Scrumshore 2011-06-23-xebia-v1.0b

SCRUMShore @ SG-CIB
Xebia Seminar, 23rd June 2011

Laurent SARRAZIN
laurent.sarrazin@simplexeo.com

Speaker
Agilitateur
Laurent SARRAZIN
Bio Speaker
Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin
exerce depuis 18 ans dans le secteur du développement ITSMf Assemblée Générale, June 2011
informatique de la banque d’investissement, exigeant en Xebia Seminar, June 2011
terme de leadership, gourmand en méthodologies et ADELI, “Autour d’un Verre”, April 4
Scrum Days, Paris, March 31
technologies de pointe.
Valtech Days, March 17
Cercle Agile, March 8
Son parcours est marqué par la mise en œuvre de Master HEC / SupTelecom / Mines – 2009, 2010, 2011
méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle ITSMF Day, Paris, Oct 2010
interculturelle. 3 années dans la Silicon Valley Indienne eSCM Annual Conference, Paris, Nov 2010
de Bangalore lui ont permis de développer une
expérience authentique.
Publications
A son retour au siège, Laurent a créé et dirige un http://sites.google.com/site/leanprove/
service d’accompagnement/coaching des équipes dans Contribution in a book (Dunod, Q2 2011)
la mise en œuvre et l’amélioration continue de solutions
offshores agiles.
Current Projects

Simplexeo (www.simplexo.com)
To Succeed with Simplexity.
Return of Experience A blend of agile value, lean principles, radical management
Context to transform our organizations, toward people delight

Investment Banking Scrumshore (www.scrumshore.com)
Captive Offshoring Agility , Lean, Collective Intelligence applied to Smart
Multi-Teams, ... Offshoring

#0 – Intro
We will not speak just about Agility,
Scrum, XP, …

We’d rather focus on Intercultural
Teams, and how Scrum is a strong

distance reducer.

#01 – Intercultural Awareness Story
Impacts of Remoteness/Distance line
Basics to succeed  Agile Benefits
Bridging with a 3rd Culture, Trust & Value Based

Attribution-NonCommercial-ShareAlike
#02 – Discover SCRUMShore
CC BY-NC-SA
This license lets others remix, tweak,
and build upon your work non-
A smart offshoring operating model,
commercially, as long as they credit you
and license their new creations under
the identical terms.
based on Scrum & focused on
Trust-Based Relationship
#03 – Extension
..for any Distributed Sourcing Mode

Extend Scrumshore to work distribution patterns:
distributed teams, fixed-price contracts ..

The Offshoring Problem Statement
Why ?

Cultural Differences
Country, corporate
intercultural gaps Loss of ..Visibility,
Distance Control, Trust
Loss of Client
Proximity
& Understanding of the Streched
context, the expectations,
Knowledge
getting feedback, ..
Limited execution
Remoteness scope, less autonomy
Loss of Teamness
Dispersed Team vs

Distributed-On-Team Coordination
Breakdown
To foster operational
efficiency

Bridging with a Third Culture
What
Culture 1

A Third
Culture

Culture 2
Individual Culture

Working with distributed teams, especially in different countries
implies to take care of cultural differences. The idea is to leverage the
richness of the differences AND bridge teams with the 3rd culture
based on SCRUM (and other agile ingredients)

The Agile Value Proposal for Offshoring
How

Intrinsic
Quality

Quality in Built-in
eXtrem IT Engineering
mindset and practices are
embedded

8

To sum’up

« Agility is not magic for distributed teams,
but a strong enabler »

Lead Site Remote Site

• High-Bandwidth • Courage, Discipline,
Communication Energy, Willingness
• Common Goals Gatekeeping  XP Values
• Continuous Feedback
• Ambassadors, X-

• Collective Onwnership
Fertilization, Trips
• Radical Transparency
• « Keep It Simple »

You do not buy the TRUST .. You have to build and groom it !

