SlideShare a Scribd company logo
1 of 41
by Scrum.org – Improving the Profession of Software Development
Scaled Professional Scrum
Focused. Effective. Viable.
Gunther Verheyen
Shepherding Professional Scrum
Scrum.org
July 2, 2015
Amsterdam
2© 1993-2015 Scrum.org, All Rights Reserved
MIN
3
Have you been engaged in efforts to scale Scrum?
Raise your hand if your organization defines ‘scale’ 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 organization adopting Scrum
• A 360° organizational transformation toward Agile
Short Survey About You
3© 1993-2015 Scrum.org, All Rights Reserved
Scaled Scrum
Scaled Professional Scrum
“It takes two to scale.”
– Gunther Verheyen
4© 1993-2015 Scrum.org, All Rights Reserved
Focus. Transparency.
ScaledScrum
5© 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.
6© 1993-2015 Scrum.org, All Rights Reserved
A system’s components
interact purposefully toward
a shared goal without
externally exerted power.
Frequent decisions of
adaptation are based on
knowledge gained through
inspection and experience.
Scrum’s DNA
Self-Organization Empiricism
7© 1993-2015 Scrum.org, All Rights Reserved
Scrum
1. One team
pulls work from
one Product
Backlog.
2. Each Sprint
delivers a
releasable
Increment of
product.
8© 1993-2015 Scrum.org, All Rights Reserved
Professional Scrum
Professional
Scrum
Mechanical
Scrum
Technical
Excellence
Values and
Principles
Any Scrum
instance that
implements
Scrum’s
mechanics, its
values and
principles, and
technical
excellence.
9© 1993-2015 Scrum.org, All Rights Reserved
Technical Excellence
THE MEDUSA EFFECT
Poorly maintained codebases have…
10© 1993-2015 Scrum.org, All Rights Reserved
One Scrum Team Doing Work
11© 1993-2015 Scrum.org, All Rights Reserved
Three Scrum Teams Doing Work
12© 1993-2015 Scrum.org, All Rights Reserved
Nine Scrum Teams Doing Work
13© 1993-2015 Scrum.org, All Rights Reserved
• People (communication)
• Business domains and
requirements
• Technology
• Software
• Infrastructure
• Intra-team
• Cross-team
• External
Dependencies
Dimensions Where
14© 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
Dealing with Dependencies
Proactive Reification*
*Reification:
Making something real, bringing something
into being, or making something concrete.
15© 1993-2015 Scrum.org, All Rights Reserved
Your ability to scale depends on your ability
to continuously:
– Identify and remove dependencies
– Integrate work across all levels
– Create and inspect reified Increments
16© 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
17© 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
18© 1993-2015 Scrum.org, All Rights Reserved
Scrum for Multiple Teams
1. A product has
one Product
Backlog.
2. Multiple
Teams create
integrated
Increments.
19© 1993-2015 Scrum.org, All Rights Reserved
The Nexus™ – An Exoskeleton for 3-9 Scrum Teams
20© 1993-2015 Scrum.org, All Rights Reserved
MIN
3
We have heard Scrum only works for singular teams. We have
heard Scrum is not enough at scale.
We wonder…
• Isn’t scaled Scrum through the Nexus still Scrum?
• Doesn’t the Nexus efficiently scale product development with
Scrum?
Scrum Is Not Enough?
21© 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.
22© 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
23© 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
24© 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
25© 1993-2015 Scrum.org, All Rights Reserved
Managing Scaled Scrum
Scaled Professional Scrum
“Success in management requires learning as fast as
the world is changing.”
– Warren Bennis
26© 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 Questions When Managing Any Scaling Effort
Process Cost
27© 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
28© 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
29© 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
30© 1993-2015 Scrum.org, All Rights Reserved
How To Measure the Progression of Your Scaling Effort?
“Our highest priority is to satisfy
the customer through early and
continuous delivery of valuable
software.”
31© 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
32© 1993-2015 Scrum.org, All Rights Reserved
Yes, You Can Scale Beyond The Nexus
Value.Dependencies.
33© 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.
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© 1993-2015 Scrum.org, All Rights Reserved
Organization and Architecture Adequate to Complexity
• Nexuses integrate into a
horizontal platform providing
stability through integration
standards and facilities
• An Integration Nexus
• Have Nexuses within
boundaries that denote
collaboration and unit of
purpose, like product or
value chain area teams
• The Microsoft Component
Object Model
• Build your own iOS and
SDK to enable app
development
• Product family architecture
• APIs
• UI Platform
• Internal Open Source
• Microservices
36© 1993-2015 Scrum.org, All Rights Reserved
Closing
Empirical Management Explored
37© 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
38© 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
39© 1993-2015 Scrum.org, All Rights Reserved
Scaled Professional Scrum by Scrum.org
• SPS Workshops, https://www.scrum.org/Courses/Scaled-
Professional-Scrum
• Nexus Guide
• Nexus Assessments
• Agility Index
• Agility Path, http://www.ebmgt.org/agility-path-
framework/agility-guide
40© 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
41© 1993-2015 Scrum.org, All Rights Reserved
T H A N K Y O U

More Related Content

What's hot

Treinamento Agile Coach
Treinamento Agile CoachTreinamento Agile Coach
Treinamento Agile CoachSilas Serpa
 
الاهداف والغايات التعليمية
الاهداف والغايات التعليميةالاهداف والغايات التعليمية
الاهداف والغايات التعليميةali_1983
 
Scaffolding Power Point
Scaffolding Power PointScaffolding Power Point
Scaffolding Power PointAshlow
 
Ken Schwaber
Ken SchwaberKen Schwaber
Ken SchwaberShiraz316
 
دورة استراتيجيات التعليم والتعلم
دورة استراتيجيات التعليم والتعلمدورة استراتيجيات التعليم والتعلم
دورة استراتيجيات التعليم والتعلمWesam Rohouma
 
Scrum - Agile Methodology
Scrum - Agile MethodologyScrum - Agile Methodology
Scrum - Agile MethodologyNiel Deckx
 
Gestión basada en Metodologías Ágiles
Gestión basada en Metodologías ÁgilesGestión basada en Metodologías Ágiles
Gestión basada en Metodologías Ágilesnetmind
 
Waterfall vs Agile : A Beginner's Guide in Project Management
Waterfall vs Agile : A Beginner's Guide in Project ManagementWaterfall vs Agile : A Beginner's Guide in Project Management
Waterfall vs Agile : A Beginner's Guide in Project ManagementJonathan Donado
 
