opics include: Where do you begin and organizational Scrum rollout? How do you architect the change and measure progress? How can you handle resistance and foster self-management without degenerating into chaos? How do you measure and continuously improve the process? Read more from the original copy at https://www.synerzip.com/webinar/scaling-scrum/

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Scaling Scrum
3 CONTINENTS ● 6 LOCATIONS ● 150 TEAM MEMBERS
Ravi Verma
THE ORG WHISPERER
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Agenda
• Why
• What
• When
• How
• Q&A

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Why
• Typical SW Org
Scrum is a
means to an
end…

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Why
• Change is painful
Especially for leaders
• Share proven techniques
Suggest short cuts
• Reduce your pain, anxiety
“Recapture the magic
of making software”

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What
• Context…
$1B Marketing Company
New CIO, Sr. Dir.
•Full on IT Transformation
•Believers in Agile
Engaged as Agile Coach

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What
• 3 Continents
• 6 Locations
US(3), UK(1), India(2)
2 Outsourcing / Offshoring vendors
• ~150 Team Members
• ~9 Months

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When
• Jul: Assessment
• Aug: Pilot, 2 teams
• Sep: 5 teams
• Oct: 11 teams
• Nov: 15 teams (consolidated to 13 later)
• Dec: Business Training
• Jan: Transition Training
• Feb: Coaching, support
• Mar: Roll-off

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How
• Compass: Point to destination
• Dashboard: Progress, corrections
• Framework: Organize the journey

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8 Steps for
Scaling Agile
•Caveats…
Not sequential
Not universal
Helped me stay organized
Tweak / Make your own

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1. Gap Assessment
• Starting Point
Low process→No process
Heavily adjusted Scrum on 1 team
Some familiarity with basics of Scrum
Skepticism, concerns

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1. Gap Assessment
• 14 Interviews…
How do things work now?
What are the challenges?
How can we make things better?

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1. Gap Assessment
Group
→
Level ↓
PM BA Dev QA DBA
Sys
Integ.
Support
CIO
Sr. Dir.
Dir.
Sr. Mgr.
Mgr.
Lead
Indiv.
Contrib.
Locations
L1
L2
L3
L4
L5
L6
• 14 Interviews (month 1 only)

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1. Gap Assessment
• Business: ROI? Process?
• CIO: Partnership with Business
• Sr. Dir: Project velocity, release plans
• Dir: D2D loading / what-if analysis
• Mgr: Too many changes, burn out
• Dev: To-do? Integration nightmare
• QA: Test what?

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• Common patterns
• 10 point compass
1. Single Process
2. Predictability
3. Visibility
4. Loading
5. What-If
2. Compass
6. Estimation
7. KT
8. Quality
9. Technical Debt
10.Business Delight

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3. Proposal
• Thin wrapper on Scrum
• Cross functional teams
Primary & Backup Scrum Master
Included BA/PO, Dev, QA
Included offshore team members – Vendor 1
• ScrumBut’s
Vendor 2 could not participate
Teams along tech. boundaries

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3. Proposal
• 4 week sprints
Monthly Sprint Planning, Demo
Weekly Backlog grooming – 60 minutes
Daily Scrums – 9:00 AM to 9:15 AM*
•ScrumBut: Some resistance (MWF)
Daily SOS – 10:00 AM to 10:25 AM*
* +45/35 min break-outs if needed

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3. Proposal
• Backlog
One Enterprise proj. backlog
• Ranking by directors
• Stored in online tool
Separate team features backlogs
• Decomposed by BA’s
• Stored in Excel / SharePoint
X-Team feat. alignment at SOS

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3. Proposal
• Cross Team Dependencies
From: Receiving Scrum Team
To: Providing Scrum Team
Provide: Deliverable
By: Required Date
• Identified: Backlog Grooming
• Posted: SharePoint / Chatter
• Alignment: 1x1 between SMs / SOS, PO
• Confirmation: SOS Sprint Planning

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4. Pilot
• 2 Teams…
Team 1: 2 locations (US)
Team 2: 2 Locations (US, India)
• High urgency
Stop talking, start doing
“Fake it till you make it!”
• Powerful retros

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5. Expansion
• 2 to 13 in 3 phases
• Training:
Intro to Scrum
Brown Bags
•Letter, Science, Spirit of Scrum
•Agile Estimation & Planning
•Reviews (Demos) & Retros
•Expert Panel

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5. Expansion
• Team adjustments…
SalesForce Chatter SOS Group
Outlook Shared Calendar
Scrums: Daily
SOS: M/W/F
Tool: At Task

