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Meet Scrum’s Big Brother, Dynamic Governance. Effectively Delivering Large Programs

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Presented at Scrum Gathering in Atlanta 2012
Scaling Agile projects is hard. Scrum provides no guidance. Dynamic Governance may be the answer. It was invented 40 years ago and is optimized around creating organizations that are empirical and biased toward action.

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Meet Scrum’s Big Brother, Dynamic Governance. Effectively Delivering Large Programs

  1. 1. Meet Scrum’s Big Brother, Dynamic Governance Effectively Delivering Large ProgramsDan LeFebvre John BuckAgile/Scrum Coach, CSC Certified Sociocracy Consultant© DCL Agility, 2012-2015 © Sociocratisch Centrum, Rotterdam, Netherlands, 2012-2015
  2. 2. 2*Certified ScrumMaster (CSM), Certified Scrum Professional (CSP) Certified Scrum Coach (CSC)*Extensive experience in software product development as a developer, manager, director, and coach*Using agile practices since 2003*Agile Coach since 2006
  3. 3. 3John BuckDirector, GovernanceAlive LLCA division of The Sociocracy Consulting Group *Certified Sociocracy (Dynamic Governance) Consultant since 2001 *Extensiveexperience managing software development and large information systems implementation. *Prototype experience using dynamic governance to bring Agile concepts to a whole organization (AdScale, Ltd.) 3
  4. 4. 4*Three Dynamic Governance (DG) principles help Agile scale up: Circles Total design o toolkit o Double linking o Consent Structure: - Circles - Double linking Decision Making: Consent to policies*Use the principles to design whole organizations that are Scrum and Agile friendly.
  5. 5. 5*Whats happening now? * What challenges are you facing with large scale agile? * What techniques are you using to scale?*Exercise * Person with the lowest birthday number is facilitator. (If you were born May 4, 1967 your number is 4; tie breaker: born earliest in day.) * Facilitator - lead your table in answering the above questions. Go around to each person (including you). Each speaks once and answers both questions. Complete the task in no more than 4 minutes.
  6. 6. 6*Goal is to share status across teams*Answer 4 questions: * What did my team do since last time? * What will my team do by next time? * What are impediments we need help with? * What will my team do that may affect you?
  7. 7. 7 Integration Scrum Team 1.1 Integration Integration Scrum Scrum Team Team 1.1.1 1.1.2Scrum Scrum ScrumTeam Team Team1.1.1.1 1.1.1.2 1.1.1.3
  8. 8. 8* Encourages communication * Typically a pure status meeting* Fosters collaboration * Scrum Master may not be the right* Surfaces issues person * Very little shared context * No shared planning or retrospective * No shared goal
  9. 9. 9*“Operating System 2.0” • A comprehensive and elegant feedback system • Guides production and planning*Agile design increases capacity (“velocity”) throughout.*Behavior: “political” to “scrummy” = joy 
  10. 10. 10Circles (“Scrums”) - a hierarchy Lead-Do-Measure circular systemsthat overlays and guides the operational structureDouble-Linking – Circles/Scums connect both up and downConsent Department Branch Branch Unit Unit Unit Unit
  11. 11. 11
  12. 12. 12“...organizations which design systems ... are constrained to producedesigns which are copies of the communication structures of theseorganizations.” Conway’s Law*Hierarchy isn’t inherently bad • Deal with abstractions*Apply Scrum Principles at all levels
  13. 13. 13• Define aims for each rung on the “ladder of work abstraction” (level of hierarchy)• Define domains of doing & add guiding loops• Elect people to accountable roles
  14. 14. 14 Program Manager Marketing & Software Hardware Training Sales Component A Component BScrum 1 Scrum 2 Scrum 1 Scrum 2
  15. 15. 15
  16. 16. 16*Pair up*Draw a current structure*Overlay circles*Share with the table
  17. 17. 17Explain job Fill out & hand in nomination forms: “(name) nominates (name)” Share reasons Change round Consent round
  18. 18. 18*Three Dynamic Governance (DG) principles help Agile scale up: Circles Total design o toolkit o Double linking o Consent Structure: - Circles - Double linking Decision Making: Consent to policies*Use the principles to design whole organizations that are Scrum and Agile friendly.
  19. 19. 19*Pair up with someone different*What did you learn and how might you apply it?*More during Open Space tomorrow
  20. 20. Meet Scrum’s Big Brother, Dynamic Governance Effectively Delivering Large ProgramsDan LeFebvre John Buckwww.DCLAgility.com www.GovernanceAlive.com
  21. 21. 21Instructors’ Agenda• 3:35 Fast Summary (Slide 4) Do exercise to elicit current problems with scaling agile programs (5 min) (elicit) (Slide 5) (Dan)• 3:40 Provide an analysis of the current scaling techniques and their flaws (5 min) (Slides 6-8) (Dan)• 3:45 Present Dynamic Governance (DG) 3 principles: Lead-Do-Measure cycle, double-linking, and consent decision making (10 min) (Slides 9-10) (John)• 3:55 Compare and contrast DG with Scrum and current scaling “best practices” (5 Min) (Slide 11) (Dan)• 4:00 Present a technique for designing organizations (Slides 12-15) (5 min) (John)• 4:05 Lead exercises to design a large program using the 3 principles of DG (25 min) (Slide 16) (draw one or two per table – rep describes) (John)• 4:30 Demonstrate a consent election & process (Slide 17) (15 min) (John)• 4:45 Reflection and discussion of next steps (Slide 19) (15 min) (Dan)
  22. 22. 22 Output Input Transformation Product Product Backlog Sprint IncrementLead Definition of Sprint Planning to Definition of Ready create Sprint Backlog DoneDo Product Backlog Execute Tasks from Sprint Review Grooming Sprint Backlog, Daily ScrumMeasure 2 Sprints worth of Update Task Board and Update Release backlog items are Burndown Burn Chart ready Retrospective to inspect and adapt policies about each step

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