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Introduction to Scrum@Scale

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Jens Østergaard gives an overview of Jeff Sutherlands Scaling framework.

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Introduction to Scrum@Scale

  1. 1. © 1993-2018 Scrum Inc. 1 Introduction To Scrum@Scale Jens Ostergaard
  2. 2. © 1993-2018 Scrum Inc. 2 Jens Ostergaard – Scrum Training Institute 1/10/18, 7(05 AMWord Art Page 1 of 1about:blank • CST since 2004 • Certified > 8000 • Worldwide Trainer
  3. 3. www.scrumtraininginstitute.com
  4. 4. © 1993-2018 Scrum Inc. 2012ScrumInc. Sprint Release Backlog (points) 400 Refinement 4 Team-Level Scrum Process Days Sprint Backlog (points) 100 Velocity
  5. 5. © 1993-2018 Scrum Inc. 5 Team Level • 3 -9 Members (ideal size = 4 or 5) • SM - Removes Impediments & Keeps True Scrum • PO - Team’s Know Stable Interface - Translates Vision into Backlog SM PO = Team SMSM PO • Transcendent Goals • Cross Functional -> Independent Path to Production • Self-Organizing/Self-Managing • Stable Teams
  6. 6. © 1993-2018 Scrum Inc. 6 Components of the Scrum@Scale Framework Continuous Improvement & Impediment Removal Executive Action Team Cross-Team Coordination Team-Level Process Metrics & Transparency Product & Release Feedback Strategic Vision Executive Meta Scrum Deployment Backlog Prioritization Backlog Decomposition & Refinement Release Planning Potentially Shippable Product Increment Product Owner Cycle Scrum Master Cycle
  7. 7. © 1993-2018 Scrum Inc. •Underlying structure is a set of largely independent business components with pre-defined interfaces (inputs & outputs) •Stable interfaces allow for the components to modified (ex. improved or swapped out) without disrupting the entire system •This enables organizational design to “emerge” rapidly in response to inspect and adapt cycles Agile Architecture: Components & Known Stable Interfaces 7
  8. 8. © 1993-2018 Scrum Inc. The Scrum of Scrums: The SM Role Scaled •Scrum must scale in an organic way consistent with the Scrum Guide or it will be slow •Using a Scrum of Scrums reduces communication paths but increases communication saturation NEW ROLE • In order for the SoS to be most effective, we need a Scrum of Scrums Master (SoSM) to ensure that: • Impediments are shared and removed • Knowledge is spread and standardized • Dependencies are discussed and resolved 8
  9. 9. © 1993-2018 Scrum Inc. The Scrum of Scrums Master (SoSM) Could be one of the team SM’s If the company has a separate Operations Department, it could be a senior person from there It should be someone who has enough power to remove impediments and understands the policies and politics of getting things Done and Released 9
  10. 10. © 1993-2018 Scrum Inc. The Executive Action Team Perspective •The EAT owns the Transformation Backlog and “eats impediments” that block it •Removes those not handled at the Team level due to scope, budget, or corporate political power •Mirrors Daily Scrum (but may be more than 15 mins due to complexity of topics) •Cross-Value Stream Coordination: still limits communication pathways while keeping communication saturation high •Owns the Organizational Transformation Strategy •Executes the Transformation Strategy or delegates it to a center of expertise (often called the Agile Practice) Ex. 125 teams (625 people) delivering products together 10
  11. 11. © 1993-2018 Scrum Inc. How a typical Executive Action Team works 11
  12. 12. © 1993-2018 Scrum Inc. Who should be on the EAT? • Leader who can change company policy without having to ask permission [ex. COO, CIO, CTO] • Someone who can write a check [ex. VP of Finance] • Someone who is a Scrum Star [aka. Agile Champion] • Leaders who can motivate change • Someone from People Ops [ex: HR] • Someone from Legal/Compliance 12
