally People over process - Nearshore similar time zone offshoring Our teams get more done, in less time, with less rework utilizing fewer people Our teams respond to business change in real- time, critical given the iterative Agile nature of defining personalization and targeting scenarios Process Debt High Low LowHigh Hourly Rate Local Teams 8+ Timezones Nearshore No Value Ideal Mix Chart source: http://blog.velocitypartners.net/wp- content/uploads/2010/10/Distributed-Technology-Teams-A-Pragmatic- Guide-med-res.pdf
    14. 14. 14 Building Experiences, Not Documents • The longer the duration between designing and building an experience, the higher the risk of releasing without the most current high value features. – Business Requirements Change – What is desired at the onset of a project is rarely what is desired at launch. – Conditions Change – Opportunities for differentiation change constantly. • Value often isn‟t measurable until it‟s functional. – Clients may not know what they really need until a product is useable. – User input is more beneficial the more functional the experience becomes. • Documentation is extremely useful when it is a means to an end, but much less useful as an end itself.
    15. 15. 15 Essential for Offshore • Using Scrum ensures a baseline understanding for a project‟s approach from Day 1. • Communication, which is critically important when working on a distributed team, is “built in” to the methodology: – Daily Standups – Sprint Planning – Sprint Reviews • Approaches that support integrated yet distributed teams must have the flexibility to adapt to the needs of the team. Sprint Retrospectives ensure that the process is reviewed and incremental improvements are implemented.
    16. 16. 16 But Organizations still don‟t get it
    17. 17. 17 Razorfish Adoption Index 4. Backlog Defines Product Evolution: Design completed incrementally from simplest functional form to more complex to ensure that only areas of high value are included. 3. Backlog Defines Development Scope: Scope is strictly based on team velocity and time, de-prioritized functionality that is not built is excluded from scope. 2. Upfront, Yet Flexible Product Parameters: Scope is committed to but with the expectation that scope will be exchanged over time as high priority stories supplant lower priority stories. 1. Scope is Rigidly Defined at Onset: Scrum tactics are used to maintain daily communication and continuous improvement, but not for change management. Product Owner Involvement: The level of commitment, time, and effort by the Product Owner grows significantly as a project climbs up the scale. This effort supports critical processes such as backlog grooming. Adherence to the Methodology: As the team moves up the index, strict adherence to the rules of Scrum become essential. The more that the backlog defines the scope of the engagement, the more important effectively managing the backlog becomes.
    18. 18. 18 Why agile adoption fails 52%Inability to change culture 39%General resistance to change 34%Lack of manager support Source: VersionOne 6th Annual State of Agile Survey
    19. 19. 19 What needs to change?
    20. 20. 20 And Scrum starts with solving software development
    21. 21. 21 1. Keep teams small and scale 2. Test and test 3. Behold the power of small batches 4. Eliminate queues 5. Embrace the future – the Cloud and Devops
    22. 22. 22 1. Keep teams small and scale
    23. 23. 23
    24. 24. 24 But my project needs over 100 people?
    25. 25. 25 The mythical man month Scaling is hard Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
    26. 26. 26 The mythical man month Scaling is hard 2 People 1 Connection Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
    27. 27. 27 The mythical man month Scaling is hard 3 People 3 Connections Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
    28. 28. 28 The mythical man month Scaling is hard 4 People 6 Connections Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
    29. 29. 29 The mythical man month Scaling is hard 5 People 10 Connection Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
    30. 30. 30 The mythical man month Scaling is hard 6 People 15 Connections Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
    31. 31. 31 The mythical man month Scaling is hard 7 People 21 Connections Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
    32. 32. 32 The mythical man month Scaling is hard 8 People 28 Connections Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
    33. 33. 33 The mythical man month Scaling is hard 9 People 36 Connection Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
    34. 34. 34 The mythical man month Scaling is hard 10 People 45 Connections Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
    35. 35. 35 The mythical man month Scaling is hard 11 People 55 Connections Source: https://speakerdeck.com/u/searls/p/the-mythical-team-month
    36. 36. 36 The mythical man month Agile needs to enable us to scale more independently PRODUCT MANAGEMENT SPRINT TEAM 1 SPRINT TEAM 1 CREATIVE Experience CREATIVE AND EXPERIENCE LEAD
    37. 37. 37 Typical Project So what‟s Missing from the Scrumalliance Training? Product manager Scrum Master Technology Creative User Experience
    38. 38. 38 Integrated Process Across Skills Design and Development Upfront Development Planning and Exploration SOW Phase 1-4 Weeks Strategy and Visioning Phase 6-12 Weeks Foundation Sprint N : UX Sprint N : UX Sprint N : UX Sprint N : Dev Sprint N : Dev Maintenance
    39. 39. 39 But how does that scale?