Prototipagem e MVP para startups
Prototipagem e MVP para startupsPrototipagem e MVP para startups
Prototipagem e MVP para startupsJennifer Payne
 
Gestão da qualidade metodologia ágil v01 (2)
Gestão da qualidade   metodologia ágil v01 (2)Gestão da qualidade   metodologia ágil v01 (2)
Gestão da qualidade metodologia ágil v01 (2)Sabrina Mariana
 
Agile & Scrum – intro slides
Agile & Scrum – intro slidesAgile & Scrum – intro slides
Agile & Scrum – intro slidesArtem Bykovets
 
Scrum Temelleri
Scrum TemelleriScrum Temelleri
Scrum TemelleriOzan Ozcan
 
Agile retrospectives - why, what and how
Agile retrospectives - why, what and howAgile retrospectives - why, what and how
Agile retrospectives - why, what and howDmitriyViktorov
 
GraphConnect 2022 - Top 10 Cypher Tuning Tips & Tricks.pptx
GraphConnect 2022 - Top 10 Cypher Tuning Tips & Tricks.pptxGraphConnect 2022 - Top 10 Cypher Tuning Tips & Tricks.pptx
GraphConnect 2022 - Top 10 Cypher Tuning Tips & Tricks.pptxjexp
 

What's hot (20)

Treinamento Agile Coach
Treinamento Agile CoachTreinamento Agile Coach
Treinamento Agile Coach
 
الاهداف والغايات التعليمية
الاهداف والغايات التعليميةالاهداف والغايات التعليمية
الاهداف والغايات التعليمية
 
Scrum2020
Scrum2020Scrum2020
Scrum2020
 
Agile Yaklaşımlar
Agile YaklaşımlarAgile Yaklaşımlar
Agile Yaklaşımlar
 
Professional Scrum Master I (PSM-I)
Professional Scrum Master I (PSM-I)Professional Scrum Master I (PSM-I)
Professional Scrum Master I (PSM-I)
 
Scaffolding Power Point
Scaffolding Power PointScaffolding Power Point
Scaffolding Power Point
 
Ken Schwaber
Ken SchwaberKen Schwaber
Ken Schwaber
 
دورة استراتيجيات التعليم والتعلم
دورة استراتيجيات التعليم والتعلمدورة استراتيجيات التعليم والتعلم
دورة استراتيجيات التعليم والتعلم
 
Scrum Checklist
Scrum ChecklistScrum Checklist
Scrum Checklist
 
Scrum - Agile Methodology
Scrum - Agile MethodologyScrum - Agile Methodology
Scrum - Agile Methodology
 
Agile Development Process
Agile Development ProcessAgile Development Process
Agile Development Process
 
Advanced agile scrum- Demo PPT
Advanced agile scrum- Demo PPTAdvanced agile scrum- Demo PPT
Advanced agile scrum- Demo PPT
 
Gestión basada en Metodologías Ágiles
Gestión basada en Metodologías ÁgilesGestión basada en Metodologías Ágiles
Gestión basada en Metodologías Ágiles
 
Waterfall vs Agile : A Beginner's Guide in Project Management
Waterfall vs Agile : A Beginner's Guide in Project ManagementWaterfall vs Agile : A Beginner's Guide in Project Management
Waterfall vs Agile : A Beginner's Guide in Project Management
 
Prototipagem e MVP para startups
Prototipagem e MVP para startupsPrototipagem e MVP para startups
Prototipagem e MVP para startups
 
Gestão da qualidade metodologia ágil v01 (2)
Gestão da qualidade   metodologia ágil v01 (2)Gestão da qualidade   metodologia ágil v01 (2)
Gestão da qualidade metodologia ágil v01 (2)
 
Agile & Scrum – intro slides
Agile & Scrum – intro slidesAgile & Scrum – intro slides
Agile & Scrum – intro slides
 
Scrum Temelleri
Scrum TemelleriScrum Temelleri
Scrum Temelleri
 
Agile retrospectives - why, what and how
Agile retrospectives - why, what and howAgile retrospectives - why, what and how
Agile retrospectives - why, what and how
 
GraphConnect 2022 - Top 10 Cypher Tuning Tips & Tricks.pptx
GraphConnect 2022 - Top 10 Cypher Tuning Tips & Tricks.pptxGraphConnect 2022 - Top 10 Cypher Tuning Tips & Tricks.pptx
GraphConnect 2022 - Top 10 Cypher Tuning Tips & Tricks.pptx
 

Viewers also liked

Scaling Scrum seamlessly with Nexus
Scaling Scrum seamlessly with NexusScaling Scrum seamlessly with Nexus
Scaling Scrum seamlessly with NexusCoffee Talk
 
Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Ja...
Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Ja...Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Ja...
Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Ja...Gunther Verheyen
 
Nexus - Scaled Professional Scrum - An introduction
Nexus - Scaled Professional Scrum - An introductionNexus - Scaled Professional Scrum - An introduction
Nexus - Scaled Professional Scrum - An introductionSubrahmaniam S.R.V
 
Scaled Professional Scrum - Scrum Days Poland 2015
Scaled Professional Scrum - Scrum Days Poland 2015Scaled Professional Scrum - Scrum Days Poland 2015
Scaled Professional Scrum - Scrum Days Poland 2015Gunther Verheyen
 
2016-12-23 Co-learning Webinar - re-vers-ify
2016-12-23 Co-learning Webinar - re-vers-ify2016-12-23 Co-learning Webinar - re-vers-ify
2016-12-23 Co-learning Webinar - re-vers-ifyGunther Verheyen
 
Scaled Professional Srum and Nexus on the Scrum User Group Berlin
Scaled Professional Srum and Nexus on the Scrum User Group BerlinScaled Professional Srum and Nexus on the Scrum User Group Berlin
Scaled Professional Srum and Nexus on the Scrum User Group BerlinJerónimo Palacios
 
The Future Present of Scrum (Agile Tour Dublin 2016)
The Future Present of Scrum (Agile Tour Dublin 2016)The Future Present of Scrum (Agile Tour Dublin 2016)
The Future Present of Scrum (Agile Tour Dublin 2016)Gunther Verheyen
 
Nexus and LeSS #rsgt2016
Nexus and LeSS #rsgt2016Nexus and LeSS #rsgt2016
Nexus and LeSS #rsgt2016Takao Kimura
 
Art of agile coaching
Art of agile coachingArt of agile coaching
Art of agile coachingCoffee Talk
 
Webinar - Re-design the Organisation for Business Agility
Webinar - Re-design the Organisation for Business AgilityWebinar - Re-design the Organisation for Business Agility
Webinar - Re-design the Organisation for Business AgilityJürgen De Smet
 