  13. 13. © 1993-2018 Scrum Inc. What is an Agile Practice? • It is a cross functional Scrum team which owns the coaching competency within the organization • Accountable for the quality of Scrum within the organization • Delivers the transformational vision of the Executive Action Team through the execution of a transformation backlog • It is a center of continuous learning for Scrum professionals, and provides more than just tools and templates. • It is NOT a PMO (Program/Project Management Office) 13
  14. 14. © 1993-2018 Scrum Inc. What does an Agile Practice Do? • Executes the transformation backlog: o Facilitates the creation of the Product Owner Organization o Provides skills training (SM, PO, Agile Leadership) o Provides coaching and mentoring for trained teams and people o Builds the Agile competency of the organization through the creation of: q Quality Circles q Communities of Practice o Provides continuous learning through: q Engaging the Agile community outside of the organization q Ensuring feedback loops are established and consistently used to inspect and adapt product and process. o Trains the trainers • Increases the agility of the organization 14
  15. 15. © 1993-2018 Scrum Inc. Common Question: Who do Scrum Masters report to? • The Scrum Masters report to the leader of the Agile Practice. • If they report to the “managers”, they tend to disrupt the Scrum. • The Agile Practice needs to assess and make visible the state of the teams in real-time. • They need to assure that agreed upon patterns of implementation are followed successfully. 15
  16. 16. © 1993-2018 Scrum Inc. 16 Case Study: Spotify’s Agile Practice Dashboard Scrum is continuous process improvement. Agile Leaders measure Scrum Masters on process improvement and team happiness. Scaling @ Spotify, Anders Ivarsson & Henrik Kniberg, Scrum Alliance Gathering Paris, 6 Feb 2013
  17. 17. © 1993-2018 Scrum Inc. • Sets Team Priorities • Servant Leader • 50% with Customer, 50% with Team • Single Backlog o Stories o Epics • “What” not “How” • Complete Responsibility Through Trust • Known Stable Interface to the Team The Team Product Owner Builds, Refines, Plans 17 Team M PO SM
  18. 18. © 1993-2018 Scrum Inc. The MetaScrum: Scaling the Product Owner 18 L Leadership S H Stakeholders P O Product Owners Aligned Product Backlog L S HP O Sprint/Time Aligned Product Backlog L P O Aligned Product Backlog L P O • A gathering of Key Stakeholders, Leadership, and Product Owners • Run by Chief Product Owner • Aligns enterprise around single backlog • The forum for stakeholders to express preferences and remove blocks (they should not try to alter product vision between MetaScrums) • Can be held at regular intervals or on an ad-hoc basis M etaScrum M etaScrum M etaScrum S H S H S HS H S H S HS H S H
  19. 19. © 1993-2018 Scrum Inc. • Sets Priorities for Multiple Teams • Mirrors Refinement and Planning • Single Backlog Pulled by Team POs • Epics • Features • Cross-Team Backlog Coordination & Alignment CPO MetaScrum Perspective Aligns, Refines, Plans 19 CPO MetaScrum PO PO PO POPO
  20. 20. © 1993-2018 Scrum Inc. • Sets Priorities for Multiple Team Groups • Mirrors Refinement and Planning • Single Backlog Pulled by CPOs • Features • Value Streams • Cross-Team Coordination & Alignment CCPO MetaScrum Perspective Aligns, Decomposes, Refines 20 CCPO Meta Scrum CPO MS CPO MS CPO MS CPO MS CPO MS
  21. 21. © 1993-2018 Scrum Inc. Executive MetaScrum Perspective Aligns and Sets Strategic Priorities for the Organization 21 • Owns Organizational Vision • Lead by a terminal CPO o CEO or SVP o Needs CFO or Finance Exec • Single Backlog Pulled by CCPOs o Initiatives o Value Streams • Sets Organizational Priorities • Mirrors Refinement & Planning CCPO MS CCPO MS CCPO MS CCPO MS CCPO MS Executive MetaScrum
  22. 22. © 1993-2018 Scrum Inc. Executive Meta Scrum Head of Product as Chief Product Owner • Product Owners from each Scrum Team • ScrumMaster • Marketing and Sales • Architecture • Strategic product backlog • Product backlog refinement every two weeks Case Study by Bob Sarni
  23. 23. © 1993-2018 Scrum Inc. 23 Backlog Flows to Stable Teams CCPO Meta Scrum CPO Meta Scrum PO Team Refinement T TT T TT T TT T TT T TT T TT Chief Chief PO’s Backlog Chief PO’s Backlog Chief PO’s Backlog PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI PBI Scrum Teams Backlog Scrum Teams Backlog
