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Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)

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by Scrum.org – Improving the Profession of Software Development
Scaled Professional Scrum
Focused. Effective. Viable.
Gunt...

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2© 1993-2015 Scrum.org, All Rights Reserved
MIN
3
Which of the following software development processes is your
organizati...

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3© 1993-2015 Scrum.org, All Rights Reserved
Two Decades of Scrum
Scaled Professional Scrum
“A person with a new idea is a ...

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Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)

  1. 1. by Scrum.org – Improving the Profession of Software Development Scaled Professional Scrum Focused. Effective. Viable. Gunther Verheyen Shepherding Professional Scrum Scrum.org Agile Greece Summit Athens 18 September 2015
  2. 2. 2© 1993-2015 Scrum.org, All Rights Reserved MIN 3 Which of the following software development processes is your organization using? • Lean (software development) • Kanban • DevOps • SAFe • DAD • eXtreme Programming • Scrum Short Survey About You and Your Process
  3. 3. 3© 1993-2015 Scrum.org, All Rights Reserved Two Decades of Scrum Scaled Professional Scrum “A person with a new idea is a crank until the idea succeeds.” – Mark Twain
  4. 4. 4© 1993-2015 Scrum.org, All Rights Reserved Designed for Complexity (1995) • Framing people’s creativity • Controlling risk (time- boxing) • Enabling validated learning • Driven by goals • Thriving on discovery • Delivering Value • A bounded environment for action
  5. 5. 5© 1993-2015 Scrum.org, All Rights Reserved Scrum’s DNA Self-organization A system’s components interacting purposefully toward a shared goal without externally exerted power. Empiricism Frequent decisions of adaptation are based on knowledge gained through inspection and experience.
  6. 6. 6© 1993-2015 Scrum.org, All Rights Reserved A Craze Since the Conception of Agile (2001) scrum·pede/skrʌmˈpiːd/ Sudden frenzied rush of (panic–stricken) companies to do Scrum because they want to be agile, too. Inspired by © Tomasz Włodarek.
  7. 7. 7© 1993-2015 Scrum.org, All Rights Reserved Scrum, Essentially 1. A team pulls work from one Product Backlog. 2. Each Sprint delivers a releasable Increment of product.
  8. 8. 8© 1993-2015 Scrum.org, All Rights Reserved What if we would start with Scrum before attempting to ‘scale’ it?
  9. 9. 9© 1993-2015 Scrum.org, All Rights Reserved Scaled Scrum Scaled Professional Scrum “It takes two to scale.” – Gunther Verheyen
  10. 10. 10© 1993-2015 Scrum.org, All Rights Reserved An Even Bigger Craze (2012) scrum·pede/skrʌmˈpiːd/ 1. Sudden frenzied rush of (panic–stricken) companies to do Scrum because they want to be agile, too. 2. To flee in a headlong rush to bigger Scrum because more software is needed, now. Inspired by © Tomasz Włodarek.
  11. 11. 11© 1993-2015 Scrum.org, All Rights Reserved MIN 3 Raise your hand if your organization defines ‘scaled’ as… • Multiple teams working on one product • Multiple teams working on their individual products • Multiple teams working on a suite of integrated products • One team working on several products in parallel • The complete IT department adopting Scrum • The complete organization transforming toward Agile Short Survey About Scaled Scrum
  12. 12. 12© 1993-2015 Scrum.org, All Rights Reserved Focus. Transparency. ScaledScrum
  13. 13. 13© 1993-2015 Scrum.org, All Rights Reserved Definition of Scaled Scrum 1. Any implementation of Scrum where multiple Scrum Teams build one product or a standalone set of product features, in one or more Sprints. 2. Any implementation of Scrum where multiple Scrum Teams build multiple related products or sets of product features, in one or more Sprints.
  14. 14. 14© 1993-2015 Scrum.org, All Rights Reserved Multiple Teams Building One Product 1. A product has one Product Backlog managed by one Product Owner. 2. Multiple Teams create integrated Increments.
  15. 15. 15© 1993-2015 Scrum.org, All Rights Reserved MIN 2 What are YOUR biggest hurdles when scaling Scrum, implementing Scrum at a larger scale? The Challenges of Scaled Scrum
  16. 16. 16© 1993-2015 Scrum.org, All Rights Reserved The Integration of Work (or the lack thereof) THE MEDUSA EFFECT Poorly maintained codebases have…
  17. 17. 17© 1993-2015 Scrum.org, All Rights Reserved One Scrum Team Doing Work
  18. 18. 18© 1993-2015 Scrum.org, All Rights Reserved Some Scrum Teams Doing Work
  19. 19. 19© 1993-2015 Scrum.org, All Rights Reserved Many Scrum Teams Doing Work