Product Owner Challenge - User Stories ready to play
Product Owner Challenge - User Stories ready to playProduct Owner Challenge - User Stories ready to play
Product Owner Challenge - User Stories ready to playMichael Tarnowski
 
Product Owner Challenge game
Product Owner Challenge game Product Owner Challenge game
Product Owner Challenge game Michael Tarnowski
 
SGSHA 2015: Rise and Downfall of a Large Scale Scrum Implementation
SGSHA 2015: Rise and Downfall of a Large Scale Scrum ImplementationSGSHA 2015: Rise and Downfall of a Large Scale Scrum Implementation
SGSHA 2015: Rise and Downfall of a Large Scale Scrum ImplementationMai Quay
 
Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)
Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)
Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)Gunther Verheyen
 

Viewers also liked (15)

Scaling Scrum seamlessly with Nexus
Scaling Scrum seamlessly with NexusScaling Scrum seamlessly with Nexus
Scaling Scrum seamlessly with Nexus
 
Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Ja...
Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Ja...Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Ja...
Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Ja...
 
Nexus - Scaled Professional Scrum - An introduction
Nexus - Scaled Professional Scrum - An introductionNexus - Scaled Professional Scrum - An introduction
Nexus - Scaled Professional Scrum - An introduction
 
Scaled Professional Scrum - Scrum Days Poland 2015
Scaled Professional Scrum - Scrum Days Poland 2015Scaled Professional Scrum - Scrum Days Poland 2015
Scaled Professional Scrum - Scrum Days Poland 2015
 
2016-12-23 Co-learning Webinar - re-vers-ify
2016-12-23 Co-learning Webinar - re-vers-ify2016-12-23 Co-learning Webinar - re-vers-ify
2016-12-23 Co-learning Webinar - re-vers-ify
 
Scaled Professional Srum and Nexus on the Scrum User Group Berlin
Scaled Professional Srum and Nexus on the Scrum User Group BerlinScaled Professional Srum and Nexus on the Scrum User Group Berlin
Scaled Professional Srum and Nexus on the Scrum User Group Berlin
 
The Future Present of Scrum (Agile Tour Dublin 2016)
The Future Present of Scrum (Agile Tour Dublin 2016)The Future Present of Scrum (Agile Tour Dublin 2016)
The Future Present of Scrum (Agile Tour Dublin 2016)
 
OOP2017: Scrum statt Murcs - Agile Software-Entwicklung
OOP2017: Scrum statt Murcs - Agile Software-EntwicklungOOP2017: Scrum statt Murcs - Agile Software-Entwicklung
OOP2017: Scrum statt Murcs - Agile Software-Entwicklung
 
Nexus and LeSS #rsgt2016
Nexus and LeSS #rsgt2016Nexus and LeSS #rsgt2016
Nexus and LeSS #rsgt2016
 
Art of agile coaching
Art of agile coachingArt of agile coaching
Art of agile coaching
 
Webinar - Re-design the Organisation for Business Agility
Webinar - Re-design the Organisation for Business AgilityWebinar - Re-design the Organisation for Business Agility
Webinar - Re-design the Organisation for Business Agility
 
Product Owner Challenge - User Stories ready to play
Product Owner Challenge - User Stories ready to playProduct Owner Challenge - User Stories ready to play
Product Owner Challenge - User Stories ready to play
 
Product Owner Challenge game
Product Owner Challenge game Product Owner Challenge game
Product Owner Challenge game
 
SGSHA 2015: Rise and Downfall of a Large Scale Scrum Implementation
SGSHA 2015: Rise and Downfall of a Large Scale Scrum ImplementationSGSHA 2015: Rise and Downfall of a Large Scale Scrum Implementation
SGSHA 2015: Rise and Downfall of a Large Scale Scrum Implementation
 
Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)
Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)
Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)
 

Similar to Scrum Day Europe 2015 - Scaled Professional Scrum

Beyond the Scrum Team: Delivering "Done" at Scale
Beyond the Scrum Team: Delivering "Done" at ScaleBeyond the Scrum Team: Delivering "Done" at Scale
Beyond the Scrum Team: Delivering "Done" at ScaleTasktop
 
Agile Tour Brussels 2014 - Empirical Management Explored
Agile Tour Brussels 2014 - Empirical Management ExploredAgile Tour Brussels 2014 - Empirical Management Explored
Agile Tour Brussels 2014 - Empirical Management ExploredGunther Verheyen
 
OOP-2015 - Empirical management explored (Gunther Verheyen)
OOP-2015 - Empirical management explored (Gunther Verheyen)OOP-2015 - Empirical management explored (Gunther Verheyen)
OOP-2015 - Empirical management explored (Gunther Verheyen)Gunther Verheyen
 
Scrum Agile Methodlogy
Scrum Agile MethodlogyScrum Agile Methodlogy
Scrum Agile MethodlogyBahaa Farouk
 
Agile Turkey summit 2014 - Empirical Management explored
Agile Turkey summit 2014 - Empirical Management exploredAgile Turkey summit 2014 - Empirical Management explored
Agile Turkey summit 2014 - Empirical Management exploredGunther Verheyen
 
Introduction to lean and agile
Introduction to lean and agileIntroduction to lean and agile
Introduction to lean and agileTerry Bunio
 
Transforming to OpenStack: a sample roadmap to DevOps
Transforming to OpenStack: a sample roadmap to DevOpsTransforming to OpenStack: a sample roadmap to DevOps
Transforming to OpenStack: a sample roadmap to DevOpsNicolas (Nick) Barcet
 
Scrum Turns 21, what is next for Scrum for the next 20 years by Dave West
Scrum Turns 21, what is next for Scrum for the next 20 years by Dave WestScrum Turns 21, what is next for Scrum for the next 20 years by Dave West
Scrum Turns 21, what is next for Scrum for the next 20 years by Dave WestAgile ME
 
Empirical Management - Scrum Days Poland 2015
Empirical Management - Scrum Days Poland 2015Empirical Management - Scrum Days Poland 2015
Empirical Management - Scrum Days Poland 2015Gunther Verheyen
 
ScrumDay Germany - The Future Present of Scrum
ScrumDay Germany - The Future Present of ScrumScrumDay Germany - The Future Present of Scrum
ScrumDay Germany - The Future Present of ScrumGunther Verheyen
 
Fostering innovation through agile Government ICT
Fostering innovation through agile Government ICTFostering innovation through agile Government ICT
Fostering innovation through agile Government ICTsyeats
 
