Scaling Scrum with Scrum™ (SSwS): A Universal Framework

AT15
Session
6/9/16 3:00 PM

Scaling Scrum with Scrum™ (SSwS):
A Universal Framework

Presented by:

Dan Rawsthorne
3Back, LLC

Brought to you by:

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Dan Rawsthorne
3Back, LLC

Chief scientist and senior agility instructor at 3Back, LLC, Dan Rawsthorne,
PhD/PMP/CST, has been doing agility continuously since 1983. Dan has extensive
knowledge of agile software processes, procedures, and techniques. Introduced
to eXtreme Programming by Kent Beck in 1995 and to Scrum by Linda Rising soon
after, Dan made it his mission to change the world through their use. He did his
first scaled agile project in 1998 and has helped many organizations scale since
then. Dan helped develop the PMI's PMI-ACP certification, co-authored (with
Doug Shimp) Exploring Scrum: The Fundamentals, and is currently writing a book
on Scaling Scrum with Scrum™.

1
Scaling Scrum with
Scrum® (SSwS):
A Universal Framework
Dan Rawsthorne, PhD, PMP, CST
Senior Trainer at 3Back
dan.rawsthorne@3Back.com
855-32-3Back x323
Agile Dev West, Las Vegas NV
Thursday, June 9, 2016 - 3:00pm to 4:00pm
3 B A C K . C O M
V1.2 2 © 2016Officially Licensed Material Copyright 3Back LLC.
V1.3
Page: 2
Officially Licensed Material Copyright 3Back LLC.
Agenda
Philosophies
Simple Example of Scaling
Basic Scrum
Simple ‘Scaling’ of Scrum
Leadership Teams
I&E (Test) Team
Example: Typical Product Organization
Communication Teams

2
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Philosophies
V1.3
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We’re Talking about Scaling Agility
Agility: adapting to, and exploiting, the chaos …
on the battlefield (US Army, 1983)
of software development
in the workplace
etc…
Scaling: how an organization adapts to growth
Structure (how the organization is ‘built’)
Governance (communications and decision-making)

3
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Scaling vs Scaling Framework
Scaling is continuous process
A Scaling Framework is a template to apply to an
Organization. The goal is to make the Organization
‘look like’ it scaled to get where it is…
The patterns of Scaled Scrum inform what you do as
you Scale Scrum…
V1.3
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My Basic Philosophy Here…
I see a Framework as a collection of Patterns.
Scrum, LeSS, and SAFe are Frameworks, so…
Structures, Rules,
and Frameworks
Useful
Solutions
Not really…
Replace thinking
and accountability
Useful
Patterns
Thinking
They often
Can Capture
or Embody
Can Produce
Can Produce

4
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Overarching Goals
Scrum Goal: Maximize the value* produced by a
single co-located team.
Scaled Scrum Goal: Maximize the value* produced
by a large organization.
3Back’s Goal: Don't change Scrum while we scale.
*Note: ‘value’ might be guided by a unifying goal, such as “Send a man to the moon.”
V1.3
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Simple Example of Scaling

5
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Becoming a Team… Incremental Growth
$
$$
$
$$
Become a Team…
Scrum?
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Getting Stressed Out, outsource Financials
$$
$$

6
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Add More People, Split off Developers
$$$
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Add More People… Split Development Team
$$$$

7
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Acquire Another Organization
$$
$$$$
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Refactor/Economy of Scale
$$
$$$$

8
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De-Centralize for Efficiency
$$
$$$$
Questions:
- does this look ‘stable’ to you?
- how many more people have
to be added before another
‘big’ change will be needed?
V1.3
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Basic Forces for Scaling
Splitting/Adding Teams
Adding Layer of Management
Centralizing for economy of Scale
De-Centralizing for effectiveness
Sharing Subject Matter Experts (SMEs)

9
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These are true for all Organizations, from
the simplest to the most complex…
Product 2
Management
Team
Support
Management
Team
Product 1
Management
Team
??
Facilities
Management
Team
CEO
Development
Management
Team
Personnel
Management
Team
DB
Team
IT
Team
Area
Team
Area
Team
Area
Team
Area
Team
Area
Team
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
V1.3
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Basic Scrum