  20. 20. 20© 1993-2015 Scrum.org, All Rights Reserved • People (communication) • Business domains and requirements • Technology • Software • Infrastructure • Intra-team • Cross-team • External Dependencies Dimensions Where
  21. 21. 21© 1993-2015 Scrum.org, All Rights Reserved Unresolved Dependencies Cause A Shift in Money Spent Adding New Features Fighting Technical Debt
  22. 22. 22© 1993-2015 Scrum.org, All Rights Reserved Your ability to scale depends on your ability to continuously: – Handle dependencies – Integrate work across all levels – Create integrated Increments
  23. 23. 23© 1993-2015 Scrum.org, All Rights Reserved The Nexus Scaled Professional Scrum “A man who carries a cat by the tail learns something he can learn in no other way.” - Mark Twain
  24. 24. 24© 1993-2015 Scrum.org, All Rights Reserved Nexus –noun ˈnek-səs : a relationship or connection between people or things http://www.merriam-webster.com/dictionary/nexus
  25. 25. 25© 1993-2015 Scrum.org, All Rights Reserved 3-9 Teams Building One Product? Help!
  26. 26. 26© 1993-2015 Scrum.org, All Rights Reserved The Nexus™ – An Exoskeleton for 3-9 Scrum Teams
  27. 27. 27© 1993-2015 Scrum.org, All Rights Reserved Identify and work around dependencies: • Prior to work occurring • Ongoing • Persistent • In all dimensions Reveal dependencies that remained unnoticed: • Frequent integration • Acceptance testing • Continual build and delivery • Minimize technical debt Designed for Dependencies Proactive Reification* *Reification: Making something real, bringing something into being, or making something concrete.
  28. 28. 28© 1993-2015 Scrum.org, All Rights Reserved The Nexus Augments Scrum Builds on Scrum principles, values, and foundations • Creates communication pathways • Widens and deepens inspect and adapt mechanisms • Fosters continued transparency • Relies on bottom-up intelligence Eschews fixed, defined solutions that add overhead.
  29. 29. 30© 1993-2015 Scrum.org, All Rights Reserved The Nexus Integration Team • A Scrum Team • Works off of Product Backlog • Members are full or part time • Composition may change between Sprints • Focus is dependencies and facilitation of integration
  30. 30. 31© 1993-2015 Scrum.org, All Rights Reserved Scaled Professional Scrum Practices Dependencies Reification Feature teams ALM artifact automation Micro-services Test-driven development Product Backlog metadata Continuous integration of all work Continuous Product Backlog refinement Frequent builds Story mapping Frequent testing Product Backlog cross-team dependency mapping Limited branching Communities of practice Descaling and Scrumble Architecture contains experimentation and A/B switches Thin sliced Product Backlog items compose Sprint backlog for ATDD
  31. 31. 32© 1993-2015 Scrum.org, All Rights Reserved Descaling • Scale up with caution • Add practices or tools • Reduce the overall pace by reducing the number of teams to a more sustainable number (and/or velocity) • Clean up and integrate the current software so it can be built upon in future Sprints Productivity Teams
  32. 32. 33© 1993-2015 Scrum.org, All Rights Reserved Scrumble • When technical debt, domain knowledge and test results overwhelm forward progress, Scrumble • Scrumble is a period of unknown duration and staffing when work is done to allow forward progress to resume • Staffing should be minimized and talent applied maximized Teams Productivity
  33. 33. 34© 1993-2015 Scrum.org, All Rights Reserved The Nexus interconnects 3-9 Scrum Teams: – Exhibiting Scrum’s principles and DNA –Creating one reified Increment of product – Minimal overhead, maximized outcome
  34. 34. 35© 1993-2015 Scrum.org, All Rights Reserved Closing Empirical Management Explored
  35. 35. 36© 1993-2015 Scrum.org, All Rights Reserved “The future state of Scrum will no longer be called ‘Scrum’. What we now call Scrum will have become the norm, and organizations have re-invented themselves around it.” Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
  36. 36. 37© 1993-2015 Scrum.org, All Rights Reserved About Gunther Verheyen • eXtreme Programming and Scrum since 2003 • Professional Scrum Trainer • Shepherding Professional Scrum at Scrum.org • Co-developing the Scaled Professional Scrum framework at Scrum.org • Author of “Scrum – A Pocket Guide (A Smart Travel Companion)” (2013) Mail gunther.verheyen@scrum.org Twitter @Ullizee Blog http://guntherverheyen.com
  37. 37. 38© 1993-2015 Scrum.org, All Rights Reserved Scrum.org is a community. Connect. Twitter @scrumdotorg LinkedIn LinkedIn.com /company/Scrum.or g Facebook Facebook.com /Scrum.org Forums Scrum.org /Community RSS Scrum.org/RSS
  38. 38. 39© 1993-2015 Scrum.org, All Rights Reserved T H A N K Y O U