A blueprint for enterprise agility
A blueprint for enterprise agilityA blueprint for enterprise agility
A blueprint for enterprise agilityCollabNet
 
Agile Methodology - Software Engineering
Agile Methodology - Software EngineeringAgile Methodology - Software Engineering
Agile Methodology - Software EngineeringPurvik Rana
 
Bosnia Agile Tuzla Meetup
Bosnia Agile Tuzla MeetupBosnia Agile Tuzla Meetup
Bosnia Agile Tuzla MeetupBosnia Agile
 
Achieving DevOps using Open Source Tools in the Enterprise
Achieving DevOps using Open Source Tools in the EnterpriseAchieving DevOps using Open Source Tools in the Enterprise
Achieving DevOps using Open Source Tools in the EnterpriseCollabNet
 
Let’s Play Agile ! 12-09-15-testers_hub
Let’s  Play  Agile ! 12-09-15-testers_hubLet’s  Play  Agile ! 12-09-15-testers_hub
Let’s Play Agile ! 12-09-15-testers_hubOwner Tester's Hub
 

Similar to Scrum Day Europe 2015 - Scaled Professional Scrum (20)

Beyond the Scrum Team: Delivering "Done" at Scale
Beyond the Scrum Team: Delivering "Done" at ScaleBeyond the Scrum Team: Delivering "Done" at Scale
Beyond the Scrum Team: Delivering "Done" at Scale
 
Agile Tour Brussels 2014 - Empirical Management Explored
Agile Tour Brussels 2014 - Empirical Management ExploredAgile Tour Brussels 2014 - Empirical Management Explored
Agile Tour Brussels 2014 - Empirical Management Explored
 
OOP-2015 - Empirical management explored (Gunther Verheyen)
OOP-2015 - Empirical management explored (Gunther Verheyen)OOP-2015 - Empirical management explored (Gunther Verheyen)
OOP-2015 - Empirical management explored (Gunther Verheyen)
 
Scrum Agile Methodlogy
Scrum Agile MethodlogyScrum Agile Methodlogy
Scrum Agile Methodlogy
 
Agile Turkey summit 2014 - Empirical Management explored
Agile Turkey summit 2014 - Empirical Management exploredAgile Turkey summit 2014 - Empirical Management explored
Agile Turkey summit 2014 - Empirical Management explored
 
Scrum basics
Scrum basicsScrum basics
Scrum basics
 
Introduction to lean and agile
Introduction to lean and agileIntroduction to lean and agile
Introduction to lean and agile
 
Transforming to OpenStack: a sample roadmap to DevOps
Transforming to OpenStack: a sample roadmap to DevOpsTransforming to OpenStack: a sample roadmap to DevOps
Transforming to OpenStack: a sample roadmap to DevOps
 
Scrum Turns 21, what is next for Scrum for the next 20 years by Dave West
Scrum Turns 21, what is next for Scrum for the next 20 years by Dave WestScrum Turns 21, what is next for Scrum for the next 20 years by Dave West
Scrum Turns 21, what is next for Scrum for the next 20 years by Dave West
 
Empirical Management - Scrum Days Poland 2015
Empirical Management - Scrum Days Poland 2015Empirical Management - Scrum Days Poland 2015
Empirical Management - Scrum Days Poland 2015
 
ScrumDay Germany - The Future Present of Scrum
ScrumDay Germany - The Future Present of ScrumScrumDay Germany - The Future Present of Scrum
ScrumDay Germany - The Future Present of Scrum
 
Fostering innovation through agile Government ICT
Fostering innovation through agile Government ICTFostering innovation through agile Government ICT
Fostering innovation through agile Government ICT
 
Scrum and Agile SDLC 101
Scrum and Agile SDLC 101Scrum and Agile SDLC 101
Scrum and Agile SDLC 101
 
A blueprint for enterprise agility
A blueprint for enterprise agilityA blueprint for enterprise agility
A blueprint for enterprise agility
 
Agile Methodology - Software Engineering
Agile Methodology - Software EngineeringAgile Methodology - Software Engineering
Agile Methodology - Software Engineering
 
Agile frameworks
Agile frameworksAgile frameworks
Agile frameworks
 
What is Scrum?
What is Scrum?What is Scrum?
What is Scrum?
 
Bosnia Agile Tuzla Meetup
Bosnia Agile Tuzla MeetupBosnia Agile Tuzla Meetup
Bosnia Agile Tuzla Meetup
 
Achieving DevOps using Open Source Tools in the Enterprise
Achieving DevOps using Open Source Tools in the EnterpriseAchieving DevOps using Open Source Tools in the Enterprise
Achieving DevOps using Open Source Tools in the Enterprise
 
Let’s Play Agile ! 12-09-15-testers_hub
Let’s  Play  Agile ! 12-09-15-testers_hubLet’s  Play  Agile ! 12-09-15-testers_hub
Let’s Play Agile ! 12-09-15-testers_hub
 

More from Gunther Verheyen

Agile WOW Meetup (23 May 2020) - Engagement is the key (by Gunther Verheyen)
Agile WOW Meetup (23 May 2020) - Engagement is the key (by Gunther Verheyen)Agile WOW Meetup (23 May 2020) - Engagement is the key (by Gunther Verheyen)
Agile WOW Meetup (23 May 2020) - Engagement is the key (by Gunther Verheyen)Gunther Verheyen
 
Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)
Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)
Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)Gunther Verheyen
 
Scrum Day Denmark 2019 - Engagement is key
Scrum Day Denmark 2019 - Engagement is keyScrum Day Denmark 2019 - Engagement is key
Scrum Day Denmark 2019 - Engagement is keyGunther Verheyen
 
Agile Open Space Tricity (Lufthansa Systems) - Engagement is key
Agile Open Space Tricity (Lufthansa Systems) - Engagement is keyAgile Open Space Tricity (Lufthansa Systems) - Engagement is key
Agile Open Space Tricity (Lufthansa Systems) - Engagement is keyGunther Verheyen
 
Scrum Day India 2019 - The illusion of agility
Scrum Day India 2019 - The illusion of agilityScrum Day India 2019 - The illusion of agility
Scrum Day India 2019 - The illusion of agilityGunther Verheyen
 
Scrum Day UA 2019 - The Future of Agile
Scrum Day UA 2019 - The Future of AgileScrum Day UA 2019 - The Future of Agile
Scrum Day UA 2019 - The Future of AgileGunther Verheyen
 
Scrum Day Germany 2018 - Humanizing the workplace
Scrum Day Germany 2018 - Humanizing the workplaceScrum Day Germany 2018 - Humanizing the workplace
Scrum Day Germany 2018 - Humanizing the workplaceGunther Verheyen
 
