as presented on https://www.meetup.com/de-DE/SAP-consultants-community-Berlin/events/263356148/

1. Scrum@Scale
SAP Consultant Community Meetup
Berlin, 20 Sep 2019
Agile SAP Delivery
Thoralf J. Klatt
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2. Scrum@Scale: Who We Are
• Scrum@Scale LLC is a Joint Venture
50% owned by the Scrum Alliance and
50% owned by Scrum Inc.
• Jeff Sutherland – co-creator of Scrum
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3. Thoralf J. Klatt
My name is Thoralf. I am a
proud father of three
lovely daughters. Boston is
my second home to Berlin,
where I was born and
raised. I work as an
Enterprise Coach in IBM’s
Agile Center of Excellence,
started my career
developing medical devices
like CT scanners and
became a Certified Scrum
Master in 2007
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Scrum@Scale Trainer

4. 19
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5. ― Herbert Simon, noted Economist, 1971
“A wealth of information creates a poverty of attention.”
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6. Context is Everything
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7. What do we already know?
• What is Scrum?
• Is it simple to understand, difficult to master? Why?
• Does Scrum scale?
• What challenges exist when scaling agile or seeking
organizational agility?
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8. Scrum@Scale: Definition
• Scrum: A framework within which people can address complex
adaptive problems, while productively and creatively delivering viable
products of the highest possible value.
• Scrum@Scale: A framework within which networks of Scrum
teams operating consistently with the Scrum Guide can address
complex adaptive problems, while creatively delivering products of
the highest possible value.
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9. Scrum@Scale
Scrum@Scale is a framework for scaling Scrum
• Lightweight - the minimum viable bureaucracy
• Simple to understand - consists of only Scrum teams
• Difficult to master - requires implementing a new operating model
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10. Scrum @ Scale Framework
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11. Executive Action Team
Goals
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12. Scaling Challenge: Inconsistent Scrum
The Reference Model
• Before you can scale a Scrum implementation, the Teams must
be operating consistently with the Scrum Guide or any
deficiencies will be magnified
• Initially, create a set of teams that are performing well.
This set of teams works through organizational issues that
block agility and creates a Reference Model for the organization
• It is useful to identify organizational impediments and
strive to eliminate them as quickly as possible
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13. The Scrum of Scrums Perspective
SM
SM
SM
SM
SM
SoS
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14. Scaled Daily Scrum (SDS)
S
M
SDS
SM
SM
SM
SM
SM
SoS
SDS
Example: 5 teams delivering
products together
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15. Linear Scaling
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Sample Diagram showing an EAT coordinating 5 groupings of 25 teams

16. Scaling SAAB Technologies to Hundreds of
Teams
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Synchronizing 2000 People in 1Hour 15 minutes!
• 7:30 Daily Scrum
• 7:45 Scaled Daily SoS
• 8:00 Scaled Daily SoSoS
• 8:15 Scaled Daily SoSoSoS
• 8:30 Executive Action Team

17. Executive MetaScrum
Goals
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18. 5 SoS’s with 19 Teams
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19. • IBM Ascend Method Powered by SAP Activate – Single Team Approach
IBM Ascend for SAP application development method uses a simplified delivery approach aligned with the 4
phases of SAP Activate method. SAP application development can be delivered in Agile or Hybrid - approach
with sprints starting in the explore or realize phase depending on flexibility in the contract

20. Where are you?
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21. Component Assessment Summary
for Your Organization
Current Component Strength
StrategicImportance
LowHigh
High
Low
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Backlog
Prioritization
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Backlog
Decomposition
& Refinement
9 Release Planning
1
Team-Level
Process
Deployment
Product & Release
Feedback
Metrics &
Transparency
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Strategic
Vision
4
Cross-Team
Coordination
3
Continuous
Improvement &
Impediment removal
2
Executive
Action Team
5
Executive
MetaScrum
1
2
3
4
5
10
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22. Build A Scaling Map for Your Organization
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23. Assess Your Prioritization – 1 minute
Every team has a clear, ordered backlog every sprint so
they know exactly what they need to do and in what order.
No teams are raided for people to start new
projects. Backlog flows to stable teams.
Bad Symptoms
• “We have multiple conflicting priorities.”
• “Our teams are constantly disrupted by
changes for new projects.”
• “Everything is the number one priority.”
Even in well run agile organizations, our assessments
show that only 70% of the people are working on backlog
relevant to the business.
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24. Assess Your Scrum Team – 1 minute
Every team has a PO & SM with a clear, ordered backlog;
they do all Scrum events and deploy on their own.
Some of the 3-5-3 are missing but they still
produce working product each Sprint.
Bad Symptoms
• “We have no dedicated PO or SM roles.”
• “Our teams do some events, no one goes
to backlog refinement.”
• “There is no transparency of our work.”
Aren’t Daily Scrums all there is to Scrum?
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25. Assess Your Executive Action Team – 1 minute
We have dedicated Executives transforming the
organization and eliminating impediments each Sprint.
We have a dedicated team for getting rid of
impediments, but no backlog to change the organization.
Bad Symptoms
• “No one prioritizes impediments.”
• “There is no buy-in from Executives to
make this company agile.”
• “There is no overall strategy for us to
become agile.”
We do not have any empowered group dedicated to
getting rid of impediments.
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26. Assess Your Continuous Improvement – 1 minute
Our teams utilize the Daily Scrum to surface impediments
and Retrospectives to improve & velocity is increasing.
Our teams have Daily Scrums and Retrospectives, but
little increase in velocity has been observed.
Bad Symptoms
• “Our teams inconsistently look for
improvement.”
• “Impediments linger for months.”
• “Retrospectives rarely yield ideas that
improve how much work gets done.”
Our teams have almost no ability to get rid of
impediments and Retrospectives are unproductive.
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27. Playback
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28. Decide on your next smallest experiment
1. What is the target condition?
2. What is the current condition now?
3. What obstacles do you think are preventing
you from reaching the target condition? Which
one are you addressing now?
4. What is your next step (next experiment)?
What do you expect?
5. How quickly can we go and see what we have
learned from taking that step?
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29. Context is Everything
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30. Learning paths
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• Scrum@Scale Practitioner
• Licensed Scrum Master
• Licensed Scrum Product Owner

31. Thank you !
Where to find out more
http://scrumatscale.com
thoralf.klatt@de.ibm.com
@aytjk
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