Editor's Notes

  • Abstract

    "Scaling" became the most hyped and at the same time the most diversely interpreted word in the context of agile. The fad and the confusion obfuscate. Despite Scrum being the most adopted framework for agile software development, scaling Scrum while respecting its foundations and principles remains a challenge. Few scaled implementations grew upon Scrum's DNA of empiricism and self-organization.

    Gunther introduces the “Scaled Professional Scrum” framework and the Nexus by Scrum.org. The Nexus interconnects 3-9 Scrum Teams through… Scrum.

    Gunther shepherds Professional Scrum at Scrum.org and is a partner of Ken Schwaber.
  • A healthy Scrum foundation is the best path to success before trying to scale, otherwise you’ll scale your current dysfunctions
    Scrum alone isn’t enough for success.
    Establishing, promoting, and stewarding technical excellence as a foundation for growth.
  • Empiricsm
    From Stephen Hawking’s A Brief History of Time (1988):

    A well-known scientist (some say it was the philosopher Bertrand Russell) once gave a public lecture on astronomy. He described how the Earth orbits around the sun and how the sun, in turn, orbits around the centre of a vast collection of stars called our galaxy.
    At the end of the lecture, a little old lady at the back of the room got up and said: “What you have told us is rubbish. The world is really a flat plate supported on the back of a giant tortoise.”
    The scientist gave a superior smile before replying, “What is the tortoise standing on?”
    “You’re very clever, young man, very clever,” said the old lady. “But it’s turtles all the way down!”


    Self-organization
    Many natural systems such as cells, chemical compounds, galaxies, organisms and planets show this property.
    Animal and human communities too display self organization: in every group a member emerges as the leader (who establishes order and rules) and everybody else follows him or her, usually willingly.