#1 - A bit of
Intercultural
Awareness

Day to Day
True Stories : Cultural Differences Situations

• Objectives Setting (definition, understanding, commitments)
Opinion
• Expectations : Explicit / Implicit, Assumptions
• Decision Making
• Perception of what is challenging
• Meetings : agenda to conclusion
Problem
• Communication (phone, meetings, interviews, …)
Solving
• Cross-Visits, Protocols
• Absences
• Learning Schemes
Anger
• Leadership Style
• Sense of Quality
• Yes / No
Self • Definition of ‘Done’
Esteem
• Clarifications, Troubleshooting, ..

• Physical Distance, Timelag
The
Manager Intercultural day-to-day real situations …

IST : Indian Stretchable Time

Time Boxing …

Direct / Indirect Intercultural Communication Patterns
http://www.danielnester.com/uploaded_images/Kaplan_RB_Cultural_Thought_Patterns_in_Intercultural_Communication_Diagram-790122.JPG

Daily Standups, Retrospective, …
Core Protocols, XP Values, ..

The Challenge : touching the values for sustainability

DO

is not

BE

Coaching REQUIRED ! To lead
the change at the values level

Cultural differences : Key Models

Geert Hofstede (2002)

Classic models dealing with intercultural
differences

Better to be
Why and How to use these models ? aware before
than after ..
To manage the
« agile intercultural paradox » (*)

-Helper ?
how agility can mitigate cultural gaps ?

-Blocker ?
how the cultural orientations can impact

(block or help) agile effectiveness
(*) tentative name ..

Quick Illustration with Hofstede

Tolerance to ambiguity,
uncertainty
 No Upfront spec/design
 KISS Rules, LEAN Process
Power of the hierarchy
 Scrum-master
command/control to manager-coach
 Radical Transparency
Burn charts, ..

Inter-Relationships
Collective ownership
Daily Meeting Reactivity to the changes
DEEP Backlog
 Iterative & Incremental

Overview of Scrum vs Cultural Attributes
http://hasith.net/documents/Culturally_Distributed_Scrum.pdf

Conclusion : Agility as a NEGOTIATED Third Culture

Culture 1

<!> Agile Intercultural
The Third Paradox <!>
Culture

Culture 2

 Good to have Agility as an opportunity to bridge teams
with a 3rd Culture, AND take care of the “agile intercultural
paradox”


#2 - Discover
ScrumShore

The 3 Components of SCRUMShore

ONE Team Spirit

Smart Team Work

Evolutive Iterative &
Incremental
Delivery Model
 Features Teams

SCRUMShore is a trust-based operating model, fostering the ONE
TEAM Spirit, relying on SCRUM and a SMART transition path

Component #01 : the Foundations

ONE Team
ONE Team Spirit ONE Culture = We are equal Shared Vision
Common Goals
Unified Working Principles
We are within the same company !
“us” / “them” syndrome killer
No SLAs, No penalty, … Distance Reducer
But virtual distributed teams
Client Accountability Delivery Capabilities
Client Proximity Execution Capacity
Integration, Roll-Out Feature Team

3 Perspectives
a good way to structure the thinking /
design / implementation of your
partnership.

Infinite reusability …

The key enabler : 2 simple concepts to envision the ONE TEAM Spirit.
Leveraging Edouard De Bono : Lateral Thinking

Component #02 : The SMART TeamWork Foundations

View 1 : High-level
Goals & Roles Distribution View 2 : Detailed Work Distribution
 Mutual Expectations  Working Mix
#1 Roles
Distribution

View 4 : Vertical Interactions
 Expectation, Communication,
Deliverables, Tools, … #4 Vertical
ONE #2
Collaboration
Team Working Mix

View 3 : Horizontal Interactions
 Expectations, Communication,
Deliverables, Tools, …
#3
Horizontal
Collaboration

 We push teams to define a clear cut working manifesto, write
down their mutual expectations, shared commitment.
 Real Coaching (with an exercise book)
 We avoid the RACI spirit

Component #03a : Distributed SCRUM + XP

 Distribute across the 2 sites : the agile and lean software principles
 Apply SCRUM as-it-is (SCRUM is enough lean and “kiss”. Kill the “yes/buts” )
 Iteration-pipelining has been introduced on need basis
(C. Larman in Bangalore in 2006)
 We apply XP Core Engineering Practices : TDD, CI, JIT Design,..

