Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Scaled Professional Scrum - Scrum Days Poland 2015

2,744 views

Published on

Gunther Verheyen closed the first edition of the Scrum Days Poland in Warsaw by presenting Scrum.org's vision on "Scaled Professional Scrum". Gunther focused much on how the Nexus implements Scrum for 3-9 Scrum Teams.
This is the full version of the presentation. Time was too short to go through it completely. Highest value was still delivered.
Gunther shepherds the Professional series at Scrum.org and is Ken Schwaber's partner for Europe.

Published in: Technology
  • Be the first to comment

Scaled Professional Scrum - Scrum Days Poland 2015

  1. 1. by Scrum.org – Improving the Profession of Software Development Scaled Professional Scrum Focused. Effective. Viable. Gunther Verheyen Shepherding the Professional series Scrum.org Scrum Days Poland May 29, 2015 Warsaw
  2. 2. 2© 1993-2015 Scrum.org, All Rights Reserved A Craze During the First Decade of Agile? 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 scaling Scrum (or something that looks like it) because they need more software, now. Inspired by © Tomasz Włodarek.
  3. 3. 3© 1993-2015 Scrum.org, All Rights Reserved MIN 3 Have you been engaged in efforts to scale Scrum? How does your scaled implementation look like? • Multiple teams working on one product • Multiple teams each working on one product • Multiple teams working on multiple products • One team working on several products • The complete IT organization adopting Scrum • A 360° organizational transformation toward Agile Short Survey About You
  4. 4. 4© 1993-2015 Scrum.org, All Rights Reserved Why Organizations Want to Scale Scrum • Great results with small initiatives of 1-3 teams • A desire to gain similar benefits from larger initiatives • Looking for a straightforward approach that builds on their current knowledge and skills
  5. 5. 5© 1993-2015 Scrum.org, All Rights Reserved Scaling Fundamentals Scaled Professional Scrum “It takes two to scale.” – Gunther Verheyen
  6. 6. 6© 1993-2015 Scrum.org, All Rights Reserved Definition of Scaled Scrum 1. Any implementation of Scrum where multiple Scrum Teams build one product in one or more Sprints. 2. Any implementation of Scrum where multiple Scrum Teams build multiple products, projects, or standalone product features in one or more Sprints.
  7. 7. 7© 1993-2015 Scrum.org, All Rights Reserved Focus. Transparency.
  8. 8. 8© 1993-2015 Scrum.org, All Rights Reserved One Scrum Team Doing Work Product Backlog
  9. 9. 9© 1993-2015 Scrum.org, All Rights Reserved Professional Scrum Starter Scrum Values and Principles Technical Excellence Grow Your Implementation of Scrum The Scrum Framework Professional Scrum
  10. 10. 10© 1993-2015 Scrum.org, All Rights Reserved Three Scrum Teams Doing Work Product Backlog
  11. 11. 11© 1993-2015 Scrum.org, All Rights Reserved Nine Scrum Teams Doing Work Product Backlog
  12. 12. 12© 1993-2015 Scrum.org, All Rights Reserved Dependencies • People (communication) • Business domains and requirements • Technology • Software • Infrastructure • Internal vs. External
  13. 13. 13© 1993-2015 Scrum.org, All Rights Reserved Proactively identify and work around dependencies: – Ongoing – Persistent – In all dimensions – Prior to work occurring Reactively reveal undetected dependencies: – Frequent integration – Acceptance testing – Continual build and delivery – Minimize technical debt Dealing with Dependencies Dependencies Reification* *Reification: Making something real, bringing something into being, or making something concrete.
  14. 14. 14© 1993-2015 Scrum.org, All Rights Reserved The ability to scale is the ability to continuously: – Identify and remove dependencies – Integrate work across all levels – Create and inspect integrated increments
  15. 15. 15© 1993-2015 Scrum.org, All Rights Reserved Nexus Scaled Professional Scrum “A man who carries a cat by the tail learns something he can learn in no other way.” - Mark Twain
  16. 16. 16© 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
  17. 17. 17© 1993-2015 Scrum.org, All Rights Reserved Multiple Scrum Teams Doing Work 1. A product has one Product Backlog. 2. Multiple Teams create integrated Increments.
  18. 18. 18© 1993-2015 Scrum.org, All Rights Reserved The Nexus™ – An Exoskeleton for 3-9 Scrum Teams