    40. 40. 40 Organization Structure <= 10 teams Source: *Scaling Lean & Agile Development: Thinking and Organization tools for Large-Scale Scrum, Craig Larman, Bas Vodde
    41. 41. 41 Organization Structure > 10 teams Source: *Scaling Lean & Agile Development: Thinking and Organization tools for Large-Scale Scrum, Craig Larman, Bas Vodde
    42. 42. 42 2. Behold the power of small batches
    43. 43. 43 Envelope Stuffing Problem
    44. 44. 44 Source: *http://www.wikihow.com/Make-an-Envelope
    45. 45. 45 Source: *http://www.wikihow.com/Make-an-Envelope
    46. 46. 46 Source: *http://www.wikihow.com/Make-an-Envelope
    47. 47. 47 Batch and Queue Fold all the paper Stuff all the envelopes Seal all the envelopes
    48. 48. 48 One Piece Flow Fold one paper Stuff one envelope Seal one envelope Repeat
    49. 49. 49 Which is faster? One Piece Flow Source: *https://www.youtube.com/watch?v=Bi9R1Hqr8dI#t=65
    50. 50. 50 Still don‟t believe me? So, over 10 repetitions, the lean method got a total of 10+10+10=30 seconds of advantage from the shorter time to fold, stuff, and seal. 1 1 3 8 1 2 4 9 Average time to stuff Average time to seal Average time to stuff Average time to fold Batch Lean Seconds Source: *http://lssacademy.com/2008/03/24/a-response-to-the-video-skeptics/
    51. 51. 51 3. Test and test
    52. 52. 52
    53. 53. 53 4. Eliminate queues
    54. 54. 54 Queues are the enemy of Agile
    55. 55. 55 Build T-Shaped Employees We can all learn new skills
    56. 56. 56 “T-shaped employees have always been the heart of our company.” Tom Kelley General Manager, IDEO
    57. 57. 57 Breadth of Knowledge DepthofExpertise Shape of the ideal information workerShape of the ideal information worker
    58. 58. 58 Typical Approach Research Creative UX Content Marketing E-Com Strategy Project Mgr Analyst Tech Data
    59. 59. 59 Razorfish Approach: “T” Shaped Employees Research Creative UX Content Marketing E-Com Strategy Project Mgr Analyst Tech Data Experiences Experiences Experiences Experiences Experiences Experiences
    60. 60. 60 Celebrate the product owner
    61. 61. 61 5. Embrace the future – the Cloud and Devops
    62. 62. 62 Little bit weird Sits closer to the boss Thinks too hard Pulls levers & turns knobs Easily excited Yells a lot in emergencies Source: *http://www.slideshare.net/jallspaw/10-deploys-per-day-dev-and-ops-cooperation-at- flickr
    63. 63. 63 Physical Architecture Cloud Hosting Enablers • Self healing and auto scaling • Efficiency and infrastructure „hardening‟ • Development and operations coming together • Drive better cost alignment over time • Future proof innovation
    64. 64. 64 Physical Architecture Software Enabled Infrastructure • Security Group with 80 and 443 Enabled • Chef client • Yum • build-essential • Nginx • CQ5 Chef Pulls „Recipes‟ from Chef Repository Chef installs and configures Creates a Cloud Instance (AMI) CLOUD INSTANCE (AMI) CHEF RECIPES FOR NEW CLOUD INSTANCES CLOUDFORMATION SCRIPT • ohai • Runit • apt • Chef client
    65. 65. 65 The Dev Ops Movement Using Agile to bring Spock and Scotty together Ship code 30x faster and complete those deployments 8,000 times faster than their peers. Have 50% fewer failures and restore service 12 times faster than their peers. Source: *2013 State of DevOps Report by Puppet Labs & IT Revolution Press
    66. 66. 66 1. Keep teams small and scale 2. Test and test 3. Behold the power of small batches 4. Eliminate queues 5. Embrace the future – the Cloud and Devops
    67. 67. 67 Find your evangelist Source: *http://www.cloudave.com/22977/sorry-but-your-start-ups-team-isnt-actually-any-more- agile-than-the-big-guys-why-you-really-still-can-win/
    68. 68. 68 Never Used, 45% Rarely Used, 19% Why Change? • Because you have to… Source: Jim Johnson of the Standish Group, Keynote Speech XP 2002
    69. 69. 69 From the folks who created the internet http://hbr.org/2013/10/special-forces- innovation-how-darpa-attacks- problems/ar/ Source: *http://hbr.org/2013/10/special-forces-innovation-how-darpa-attacks-problems/ar/
    70. 70. 70 Books Referenced
    71. 71. Ray Velez | Global CTO Twitter: @rvelez Email: Ray.velez@razorfish.com Book: www.convergebook.com

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