    References
    http://www.businessdictionary.com/definition/self-organization.html#ixzz3JG6K0gLw
    http://plato.stanford.edu/entries/rationalism-empiricism/
    http://vserver1.cscs.lsa.umich.edu/~crshalizi/notabene/self-organization.html
    http://en.wikipedia.org/wiki/Self-organization
    http://en.wikipedia.org/wiki/Complex_system
  • Based on „stam·pede„ ( /stʌmˈpiːd/ ):
    Sudden frenzied rush of (panic–stricken) animals.
  • A healthy Scrum foundation is the best path to success before trying to scale, otherwise you’ll scale your current dysfunctions
    Scrum alone isn’t enough for success.
    Establishing, promoting, and stewarding technical excellence as a foundation for growth.
  • Based on „stam·pede„ ( /stʌmˈpiːd/ ):
    Sudden frenzied rush of (panic–stricken) animals.
    To flee in a headlong rush.

    Followed by a rush toward scaling Scrum.
  • One team working on several products is not scaled Scrum. It is the reverse of scaling.
    Many teams each working on one product is a lot of Scrum, but not scaled Scrum.
  • Communication (core to software development)
    Aligning and integrating across dependencies
  • People – someone on another Scrum Team, in my Nexus or another Nexus, but not necessarily a PBI being worked on by another team; person is on vacation, only one person with that skillset, communication paths within the team and the Nexus, etc.
    Domain – If you are organized around business domains, there may be features that overlap those boundaries (e.g. workflow)
    Technology – frameworks, DBs, messaging servers, other types of servers, tools, etc. (e.g. don’t have access to a DB to deploy your code/schema)
    Software/software implementation – for a single team, execution sequence; across team, architecture misaligned to team structure (e.g. the code I need to change isn’t under my team’s control)
    External – any of the above types of dependencies which are not solvable within the Nexus (e.g. a finance person is required to provide biz rules)
  • Each bar represents 100% team capacity for work

    Bar area above the line is available capacity for new feature development.
    Bar area below the line is capacity spent on technical debt.

    Without keen attention to keeping the product clean and debt-free, the amount of time spent struggling with current ball of mud increases
  • The term “Nexus” means a connection, link; also a causal link, or a connected group or series.
    It’s origin is Latin (from nectere "to bind“) and was first used in 1663 (http://www.merriam-webster.com/dictionary/nexus)

    It’s not about the structure, it’s about the connections (i.e. collaboration and conversation)
  • Consists of 3 to 9 Professional Scrum Teams:
    To interoperate, significant architectural components must standardize their interaction

    The Nexus’ foundation is Scrum and the heart of the Nexus is 3 to 9 Professional Scrum teams.
  • There is no separate Nexus Integration Team Product Backlog; they work off of the same Product Backlog as everyone else
    They may develop utilities, scripts, etc. to help with integration
  • Adding practices/tools may initially slow you down
  • Adding practices/tools may initially slow you down
  • About Gunther Verheyen

    Gunther Verheyen (gunther.verheyen@scrum.org) is a seasoned Scrum professional. He works for Scrum.org, the home of Scrum. He represents Scrum co-creator Ken Schwaber and Scrum.org in Europe.
    Gunther ventured into IT and software development after graduating as Industrial Engineer in 1992. His Agile journey started with eXtreme Programming and Scrum in 2003. Years of dedication followed, of working with several teams and organizations, of using Scrum in diverse circumstances. Building on the experience gained, Gunther became the driving force behind some large-scale enterprise transformations.
    Gunther left consulting to partner with Ken Schwaber, Scrum co-creator, at Scrum.org in 2013. He is Professional Scrum trainer, directs the ‘Professional Scrum’ series and co-created the framework for Evidence-Based Management of Scrum.org. He shepherds classes, trainers, courseware and assessments for the programs of Professional Scrum Foundations (PSF), Professional Scrum Developer (PSD), Professional Scrum Master (PSM), and Professional Scrum Product Owner (PSPO).
    In 2013 Gunther published his highly appraised book “Scrum – A Pocket Guide,” a ‘smart travel companion’ to Scrum.
    Gunther lives in Antwerp (Belgium) with his wife Natascha, and their children Ian, Jente and Nienke.
    Find Gunther on Twitter as @ullizee or read more of his musings on Scrum on his personal blog, http://guntherverheyen.com/tag/scrum/.

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