10
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Well-Formed Team (WFT)
Self-Organized: determines what Tasks are
necessary
Self-Contained: has all the competencies (knowledge
and skills) needed. Everyone is simply a Team Member
Value-Driven:
they value working together
they are constantly working to Improve themselves
they do their due diligence to meet the appropriate Standard of
Care (craftsmanship, quality)
they do necessary Improvements and Chores that are not
directly involved in working on Items.
They have Integrity -- they are Professionals
Co-located/Telepresent : All Team Members have
constant high-bandwidth communications with each
other – they talk all the time…
SHs
Request Done Item
Item Item
The Well-Formed Team is the fundamental concept of
Scrum. It is:
Tasks
Standardof Care
Improvements
& Chores
T
T
T
T
TT T
See: https://3back.com/well-formed-team/
V1.3
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The Main Reason for Agility
We need
Communications
Best Kind is
Conversation
In order to
Cooperate
Coordinate
Collaborate
(The 5 C’s)
Alignment Governancedecisions
Intent
Reality
T
T
T
T
TT
In Scrum,
this is called
Product
Ownership

11
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Product Owner
Maximize the value of the Results (work with
SHs half the time)
Maximize the value of the Team’s Work (work
with Team half the time)
Responsible for determining Delivery Dates, if
required (is also Release Manager)
ScrumMaster
Facilitator/Coach for the Scrum Team
Teaches the PO how to effectively manage the
work of the Scrum team
Works outside the Team as Change Agent and
Impediment Remover
Scrum Team (WFT)
No Roles – all are simply Team Members
SM and PO wear “hats”
self-organized
self-contained (cross-functional)
value-driven
Development Team is subset that is
actually working on Backlog Items…
‘Ideal’ Scrum Team
(“five people in a garage” metaphor)
TM TM
TM TM
TM TM
SH SH SH
TM
PO
TM
SM
TM
Delivery
Dates
Updated
every
Sprintchores
WIP
Work
Backlog
Results
Backlog
V1.3
Page: 22
Stakeholder
Swamp
Product Ownership is Messy!
Code
Sales/Marketing
ITHR
etcetc
Product
Ownership
Find
Refine
Do
When it comes
to the Work:

12
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‘Realistic’ Scrum Team
Business Owner (half of Product Owner)
Maximize the value of the Results
Spends “half his/her time with Stakeholders, “half” with
Team Captain
Responsible for determining Delivery Dates, if required (is
also Release Manager)
Team Captain (half of Product Owner)
Maximize the value of the Team’s work
Spends “half” his/her time with Team, “half” with Business
Owner
ScrumMaster
Facilitator/Coach for the Scrum Team
Teaches the TC how to effectively manage the work of the
Scrum team
Works outside the Team as Change Agent and Impediment
Remover
Scrum Team
No Roles – all are simply Team Members
SM and TC wear “hats”
“Regular” TMs may only belong to ONE Scrum Team
Self-organized
Needs SMEs to be self-contained
Value-driven
SME (Subject Matter Experts)
People with knowledge or skills that “fill out” the Team
“honorary” members of Scrum Team…
Development Team is subset that is actually working
on Backlog Items…
Delivery
Dates
Updated
every
Sprint
TM TM
TM TM
TM TM
TM
TM
SM
TM
chores
WIP
Work
Backlog
PO
SHSH SH
Results
Backlog
SME
SME
SH SH SH
TC
Results
Backlog
BO
Delivery
Dates
Updated
every
Sprint
TM TM
TM TM
TM TM
TM
TM
SM
TM
chores
WIP
Work
Backlog
SME
SME
SH SH SH
TC
Results
Backlog
BO
V1.3
Page: 24
Commitments/Accountabilities
(One Big Thing, OBT)
Business Owner: know what Results should be delivered next, and
why
Release Manager: be able to justify the current Release Plan with
current Data
Team Captain: know what work the Team should do next, and why
ScrumMaster: know what impediments the Team needs removed, and
what is being done about them
Team: do its due diligence and use the appropriate Standard of Care
while doing its work, without lollygagging or gold-plating.
Team Member: do his or her best to help the Team with its work
Subject Matter Expert (SME): someone with skills or knowledge the
Scrum Team needs, acts as honorary Team Member
Stakeholder: they are what they are; we can’t enforce anything about
them…

13
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Leadership Teams
V1.3
Page: 26
Fundamental Scaling Problem
Work
Team
Work
Team
Work
Team
Work
Team
Alignment
Pow!
Intent
Reality
What’s next, and who does it?
BO

14
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Goals of Leadership Teams
Make sure that everybody’s always working on the right stuff… that the right
people are having the right conversations at the right time about what is being
done…
Make sure there are always Stories Ready for each Development Scrum Team
that will ‘add up’ to the PSIs the Organization is developing. These PSIs
provide transparency for inspection by stakeholders across multiple teams
jointly creating the PSIs, and the benefit of adaptation across those teams
from the Stakeholders’ feedback.
Leadership own the questions:
“What’s Next?” and “Who Does It?”
V1.3
Page: 28
Several Ways to Solve This…
Large Scale Scrum (LeSS-1): Vodde and Larman
http://blog.3back.com/project-management/from-less-to-ssws/
Scaled Agile Framework (SAFe) Agile Release Train
(ART): Leffingwell, et al
http://blog.3back.com/scrum-patterns/scaling-scrum-scrum-
sound-safe/
Scaling Scrum with Scrum (SSwS): Rawsthorne and
Shimp
http://blog.3back.com/scrum-patterns/distribution-team/
Let’s look at these methods…