Component #03b : Evolutive Delivery Model
Value
Scale
3 Ultimate

2 Optimized

1 Initial

 Foster Loose-Coupling,
 Enable Remote Empowerment
 Build Remote Autonomy
 Minimize Back & Forth, Latency

HOW-TO (1/3): Sketch your operating model by following the
user stories …

On a whiteboard, together
Apply the various SCRUM + XP Business IT IT
elements to define

•Who is charge of what

•How you will manage the various
Governance
scrum ceremonies

•How you will monitor the activities
based on scrum indicators +
outcomes of your engineering

 Carve your working manifesto in Functional
the “Sourcing Agreement”

Technical

Sourcing
Engagement

user stories …

Sprint Planning
SCRUM Checklist
SCRUM Roles Business IT IT
Product Owner
Scrum Master Product Remote
Scrum Team Owner Scrum
Master
SCRUM Artefacts
Product Backlog
Product Burn Up Chart Iteration
Iteration backlog Product User Day Backlog Day
Iteration Burndown Backlog Stories Lead
Velocity Scrum
Master Remore
Scrum
Team
SCRUM Ceremonies
Iteration Planning
Daily Scrum Meeting
Iteration Review
Iteration Retrospective

Local
Scrum
Team
Products
Increments

Retrospective Sprint Review

user stories …

Project Y

Project X

Exercise Book : to Guide You in this Journey

Vision /
Charter

Horiontal
Collaborations
Vision /
Charter
S.M.A.R.T
Goals
Working
Areas

Self

Test

Checklist : : « Flower of Success »

Good Starts /
Bad Starts begin
here …

Based of our experience, here are the basics to succeed
(teams called it the ‘flower of success’, and also used it as a simple and quick diagnosis-checklist).
 Easy to see where agility is at stakes


ROTI
Q&A
Next Steps
#3 - Outro

Next Steps

Apply Scrumshore to
other kinds of sourcing
Distributed Team, ATG, Fixed Price

Leverage
« Agile Contracting
Models »

Going beyond Captive Offshoring, and leverage ScrumShore to
support our Sourcing Strategy
… comin’ soon : Scrumshore & eSCM mapping

Take
Aways

ScrumShore
Lean Distance
Reducer

Trust Builder


Q&A


Merci

Some References

Challenges in Applying Scrum Methodology on Culturally Distributed Teams
http://hasith.net/documents/Culturally_Distributed_Scrum.pdf

Analyzing Intercultural Factors Affecting Global Software Development
Philippe Kruchten
http://www.kruchten.com/site/publications.html

Investigating Cultural Differences in Virtual Software Teams, G. Dafoulas
http://www.ejisdc.org/ojs2/index.php/ejisdc/article/view/37

THE IMPACT OF INTERCULTURAL FACTORS ON GLOBAL SOFTWARE DEVELOPMENT
ftp://ftp.eng.auburn.edu/pub/mynenls/.../software.pdf

On Empirical Research Into Scrum
www.scrumalliance.org/resource_download/989

Geert Hofstede Cultural Dimensions
www.geert-hofstede.com/

Rosinski’s Cultural Orientation Framework

http://www.philrosinski.com/

Ingredient #02 : Lateral Thinking, Edouard de Bono

A powerful approach for creative thinking, problem solving.
Enable a group to be synchronized on a single perspective at a
time, and go perspective by perspective.
Agile Tip : a great way to conduct retrospective.

Ingredient #01 : 5 Dysfunctions of a Team
Trust !!

Without trust, nothing will work

Scrumshore 2011-06-23-xebia-v1.0b

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