Scrum Day Denmark 2018 - Scrum Studio
Scrum Day Denmark 2018 - Scrum StudioScrum Day Denmark 2018 - Scrum Studio
Scrum Day Denmark 2018 - Scrum StudioGunther Verheyen
 
Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)
Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)
Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)Gunther Verheyen
 
Agile Tour Vilnius 2017 - Agility in the face of Perplexity (by Gunther Verhe...
Agile Tour Vilnius 2017 - Agility in the face of Perplexity (by Gunther Verhe...Agile Tour Vilnius 2017 - Agility in the face of Perplexity (by Gunther Verhe...
Agile Tour Vilnius 2017 - Agility in the face of Perplexity (by Gunther Verhe...Gunther Verheyen
 
Agilia 2017 - re-imagining Scrum to re-vers-ify your organisation
Agilia 2017 - re-imagining Scrum to re-vers-ify your organisationAgilia 2017 - re-imagining Scrum to re-vers-ify your organisation
Agilia 2017 - re-imagining Scrum to re-vers-ify your organisationGunther Verheyen
 
Scrum Day UA 2017 - re-vers-ify
Scrum Day UA 2017 - re-vers-ifyScrum Day UA 2017 - re-vers-ify
Scrum Day UA 2017 - re-vers-ifyGunther Verheyen
 
2017 03-08 LAPS - re-vers-ify
2017 03-08 LAPS - re-vers-ify2017 03-08 LAPS - re-vers-ify
2017 03-08 LAPS - re-vers-ifyGunther Verheyen
 
Karlsruher Entwicklertag - The Future Present of Scrum
Karlsruher Entwicklertag - The Future Present of ScrumKarlsruher Entwicklertag - The Future Present of Scrum
Karlsruher Entwicklertag - The Future Present of ScrumGunther Verheyen
 
Scrum Day London 2016 - Empirical Management Explored (by Gunther Verheyen)
Scrum Day London 2016 - Empirical Management Explored (by Gunther Verheyen)Scrum Day London 2016 - Empirical Management Explored (by Gunther Verheyen)
Scrum Day London 2016 - Empirical Management Explored (by Gunther Verheyen)Gunther Verheyen
 
Scrum Days Poland 2016 - The future present of Scrum (by Gunther Verheyen)
Scrum Days Poland 2016 - The future present of Scrum (by Gunther Verheyen)Scrum Days Poland 2016 - The future present of Scrum (by Gunther Verheyen)
Scrum Days Poland 2016 - The future present of Scrum (by Gunther Verheyen)Gunther Verheyen
 
Scrum Day Europe 2014 - Evidence-Based Managing of Software
Scrum Day Europe 2014 - Evidence-Based Managing of SoftwareScrum Day Europe 2014 - Evidence-Based Managing of Software
Scrum Day Europe 2014 - Evidence-Based Managing of SoftwareGunther Verheyen
 
Evidence-Based Managing of Software (Scrum Day Denmark)
Evidence-Based Managing of Software (Scrum Day Denmark)Evidence-Based Managing of Software (Scrum Day Denmark)
Evidence-Based Managing of Software (Scrum Day Denmark)Gunther Verheyen
 
Evidence-Based Management of Software Organizations (closing keynote ScrumDay...
Evidence-Based Management of Software Organizations (closing keynote ScrumDay...Evidence-Based Management of Software Organizations (closing keynote ScrumDay...
Evidence-Based Management of Software Organizations (closing keynote ScrumDay...Gunther Verheyen
 
Agile tour stuttgart 2013: Scrum and agility - Enjoy the journey
Agile tour stuttgart 2013: Scrum and agility - Enjoy the journeyAgile tour stuttgart 2013: Scrum and agility - Enjoy the journey
Agile tour stuttgart 2013: Scrum and agility - Enjoy the journeyGunther Verheyen
 

More from Gunther Verheyen (20)

Agile WOW Meetup (23 May 2020) - Engagement is the key (by Gunther Verheyen)
Agile WOW Meetup (23 May 2020) - Engagement is the key (by Gunther Verheyen)Agile WOW Meetup (23 May 2020) - Engagement is the key (by Gunther Verheyen)
Agile WOW Meetup (23 May 2020) - Engagement is the key (by Gunther Verheyen)
 
Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)
Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)
Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)
 
Scrum Day Denmark 2019 - Engagement is key
Scrum Day Denmark 2019 - Engagement is keyScrum Day Denmark 2019 - Engagement is key
Scrum Day Denmark 2019 - Engagement is key
 
Agile Open Space Tricity (Lufthansa Systems) - Engagement is key
Agile Open Space Tricity (Lufthansa Systems) - Engagement is keyAgile Open Space Tricity (Lufthansa Systems) - Engagement is key
Agile Open Space Tricity (Lufthansa Systems) - Engagement is key
 
Scrum Day India 2019 - The illusion of agility
Scrum Day India 2019 - The illusion of agilityScrum Day India 2019 - The illusion of agility
Scrum Day India 2019 - The illusion of agility
 
Scrum Day UA 2019 - The Future of Agile
Scrum Day UA 2019 - The Future of AgileScrum Day UA 2019 - The Future of Agile
Scrum Day UA 2019 - The Future of Agile
 
Scrum Day Germany 2018 - Humanizing the workplace
Scrum Day Germany 2018 - Humanizing the workplaceScrum Day Germany 2018 - Humanizing the workplace
Scrum Day Germany 2018 - Humanizing the workplace
 
Scrum Day Denmark 2018 - Scrum Studio
Scrum Day Denmark 2018 - Scrum StudioScrum Day Denmark 2018 - Scrum Studio
Scrum Day Denmark 2018 - Scrum Studio
 
Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)
Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)
Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)
 
Agile Tour Vilnius 2017 - Agility in the face of Perplexity (by Gunther Verhe...
Agile Tour Vilnius 2017 - Agility in the face of Perplexity (by Gunther Verhe...Agile Tour Vilnius 2017 - Agility in the face of Perplexity (by Gunther Verhe...
Agile Tour Vilnius 2017 - Agility in the face of Perplexity (by Gunther Verhe...
 
