Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Jan 2015)
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Anno 2015 ‚scaling' is the most hyped, and probably the most diversely interpreted, word in the context of agile. Scrum is to date the most applied framework for agile software development. Yet, scaling Scrum respecting Scrum's DNA of empiricism and self-organisation remains a challenge for many. Many teams are not even able to create releasable software by the end of every Sprint, every 2-4 weeks. This capability is nevertheless a minimal requirement to properly scale Scrum. The scale of development can be built up from one team building one product to a scaled implementation of Scrum, where ’Scaled Scrum’ is any implementation of Scrum (1) that includes multiple Scrum Teams building one product in one or more Sprints, or (2) multiple Scrum Teams building multiple products, projects, or stand-alone product feature sets.
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Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Jan 2015)
- 1. by Scrum.org – Improving the Profession of Software Development Scaled Professional Scrum “It Takes Two to Scale” Gunther Verheyen Shepherding the Professional series Scrum.org Scaling Agile for the Enterprise Brussels, Jan 22 2015
- 2. 2© 1993-2015 Scrum.org, All Rights Reserved Two Decades of Scrum Scaled Professional Scrum "If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it. -Steve Jobs
- 3. 3© 1993-2015 Scrum.org, All Rights Reserved Scrum Resolves Complexity (1995)
- 4. 4© 1993-2015 Scrum.org, All Rights Reserved Scrum Expresses Agile (2001) • Empower people • Control risk (time-boxing) • Enable validated learning • Be goal oriented • Embrace emergent discovery • Deliver Value • A bounded environment for action
- 5. 5© 1993-2015 Scrum.org, All Rights Reserved A Craze During the First Decade of Agile? (2002-2014) scrum·pede/skrʌmˈpiːd/ 1. Sudden frenzied rush of (panic–stricken) companies to do Scrum because they want to do agile, too. 2. To flee in a headlong rush and scale Scrum (or something that looks like it) because they need more software, now. Inspired by © Tomasz Włodarek.
- 6. 6© 1993-2015 Scrum.org, All Rights Reserved Fundamentals: Simplicity and Bottom-up “Scrum promotes bottom-up thinking with top-down support to discover and emerge what works best for you, your organization and your context.” Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
- 7. 7© 1993-2015 Scrum.org, All Rights Reserved Scrum. Ultimately.
- 8. 8© 1993-2015 Scrum.org, All Rights Reserved People employ empiricism to optimize the value of their work. The Scrum Stance
- 9. 9© 1993-2015 Scrum.org, All Rights Reserved Scaling Professional Scrum Scaled Professional Scrum If a problem cannot be solved, enlarge it. - Dwight D. Eisenhower
- 10. 10© 1993-2015 Scrum.org, All Rights Reserved Observed Scrum Adoption Challenges • Isolated Scrum Teams • Flaccid Scrum: – A lack of engineering standards – A distant customer – The belief in magic • The difficulty to create integrated, releasable Increments • Predictive management Are you scaling Scrum? Or are you scaling dysfunctions?
- 11. 11© 1993-2015 Scrum.org, All Rights Reserved What if we would start with Scrum before attempting to ‘scale’ it?
- 12. 12© 1993-2015 Scrum.org, All Rights Reserved Start With Scrum The Scrum Framework The Scrum Stance
- 13. 13© 1993-2015 Scrum.org, All Rights Reserved Grow to Professional Scrum Any Scrum instance that implements Scrum’s mechanics, its values and principles, and technical excellence. Professional Scrum Amateur Scrum Values and Principles Technical Excellence
- 14. 14© 1993-2015 Scrum.org, All Rights Reserved Professional Scrum is THE (only) Foundation to Scale
- 15. 15© 1993-2015 Scrum.org, All Rights Reserved Yes, You Can Add Teams 1. A product has one Product Backlog managed by one Product Owner. 2. Multiple Teams create integrated Increments in a Nexus.
- 16. 16© 1993-2015 Scrum.org, All Rights Reserved Yes, You Can Add Teams 1. A product has one Product Backlog managed by one Product Owner. 2. Multiple Teams create integrated Increments in a Nexus.
- 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 Yes, You Can Integrate Multiple Products
- 19. 19© 1993-2015 Scrum.org, All Rights Reserved But still… Are you looking to increase output, or optimize the value of your output? Delighting Customers?
- 20. 20© 1993-2015 Scrum.org, All Rights Reserved Remember? “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.” How is that for a purpose?
- 21. 21© 1993-2015 Scrum.org, All Rights Reserved Therefore, Manage Value 1. Direct Value 3. Ability to innovate 2. Time to Market Key Value Areas Release Frequency Release Stabilization Cycle Time Installed Version Index Usage Index Innovation Rate Defect Density Revenue per Employee Employee Satisfaction Customer Satisfaction
- 22. 22© 1993-2015 Scrum.org, All Rights Reserved Choose wisely where to invest in: – Dysfunctional Scrum – Professional Scrum – Scaling Value
- 23. 23© 1993-2015 Scrum.org, All Rights Reserved Closing Empirical Management Explored
- 24. 24© 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
- 25. 25© 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
- 26. 26© 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
- 27. 27© 1993-2015 Scrum.org, All Rights Reserved Thank you
Editor's Notes
- Over the past years ‚scaling' became the most hyped, and probably the most diversely interpreted, word in the context of agile. Beyond the fad and the confusion there is a real need that people, teams and organisations struggle with. Scrum is to date the most applied framework for agile software development. It is worldwide used in many organisations, for many products and in many sizes. Yet, scaling Scrum respecting Scrum's DNA of empiricism and self-organisation remains a challenge for many. We run into many teams are not even able to create releasable software by the end of every Sprint, every 2-4 weeks. This capability is nevertheless a minimal requirements to properly scale Scrum. It is often more worthwhile to maximise Scrum first before scaling Scrum. It is worthwhile investing in professional Scrum over mechanical Scrum. Thriving on the Scrum stance, people employing empiricism to optimise the value of their work, the scale of development can be built up from one team building one product to a scaled implementation of Scrum, where ’Scaled Scrum’ is any implementation of Scrum (1) that includes multiple Scrum Teams building one product in one or more Sprints, or (2) multiple Scrum Teams building multiple products, projects, or stand-alone product feature sets. Scrum can be used to grow Scrum. In the end it might roll up to management and other parts of the organisation. It might result in a new management culture, empirical management, essential for an agile transformation. That, however, is beyond this break-out session. This break-out session will be very first things first. It will be about scaling professional Scrum, in order to scale the benefits of Scrum, not the organisational dysfunctions that remain unaddressed by amateur Scrum.
- The Agile movement successfully established a set of values and principles that better fit the creative and complex nature of software development. The focus is on teams, collaboration, people, self-directed discovery. The Scrum framework provides a great foundation for organizations to grasp ‘Agility’. The adoption of the Agile thinking via Scrum represents a major and on-going shift in our industry. Even without Scrum having prescriptions for management, it is clear that the self-organizing fundaments of Scrum have a profound impact on the role, approach and act of managing. The challenge is to discover and implement the new needs and demands for managers.
- 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.
- 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.
- 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)
- 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/.