  19. 19. 19© 1993-2015 Scrum.org, All Rights Reserved Nexus - Roles, Events and Artifacts Roles Events Artifacts Development Teams The Sprint Product Backlog Nexus Integration Team* Nexus Sprint Planning* Nexus Sprint Backlog* Product Owner Sprint Planning Sprint Backlog Scrum Master Nexus Daily Scrum* Integrated Increment Daily Scrum Nexus Sprint Review* Sprint Review Nexus Sprint Retrospective* *Nexus specific
  20. 20. 20© 1993-2015 Scrum.org, All Rights Reserved A 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.
  21. 21. 21© 1993-2015 Scrum.org, All Rights Reserved Specific Scaling Tactics in the Nexus™ • 40 Practices • New Role – Nexus Integration Team • Expands Scrum’s events to the dimension of 3-9 Scrum Teams • New Artifacts – Nexus Sprint Backlog – Integrated Increment
  22. 22. 22© 1993-2015 Scrum.org, All Rights Reserved Nexus - 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
  23. 23. 23© 1993-2015 Scrum.org, All Rights Reserved • What must be done to integrate the work? • How frequently do you need the work integrated into releasable product? • How do you measure and manage the work and the integration? • What is the overhead of integration and delivery? • Are you balancing cost and benefits of this overhead with value produced? • Is the cost systematically being reduced? Core Scaling Questions Process Cost
  24. 24. 24© 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
  25. 25. 25© 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
  26. 26. 26© 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
  27. 27. 27© 1993-2015 Scrum.org, All Rights Reserved The Nexus interconnects 3-9 Scrum Teams in creating one Increment of product with minimal overhead and maximal efficiency.
  28. 28. 28© 1993-2015 Scrum.org, All Rights Reserved Nexus+ Scaled Professional Scrum “Put all your eggs in one basket and then watch that basket.” – Mark Twain
  29. 29. 29© 1993-2015 Scrum.org, All Rights Reserved Yes, You Can Scale Beyond The Nexus Value.Dependencies.
  30. 30. 30© 1993-2015 Scrum.org, All Rights Reserved The Challenge of Large Scale Development • The Nexus starts to fray and create confusion at around 9 teams. Communication grinds. • Dependencies and integration issues are magnified and create chaos. • Additional engineering solutions are necessary, necessitating enabling, integrating architectures. There is no guaranteed recipe at this scale – every project is unique.
  31. 31. 31© 1993-2015 Scrum.org, All Rights Reserved Scaling Options – Horizontal, an Architecture of Equals • Nexuses integrate into horizontal platform • Platform provides stability through integration standards and facilities • An additional Nexus manages and develops platform • Tightly integrated Nexuses – IOS/SDK • Medium integration Nexuses – Microsoft COM – Product family architecture – API • Loosely integrated Nexuses – Workflow – UI Platform
  32. 32. 32© 1993-2015 Scrum.org, All Rights Reserved Build your own iOS and SDK Provide the iOS and the apps will come: • Shell Oil • Apple • Google • Tesla
  33. 33. 33© 1993-2015 Scrum.org, All Rights Reserved Microservices • Decentralized control (of languages and data) • Organized around business capabilities • Connects to feature teams (Conway’s law) • Autonomously deployable • Focus on product, not projects Source: http://martinfowler.com/articles/microservices.html
  34. 34. 34© 1993-2015 Scrum.org, All Rights Reserved You will need either: • A full time integration team who work above the Nexus+ helping to coordinate across each Nexus • An integration Nexus • Architecture adequate to complexity Nexus+ Integration Google runs 4,000 builds and 60 million tests every day
  35. 35. 35© 1993-2015 Scrum.org, All Rights Reserved Closing Empirical Management Explored
  36. 36. 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
  37. 37. 37© 1993-2015 Scrum.org, All Rights Reserved About Gunther Verheyen • eXtreme Programming and Scrum since 2003 • Professional Scrum Trainer • Directing the Professional series 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
  38. 38. 38© 1993-2015 Scrum.org, All Rights Reserved Scaled Professional Scrum by Scrum.org • SPS Workshops • Nexus Guide • Nexus Assessments • Agility Index • Agility Path
  39. 39. 39© 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
  40. 40. 40© 1993-2015 Scrum.org, All Rights Reserved T H A N K Y O U

×