Agilia 2017 - re-imagining Scrum to re-vers-ify your organisation
Agilia 2017 - re-imagining Scrum to re-vers-ify your organisationAgilia 2017 - re-imagining Scrum to re-vers-ify your organisation
Agilia 2017 - re-imagining Scrum to re-vers-ify your organisation
 
Scrum Day UA 2017 - re-vers-ify
Scrum Day UA 2017 - re-vers-ifyScrum Day UA 2017 - re-vers-ify
Scrum Day UA 2017 - re-vers-ify
 
2017 03-08 LAPS - re-vers-ify
2017 03-08 LAPS - re-vers-ify2017 03-08 LAPS - re-vers-ify
2017 03-08 LAPS - re-vers-ify
 
Karlsruher Entwicklertag - The Future Present of Scrum
Karlsruher Entwicklertag - The Future Present of ScrumKarlsruher Entwicklertag - The Future Present of Scrum
Karlsruher Entwicklertag - The Future Present of Scrum
 
Scrum Day London 2016 - Empirical Management Explored (by Gunther Verheyen)
Scrum Day London 2016 - Empirical Management Explored (by Gunther Verheyen)Scrum Day London 2016 - Empirical Management Explored (by Gunther Verheyen)
Scrum Day London 2016 - Empirical Management Explored (by Gunther Verheyen)
 
Scrum Days Poland 2016 - The future present of Scrum (by Gunther Verheyen)
Scrum Days Poland 2016 - The future present of Scrum (by Gunther Verheyen)Scrum Days Poland 2016 - The future present of Scrum (by Gunther Verheyen)
Scrum Days Poland 2016 - The future present of Scrum (by Gunther Verheyen)
 
Scrum Day Europe 2014 - Evidence-Based Managing of Software
Scrum Day Europe 2014 - Evidence-Based Managing of SoftwareScrum Day Europe 2014 - Evidence-Based Managing of Software
Scrum Day Europe 2014 - Evidence-Based Managing of Software
 
Evidence-Based Managing of Software (Scrum Day Denmark)
Evidence-Based Managing of Software (Scrum Day Denmark)Evidence-Based Managing of Software (Scrum Day Denmark)
Evidence-Based Managing of Software (Scrum Day Denmark)
 
Evidence-Based Management of Software Organizations (closing keynote ScrumDay...
Evidence-Based Management of Software Organizations (closing keynote ScrumDay...Evidence-Based Management of Software Organizations (closing keynote ScrumDay...
Evidence-Based Management of Software Organizations (closing keynote ScrumDay...
 
Agile tour stuttgart 2013: Scrum and agility - Enjoy the journey
Agile tour stuttgart 2013: Scrum and agility - Enjoy the journeyAgile tour stuttgart 2013: Scrum and agility - Enjoy the journey
Agile tour stuttgart 2013: Scrum and agility - Enjoy the journey
 

Recently uploaded

The mythical technical debt. (Brooke, please, forgive me)
The mythical technical debt. (Brooke, please, forgive me)The mythical technical debt. (Brooke, please, forgive me)
The mythical technical debt. (Brooke, please, forgive me)Roberto Bettazzoni
 
Test Automation Design Patterns_ A Comprehensive Guide.pdf
Test Automation Design Patterns_ A Comprehensive Guide.pdfTest Automation Design Patterns_ A Comprehensive Guide.pdf
Test Automation Design Patterns_ A Comprehensive Guide.pdfkalichargn70th171
 
GraphSummit Milan - Visione e roadmap del prodotto Neo4j
GraphSummit Milan - Visione e roadmap del prodotto Neo4jGraphSummit Milan - Visione e roadmap del prodotto Neo4j
GraphSummit Milan - Visione e roadmap del prodotto Neo4jNeo4j
 
Encryption Recap: A Refresher on Key Concepts
Encryption Recap: A Refresher on Key ConceptsEncryption Recap: A Refresher on Key Concepts
Encryption Recap: A Refresher on Key Conceptsthomashtkim
 
From Theory to Practice: Utilizing SpiraPlan's REST API
From Theory to Practice: Utilizing SpiraPlan's REST APIFrom Theory to Practice: Utilizing SpiraPlan's REST API
From Theory to Practice: Utilizing SpiraPlan's REST APIInflectra
 
Your Ultimate Web Studio for Streaming Anywhere | Evmux
Your Ultimate Web Studio for Streaming Anywhere | EvmuxYour Ultimate Web Studio for Streaming Anywhere | Evmux
Your Ultimate Web Studio for Streaming Anywhere | Evmuxevmux96
 
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024SimonedeGijt
 
Modern binary build systems - PyCon 2024
Modern binary build systems - PyCon 2024Modern binary build systems - PyCon 2024
Modern binary build systems - PyCon 2024Henry Schreiner
 
BusinessGPT - Security and Governance for Generative AI
BusinessGPT  - Security and Governance for Generative AIBusinessGPT  - Security and Governance for Generative AI
BusinessGPT - Security and Governance for Generative AIAGATSoftware
 
Team Transformation Tactics for Holistic Testing and Quality (NewCrafts Paris...
Team Transformation Tactics for Holistic Testing and Quality (NewCrafts Paris...Team Transformation Tactics for Holistic Testing and Quality (NewCrafts Paris...
Team Transformation Tactics for Holistic Testing and Quality (NewCrafts Paris...Lisi Hocke
 
GraphSummit Milan - Neo4j: The Art of the Possible with Graph
GraphSummit Milan - Neo4j: The Art of the Possible with GraphGraphSummit Milan - Neo4j: The Art of the Possible with Graph
GraphSummit Milan - Neo4j: The Art of the Possible with GraphNeo4j
 
Artyushina_Guest lecture_YorkU CS May 2024.pptx
Artyushina_Guest lecture_YorkU CS May 2024.pptxArtyushina_Guest lecture_YorkU CS May 2024.pptx
Artyushina_Guest lecture_YorkU CS May 2024.pptxAnnaArtyushina1
 
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024SimonedeGijt
 
Workshop: Enabling GenAI Breakthroughs with Knowledge Graphs - GraphSummit Milan
Workshop: Enabling GenAI Breakthroughs with Knowledge Graphs - GraphSummit MilanWorkshop: Enabling GenAI Breakthroughs with Knowledge Graphs - GraphSummit Milan
Workshop: Enabling GenAI Breakthroughs with Knowledge Graphs - GraphSummit MilanNeo4j
 
Abortion Pill Prices Jane Furse ](+27832195400*)[ 🏥 Women's Abortion Clinic i...
Abortion Pill Prices Jane Furse ](+27832195400*)[ 🏥 Women's Abortion Clinic i...Abortion Pill Prices Jane Furse ](+27832195400*)[ 🏥 Women's Abortion Clinic i...
Abortion Pill Prices Jane Furse ](+27832195400*)[ 🏥 Women's Abortion Clinic i...Abortion Clinic
 
Workshop - Architecting Innovative Graph Applications- GraphSummit Milan
Workshop -  Architecting Innovative Graph Applications- GraphSummit MilanWorkshop -  Architecting Innovative Graph Applications- GraphSummit Milan
Workshop - Architecting Innovative Graph Applications- GraphSummit MilanNeo4j
 
Alluxio Monthly Webinar | Simplify Data Access for AI in Multi-Cloud
Alluxio Monthly Webinar | Simplify Data Access for AI in Multi-CloudAlluxio Monthly Webinar | Simplify Data Access for AI in Multi-Cloud
Alluxio Monthly Webinar | Simplify Data Access for AI in Multi-CloudAlluxio, Inc.
 