15
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Page: 29
The LeSS-1 (Large Scale Scrum)
version…
SHs
PO and SMs NOT Developers
Single PO for LeSS-1 team
One SM for every 2-3 Feature Teams
Feature Teams are complete; all
developers should be Generalists…
No Specialists shared across
Feature Teams
Feature Team
LeSS-1 Team
G
T
C
TW
T
CG
G
BA
G C
TG
T
CG
G
PO
SM SM
DBA
Arch
V1.3
Page: 30
The Agile Release Train (SAFe)
version…
TW
SHs
T
C
C
T
C
T
C
T
Single Product Manager (PM)
“Chief ScrumMaster” is Release Train
Engineer (RTE)
“Product Owner” is usually Business
Analyst, 1 for every 1-2 Agile Teams
“ScrumMaster” is member of Agile Team
“Shared Resources” across Agile Teams
BASM
SM
Agile Team
Agile Release Train
T
C
C
T
C
T
C
T
SM
SM
BA
PO PO
PM/PO Team
PM RTE
DBA
Arch

16
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The Scaling Scrum with Scrum™
(SSwS) version…
DBATW
SHs
Single Business Owner (Chief PO,
CPO)
POs and SMs are not special
One SM and TC (Product Owner) for
each Scrum Team
CPO, POs are in Leadership Scrum
Team
G
SM
Arch
G
T
C
T
SM
TC
T
C
CT
SM
TC
G
T
CT
SM
TC
T
C
CT
SM
TC
BO
TC
SBA
Scrum Team
C
GT
C
V1.3
Page: 32
Distribution Team Pattern
Problem: Need to populate multiple Work
Backlogs from single Results Backlog
Plan
BO/RM Plan
BO/RM
Distribution
Team
Virtual
Member
Team
Backlog

17
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NEXUS Integration Team (Scrum.org)
A simple SSwS DistributionTeam,
and it also has the responsibility of
integrating the product
V1.3
Page: 34
Scaling in the Large
Product 2
Management
Team
Support
Management
Team
Product 1
Management
Team
??
Facilities
Management
Team
CEO
Development
Management
Team
Personnel
Management
Team
DB
Team
IT
Team
Area
Team
Area
Team
Area
Team
Area
Team
Area
Team
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm

18
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Leadership Teams
Product 2
Management
Team
Support
Management
Team
Product 1
Management
Team
??
Facilities
Management
Team
CEO
Development
Management
Team
Personnel
Management
Team
DB
Team
IT
Team
Area
Team
Area
Team
Area
Team
Area
Team
Area
Team
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
Dev
Tm
1
2
3 3 3
4 4 4 4 4
V1.3
Page: 36
Leadership Teams in SAFe 4.0
Portfolio Mgmt Team
Release Mgmt Team
Program Mgmt Team
Development Team

19
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Program Team Pattern
Problem: Multiple Results Backlogs to multiple
Work Backlogs
Plan
Plan
BO/RM
BO
Program
Team
PlanRMPlan
Virtual
Member
RM
Team
Backlog
Distribution
Team
BO
Team
Backlog
Virtual
Member
BO
Consolidation
Team
PlanRMPlan RM
V1.3
Page: 38
I&E (Test) Team

20
V1.3
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Integration and Evaluation (I&E) Team
Problem: In a large development, you might want to
test and review the System as a whole… a classic
‘economy of scale’ issue
PO
I&E Team
Reviews
Testing
- Usability
- Performance
- Exploratory
- Acceptance
- Etc.
V1.3
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The I&E Team
This is something you might do, not must do…
May be a full-time Scrum Team, in which case it is
parallel to, and kind of, Development Scrum Team
Or it may be virtual Team, in which case it is a Cross-
Cutting Workgroup, which we will define later…
This distinction is important when we discuss the
Practices and Ceremonies later

21
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Typical Product Organization
V1.3
Page: 42
Example: Typical Product Organization
Release
Plan
Release
Plan
Release
Plan
RM
TC
SM
TC
SM
TC
SM
RM
Prod
Mgr

22
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Page: 43
Add a Chief ScrumMaster
Release
Plan
Release
Plan
RM
TC
SM
TC
SM
TC
SM
Release
Plan
RM
Prod
Mgr
CSM
V1.3
Page: 44
Re-Organize into Teams…
CSM
TC
SM
TC
SM
TC
SM
TC
SM
Release
Plan
Release
Plan
RM
Release
Plan
RM
Prod
Mgr