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• Monthly CIO Review
• 10 dimensions / 4 ratings
Categories:
Ratings:
FE
Dashboard
3 A’s
Assessment
Argument For
Adjustment
6. Reporting
Planning Poker
3 C’s…
Card
Conversation
Confirmation
BE ME EE
0 1 2 3

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6. Reporting
1. Single Process
2. Predictability
3. Visibility
4. Loading
5. What-If
6. Estimation
7. KT
8. Quality
9. Tech Debt
10. Biz. Delight
?? ?
BE
ME
BE
BE
BE
BE
BE
Objective Comments
FE
FE
FE
FE
BE
FE
FE
FE
BE
DecJul#
ME
BE
Jan
ME
ME
FE
ME
BE
BE
BE
BE BE
?
ME
BE
Feb
ME
BE
BE
ME
BE
BE
ME
?
Mar
BE
ME
ME
EE
ME
ME
ME
BE
ME

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6. Reporting
• Total Scores:
10 x (0 to 3) → 0 to 30

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7. Optimization
• Formal Business Training
• Book Club
Lean Software Development
Value Stream Mapping
• Advisory Council
Self Management with
subtle control

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7. Optimization
• Proposed metrics…
Quality:
Productivity:
Predictability:
# of defects in production
–Decrease by ‘x’% over ‘y’ sprints
# of features in 3 Sprints
–Increase by ‘x’% over ‘y’ sprints
# of features delivered
# of features forecast
–Increase by ‘x’% over ‘y’ sprints

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8. Transition
• Training SOS scrum
masters
• Facilitating discussions
• Gradual ramp-down
• Roll-off

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Recap
• Compass: Point to destination
• Dashboard: Progress, corrections
• Framework: Organize the journey

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Recap
• 8 Steps for
Scaling Agile
5. Expansion
6. Reporting
7. Optimization
8. Transition
1. Gap Assessment
2. Compass
3. Proposal
4. Pilot

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•Caveats…
Not sequential
Not universal
Helped me stay organized
Tweak / Make your own
Recap

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• Business: ROI? Process?
• CIO: Partnership with Business
• Sr. Dir: When do we finish?
• Dir: D2D loading / what-if analysis
• Mgr: Too many changes, burn out
• Dev: To-do? Integration nightmare
• QA: Test what?
Pain

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• Business: 1 Process. Backlog. Demo.
• CIO: Tools to partner with Business
• Sr. Dir: Project velocity, release plans
• Dir: Backlogs, grooming, swapping
• Mgr: Swap in/out, 40 hrs/week
• Dev: Sprint Planning
• QA: Sprint Planning
Benefits

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Takeaway’s
• Scrum scales!
But it isn’t easy
Not DIY for most
Get professional help
•Preferably from outside
•Without baggage / axe to grind
•Not distracted by day-job

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Takeaway’s
• Consider training, experience
in…
Scaling Scrum
Leading full life cycle SW delivery
Offshoring / Outsourcing
Leading change
Developing leaders
Managing conflict
Business fundamentals

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SmoothApps
• Speaking Engagements
Networking groups
On-site presentations
Brown Bags
• Coaching Agile:
• Building Teams
• Developing Leaders
• Leading Change
Contact
Ravi.Verma@SmoothApps.com
www.SmoothApps.com
http://linkedin.com/in/smoothapps
http://twitter.com/smoothapps
Fire-drills→Freedom
Deadlocks→Dead-on
Tech→People
Resist→Exploit

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www.synerzip.com
Hemant Elhence
hemant@synerzip.com
469.322.0349
Questions?

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Synerzip in a Nut-shell
1. Software product development partner for small/mid-
sized technology companies
• Exclusive focus on small/mid-sized technology companies, typically
venture-backed companies in growth phase
• By definition, all Synerzip work is the IP of its respective clients
• Deep experience in full SDLC – design, dev, QA/testing, deployment
2. Dedicated team of high caliber software
professionals for each client
• Seamlessly extends client’s local team, offering full transparency
• Stable teams with very low turn-over
• NOT just “staff augmentation”, but provide full mgmt support
3. Actually reduces risk of development/delivery
• Experienced team - uses appropriate level of engineering discipline
• Practices Agile development – responsive, yet disciplined
4. Reduces cost – dual-shore team, 50% cost advantage
5. Offers long term flexibility – allows (facilitates) taking
offshore team captive – aka ““““BOT”””” option

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Our Clients

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39
Call Us for a Free Consultation!
www.synerzip.com
Hemant Elhence
hemant@synerzip.com
469.322.0349
Thanks!