Recently uploaded (20)

The mythical technical debt. (Brooke, please, forgive me)
The mythical technical debt. (Brooke, please, forgive me)The mythical technical debt. (Brooke, please, forgive me)
The mythical technical debt. (Brooke, please, forgive me)
 
Test Automation Design Patterns_ A Comprehensive Guide.pdf
Test Automation Design Patterns_ A Comprehensive Guide.pdfTest Automation Design Patterns_ A Comprehensive Guide.pdf
Test Automation Design Patterns_ A Comprehensive Guide.pdf
 
GraphSummit Milan - Visione e roadmap del prodotto Neo4j
GraphSummit Milan - Visione e roadmap del prodotto Neo4jGraphSummit Milan - Visione e roadmap del prodotto Neo4j
GraphSummit Milan - Visione e roadmap del prodotto Neo4j
 
Encryption Recap: A Refresher on Key Concepts
Encryption Recap: A Refresher on Key ConceptsEncryption Recap: A Refresher on Key Concepts
Encryption Recap: A Refresher on Key Concepts
 
From Theory to Practice: Utilizing SpiraPlan's REST API
From Theory to Practice: Utilizing SpiraPlan's REST APIFrom Theory to Practice: Utilizing SpiraPlan's REST API
From Theory to Practice: Utilizing SpiraPlan's REST API
 
Your Ultimate Web Studio for Streaming Anywhere | Evmux
Your Ultimate Web Studio for Streaming Anywhere | EvmuxYour Ultimate Web Studio for Streaming Anywhere | Evmux
Your Ultimate Web Studio for Streaming Anywhere | Evmux
 
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024
 
Modern binary build systems - PyCon 2024
Modern binary build systems - PyCon 2024Modern binary build systems - PyCon 2024
Modern binary build systems - PyCon 2024
 
BusinessGPT - Security and Governance for Generative AI
BusinessGPT  - Security and Governance for Generative AIBusinessGPT  - Security and Governance for Generative AI
BusinessGPT - Security and Governance for Generative AI
 
Team Transformation Tactics for Holistic Testing and Quality (NewCrafts Paris...
Team Transformation Tactics for Holistic Testing and Quality (NewCrafts Paris...Team Transformation Tactics for Holistic Testing and Quality (NewCrafts Paris...
Team Transformation Tactics for Holistic Testing and Quality (NewCrafts Paris...
 
GraphSummit Milan - Neo4j: The Art of the Possible with Graph
GraphSummit Milan - Neo4j: The Art of the Possible with GraphGraphSummit Milan - Neo4j: The Art of the Possible with Graph
GraphSummit Milan - Neo4j: The Art of the Possible with Graph
 
Artyushina_Guest lecture_YorkU CS May 2024.pptx
Artyushina_Guest lecture_YorkU CS May 2024.pptxArtyushina_Guest lecture_YorkU CS May 2024.pptx
Artyushina_Guest lecture_YorkU CS May 2024.pptx
 
Abortion Clinic In Stanger ](+27832195400*)[ 🏥 Safe Abortion Pills In Stanger...
Abortion Clinic In Stanger ](+27832195400*)[ 🏥 Safe Abortion Pills In Stanger...Abortion Clinic In Stanger ](+27832195400*)[ 🏥 Safe Abortion Pills In Stanger...
Abortion Clinic In Stanger ](+27832195400*)[ 🏥 Safe Abortion Pills In Stanger...
 
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024
Wired_2.0_CREATE YOUR ULTIMATE LEARNING ENVIRONMENT_JCON_16052024
 
Workshop: Enabling GenAI Breakthroughs with Knowledge Graphs - GraphSummit Milan
Workshop: Enabling GenAI Breakthroughs with Knowledge Graphs - GraphSummit MilanWorkshop: Enabling GenAI Breakthroughs with Knowledge Graphs - GraphSummit Milan
Workshop: Enabling GenAI Breakthroughs with Knowledge Graphs - GraphSummit Milan
 
Abortion Pill Prices Jane Furse ](+27832195400*)[ 🏥 Women's Abortion Clinic i...
Abortion Pill Prices Jane Furse ](+27832195400*)[ 🏥 Women's Abortion Clinic i...Abortion Pill Prices Jane Furse ](+27832195400*)[ 🏥 Women's Abortion Clinic i...
Abortion Pill Prices Jane Furse ](+27832195400*)[ 🏥 Women's Abortion Clinic i...
 
Workshop - Architecting Innovative Graph Applications- GraphSummit Milan
Workshop -  Architecting Innovative Graph Applications- GraphSummit MilanWorkshop -  Architecting Innovative Graph Applications- GraphSummit Milan
Workshop - Architecting Innovative Graph Applications- GraphSummit Milan
 
Alluxio Monthly Webinar | Simplify Data Access for AI in Multi-Cloud
Alluxio Monthly Webinar | Simplify Data Access for AI in Multi-CloudAlluxio Monthly Webinar | Simplify Data Access for AI in Multi-Cloud
Alluxio Monthly Webinar | Simplify Data Access for AI in Multi-Cloud
 
Abortion Pill Prices Rustenburg [(+27832195400*)] 🏥 Women's Abortion Clinic i...
Abortion Pill Prices Rustenburg [(+27832195400*)] 🏥 Women's Abortion Clinic i...Abortion Pill Prices Rustenburg [(+27832195400*)] 🏥 Women's Abortion Clinic i...
Abortion Pill Prices Rustenburg [(+27832195400*)] 🏥 Women's Abortion Clinic i...
 
Abortion Pill Prices Aliwal North ](+27832195400*)[ 🏥 Women's Abortion Clinic...
Abortion Pill Prices Aliwal North ](+27832195400*)[ 🏥 Women's Abortion Clinic...Abortion Pill Prices Aliwal North ](+27832195400*)[ 🏥 Women's Abortion Clinic...
Abortion Pill Prices Aliwal North ](+27832195400*)[ 🏥 Women's Abortion Clinic...
 