23
V1.3
Page: 45
Show the Basic Backlogs
Release
Plan
Release
Plan
RM
Release
Plan
RM
Prod
Mgr
CSM
TC
SM
TC
SM
TC
SM
TC
SM
1
1
2
4
Legend
1 – Release Backlogs
2 – Initiatives, CRs, Random Stuff
3 – Bug/Defect List
4 – Overall Product Backlog
5 – Development Team Backlogs
6 – Product Mgmt Team Backlog
3
1
Other
Sources
6
5 5 5
V1.3
Page: 46
Questions
How long will it take a major change to ripple
through the organization?
What if there is a need to “speed up” one of the
Release Plans?
What if the I&E Team finds a major Defect?
What if we need to add another project, and have an
additional Release Plan?
What if the system breaks in the field? Several
breaks?
5 minutes

24
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Communication Teams
V1.3
Page: 48
Communication Patterns Ensure That
All relevant information is identified and communicated to
“everybody” in a timely manner
Cross-Cutting concerns are identified and worked on;
Communicates Patterns ensure that the right people have the
right conversations at the right time about how the work is being
done…
Because we don’t want heroes, we must try to make sure
nobody belongs to more than two teams: one ‘home’ team and
one ‘virtual’ team…
Dependencies
Impediments
Cross-cutting issues and concerns
Commonalities
Learnings
Architecture
Sharing SMEs
Etc.

25
V1.3
Page: 49
Release
Plan
Release
Plan
RM
Release
Plan
RM
Prod
Mgr
CSM
TC
SM
TC
SM
TC
SM
TC
SM
1
1
2
4
Legend
3
1
Other
Sources
6
5 5 5
Add the ScrumMaster Team
7
Legend
7 – ScrumMaster Team Backlog
8 – Improvement Backlog
8
CSM
TC
SM
ScrumMaster Team
Virtual, cross-cutting Scrum
Team of SMs
Top-Level Team focused on
improving the Organization..
Responsible for
Removing Organizational
Impediments
Investigating other Issues
Multi-site issues
Cultural Issues
Etc.
Maintaining Improvement
Backlog
Top-Level Retrospectives
Etc
V1.3
Page: 50
Release
Plan
Release
Plan
RM
Release
Plan
RM
Prod
Mgr
CSM
TC
SM
TC
SM
TC
SM
TC
SM
1
1
2
4
Legend
3
1
Other
Sources
6
5 5 5
7
Legend
8
CSM
TC
SM
Add a Scrum-of-Scrums
Scrum-of-Scrums
Virtual, cross-cutting Team of
TMs (not PO or SM)
Discuss Cross-Cutting
issues and Concerns
Dependencies
Collisions
Shared Components
Collective Code Ownership
Architecture and Interface
Issues
May result in Items added to
Their Teams’ Backlogs…

26
V1.3
Page: 51
Release
Plan
Release
Plan
RM
Release
Plan
RM
Prod
Mgr
CSM
TC
SM
TC
SM
TC
SM
TC
SM
1
1
2
4
Legend
3
1
Other
Sources
6
5 5 5
7
Legend
8
CSM
TC
SM
9
TC
SM
Legend
9 – Workgroup Backlogs
And Cross-Cutting Workgroups
9
TC
SM
Cross-Cutting Workgroups
Virtual, cross-cutting
Scrum Teams focused on
particular issues/areas
Work on Cross-Cutting
issues and Concerns
Dependencies
Architecture and Interface
Issues
Shared Components
Security, Standards
And so on…
V1.3
Page: 52
We Have Scaled Scrum with Scrum®
Release
Plan
Release
Plan
RM
Release
Plan
RM
Prod
Mgr
CSM
TC
SM
TC
SM
TC
SM
TC
SM
1
1
2
4
Legend
3
1
Other
Sources
6
5 5 5
7
Legend
8
CSM
TC
SM
9
TC
SM
Legend
9 – Workgroup Backlogs
9
TC
SM

27
V1.3
Page: 53
Sharing Subject Matter Experts
In what we’ve done so far, there are two
ways to determine which Team gets to use
a SME, like the Architect
The Team Captains could figure it out as part
of the Leadership Team
There could be a Communications Team (like
the Architecture Team) that figures is out for
themselves – this is called the “Buddy-up”
Pattern…
V1.3
Page: 54
Spotify – Henrik Kniberg
Scaling Agile @ Spotify, Kniberg & Ivarsson, Oct 2012

28
V1.3
Page: 55
Any Questions?
V1.3
Page: 56
Thank You Very Much!
Join Our Scrum Community!
@scrum-coach
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