  24. 24. © 1993-2018 Scrum Inc. 24 Maintain a Clear Product Decomposition Hierarchy Component Goal Feature Capability Feature Capability EpicEpic Epic Story Story Story Product Vision Component Goal Product Component Feature Epic Story Increase SB usage of eBanking website Add online customer center for self-service of common needs Find Branch location Able to search for specific language skills Able to search close to a specified address Able to search by hours of operation Be the banking provider of choice for small businesses Stop Payments Access historical statements Retail bank center rated “excellent” by SB customers Add monthly financial reporting summary to track company profits Decomposition Level Conceptual Hierarchy Example
  25. 25. © 1993-2018 Scrum Inc. 25 Four Lenses for Measuring Progress Are we improving our ability to deliver product over time? Are we prioritizing the right features to deliver first? Are we meeting our quality standards? Are we working in a way we can continue for the long run? Productivity Value Delivery Quality Sustainability • Acceleration (Δvelocity/Δtime) • Business value per point • Defect rate • Service downtime • Happiness metric • Technical debt Example Metrics
  26. 26. © 1993-2018 Scrum Inc. Patterns: How to increase team velocity As an Agile Executive, I need to support team-level patterns, so that velocity can increase across the board.
  27. 27. © 1993-2018 Scrum Inc. Leadership Challenge: Without these patterns, scaling will be crippled • Colocation • Small teams • Stable teams • Dedicated teams • Yesterday’s weather - finish early • T-shaped people (enables Swarming) • Daily Scrum • Interrupt buffer • Ready backlog • Fix bugs within a day • All testing completed inside the sprint 27
  28. 28. © 1993-2018 Scrum Inc. 28 Implement Patterns to Increase Velocity www.scrumplop.or g
  29. 29. © 1993-2018 Scrum Inc. 29 Collocation Doubles Velocity Make Remote Teams Feel Collocated
  30. 30. © 1993-2018 Scrum Inc. 30 Finishing the Sprint Early Doubles Velocity Yesterday’s Weather: Use the last Sprint to predict the next Sprint Actual Velocity = 18 points Done! Done! Done! Almost done Not started End of theSprint If the team is stable, how much should we assume can be accomplished in the next Sprint? Answer = 18 points !!! But if we keep our expectations in line and implement the other strategies well, we will accelerate faster and be able to pull more story points in! If we try to pull more and fail, it will reduce morale, further reducing productivity. NOTE: Take the average velocity for the last 3 Sprints to get the value for Yesterday’s Weather. Keep recalculating throughout the release. What’s our Velocity? Why don’t we award these 3 points?
  31. 31. © 1993-2018 Scrum Inc. 31 T-Shaped People Double Velocity
  32. 32. © 1993-2018 Scrum Inc. 32 Swarming Doubles Velocity Weinberg, Gerald M. (1992) Quality Software Management: Systems Thinking. Dorset House, p. 284.
  33. 33. © 1993-2018 Scrum Inc. 33
  34. 34. © 1993-2018 Scrum Inc. 34 Finishing Early Doubles Velocity Finishing late cuts production by more than 50% I’m more efficient if I just do my tasks
  35. 35. © 1993-2018 Scrum Inc. 35 Handling Interrupts Double Velocity Implement a Buffer to Deal with the Unexpected 8 5 3 5 5 5 3 5 5 8 Product Backlog Beginning of sprint 8 5 5 3 Sprint Backlog Kaizen 10Buffer Support Sales Management Now Later Low Priority On Buffer Overflow ABORT, Re-plan, Dates Slip PO To Determine Buffer Size: Average the amount of interrupts over the last three Sprints
  36. 36. © 1993-2018 Scrum Inc. 36 Daily Clean Product Doubles Velocity and Cuts Project Costs in Half!
  37. 37. © 1993-2018 Scrum Inc. 37 Scrumming the Scrum Doubles Velocity 16x output with 4x FTEs = 4x productivity Raw Scrum Inc. Velocity History (not adjusted for fluctuation in team capacity by sprint)
  38. 38. © 1993-2018 Scrum Inc. Questions? Jens Ostergaard jeos12@gmail.com

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