Scrum Day Europe 2015 - Scaled Professional Scrum

  • 1. by Scrum.org – Improving the Profession of Software Development Scaled Professional Scrum Focused. Effective. Viable. Gunther Verheyen Shepherding Professional Scrum Scrum.org July 2, 2015 Amsterdam
  • 2. 2© 1993-2015 Scrum.org, All Rights Reserved MIN 3 Have you been engaged in efforts to scale Scrum? Raise your hand if your organization defines ‘scale’ 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 organization adopting Scrum • A 360° organizational transformation toward Agile Short Survey About You
  • 3. 3© 1993-2015 Scrum.org, All Rights Reserved Scaled Scrum Scaled Professional Scrum “It takes two to scale.” – Gunther Verheyen
  • 4. 4© 1993-2015 Scrum.org, All Rights Reserved Focus. Transparency. ScaledScrum
  • 5. 5© 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.
  • 6. 6© 1993-2015 Scrum.org, All Rights Reserved A system’s components interact purposefully toward a shared goal without externally exerted power. Frequent decisions of adaptation are based on knowledge gained through inspection and experience. Scrum’s DNA Self-Organization Empiricism
  • 7. 7© 1993-2015 Scrum.org, All Rights Reserved Scrum 1. One team pulls work from one Product Backlog. 2. Each Sprint delivers a releasable Increment of product.
  • 8. 8© 1993-2015 Scrum.org, All Rights Reserved Professional Scrum Professional Scrum Mechanical Scrum Technical Excellence Values and Principles Any Scrum instance that implements Scrum’s mechanics, its values and principles, and technical excellence.
  • 9. 9© 1993-2015 Scrum.org, All Rights Reserved Technical Excellence THE MEDUSA EFFECT Poorly maintained codebases have…
  • 10. 10© 1993-2015 Scrum.org, All Rights Reserved One Scrum Team Doing Work
  • 11. 11© 1993-2015 Scrum.org, All Rights Reserved Three Scrum Teams Doing Work
  • 12. 12© 1993-2015 Scrum.org, All Rights Reserved Nine Scrum Teams Doing Work
  • 13. 13© 1993-2015 Scrum.org, All Rights Reserved • People (communication) • Business domains and requirements • Technology • Software • Infrastructure • Intra-team • Cross-team • External Dependencies Dimensions Where
  • 14. 14© 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 Dealing with Dependencies Proactive Reification* *Reification: Making something real, bringing something into being, or making something concrete.
  • 15. 15© 1993-2015 Scrum.org, All Rights Reserved Your ability to scale depends on your ability to continuously: – Identify and remove dependencies – Integrate work across all levels – Create and inspect reified Increments
  • 16. 16© 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
  • 17. 17© 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
  • 18. 18© 1993-2015 Scrum.org, All Rights Reserved Scrum for Multiple Teams 1. A product has one Product Backlog. 2. Multiple Teams create integrated Increments.
  • 19. 19© 1993-2015 Scrum.org, All Rights Reserved The Nexus™ – An Exoskeleton for 3-9 Scrum Teams
  • 20. 20© 1993-2015 Scrum.org, All Rights Reserved MIN 3 We have heard Scrum only works for singular teams. We have heard Scrum is not enough at scale. We wonder… • Isn’t scaled Scrum through the Nexus still Scrum? • Doesn’t the Nexus efficiently scale product development with Scrum? Scrum Is Not Enough?
  • 21. 21© 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.
  • 22. 22© 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
  • 23. 23© 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
  • 24. 24© 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
  • 25. 25© 1993-2015 Scrum.org, All Rights Reserved Managing Scaled Scrum Scaled Professional Scrum “Success in management requires learning as fast as the world is changing.” – Warren Bennis
  • 26. 26© 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 Questions When Managing Any Scaling Effort Process Cost
  • 27. 27© 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
  • 28. 28© 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
  • 29. 29© 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
  • 30. 30© 1993-2015 Scrum.org, All Rights Reserved How To Measure the Progression of Your Scaling Effort? “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.”
  • 31. 31© 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
  • 32. 32© 1993-2015 Scrum.org, All Rights Reserved Yes, You Can Scale Beyond The Nexus Value.Dependencies.
  • 33. 33© 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.
  • 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© 1993-2015 Scrum.org, All Rights Reserved Organization and Architecture Adequate to Complexity • Nexuses integrate into a horizontal platform providing stability through integration standards and facilities • An Integration Nexus • Have Nexuses within boundaries that denote collaboration and unit of purpose, like product or value chain area teams • The Microsoft Component Object Model • Build your own iOS and SDK to enable app development • Product family architecture • APIs • UI Platform • Internal Open Source • Microservices
  • 36. 36© 1993-2015 Scrum.org, All Rights Reserved Closing Empirical Management Explored
  • 37. 37© 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
  • 38. 38© 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
  • 39. 39© 1993-2015 Scrum.org, All Rights Reserved Scaled Professional Scrum by Scrum.org • SPS Workshops, https://www.scrum.org/Courses/Scaled- Professional-Scrum • Nexus Guide • Nexus Assessments • Agility Index • Agility Path, http://www.ebmgt.org/agility-path- framework/agility-guide
  • 40. 40© 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
  • 41. 41© 1993-2015 Scrum.org, All Rights Reserved T H A N K Y O U

Editor's Notes

  1. 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.
  2. 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.
  3. 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.
  4. 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
  5. Scrum, ultimately can only be fully comprehended when its rules and roles are read as an expression of the values and principles of the Manifesto for Agile Software Development. is an operating system for the values and principles of the Manifesto. The kernel of the OS is the Scrum Stance. Professional Scrum: Any Scrum instance that implements Scrum’s mechanics, its values and principles, and technical excellence.
  6. 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)
  7. 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)
  8. 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.
  9. 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
  10. This module is about managing the Nexus, not about managing in general. The first few topics will appeal to PMs ($) and the last few are more technical
  11. Adding practices/tools may initially slow you down
  12. Adding practices/tools may initially slow you down
  13. The reason a nexus is limited to 9 teams is point 1 (see Dunbar’s Number for specifics: http://en.wikipedia.org/wiki/Dunbar%27s_number) If you haven’t experienced this then you shouldn’t be teaching this Scaled Scrum teams of this size are built on the foundations of Professional Scrum at each individual single team
  14. 10,000 google developers check in to trunk every day. No branches. From a Google dev-op talk
  15. Microservices: Source: http://martinfowler.com/articles/microservices.html
  16. 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/.