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The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarters Using Scrum - GSGDev22 - Yuval Yeret.pdf
The document discusses the application of Scrum methodology at Gillette's shaving headquarters to enhance agility and program scale management. Key takeaways include the importance of visibility, collaboration, and autonomy, while also highlighting challenges such as resource allocation and adherence to Scrum principles. The ultimate goal is to effectively implement Scrum across all teams, optimizing both process and product development.
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The Best A Man Can Get - Improving Agility in the World’s Shaving Headquarters Using Scrum - GSGDev22 - Yuval Yeret.pdf
- 1. Business Use “The BestA Man Can Get”: Improving Agility in the World’s Shaving Headquarters Using Scrum Yuval Yeret, Professional Scrum Trainer, SAFe Fellow, AgileSparks
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- 3. Business Use WE’LL STOPMAKING RAZOR BLADES WHEN WE CAN’T KEEP MAKING THEM BETTER.
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- 5. Business Use 1985 ATRA PLUS/ CONTOURPLUS 1903 SAFETY RAZOR 1971 TRAC II/GII 1989 SENSOR 1994 SENSOR EXCEL 1998 MACH3 2005 FUSION5 2010 FUSION5 PROGLIDE 2015 GILLETTE FLEXBALL 2016 FUSION5 PROSHIELD 1977 ATRA/ CONTOUR CLOSER SHAVE WITH FLEXBALL TECHNOLOGY WITH FLEXBALL TECHNOLOGY
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- 7. Business Use So whatdid we do?
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- 9. Business Use http://www.growingagile.co.za/2013 /12/the-stacey-matrix-revisited/ Design the execution (Empirical) Execute thedesign (Predictive) Maximize impact in- market (Empirical) Explore new horizons
- 10. Business Use Stakeholders 7 development teams (>55 people) Integration team Obstacle removal team POsand scrum- masters CPO team 2 FIGURE OUT A BLUEPRINT backlog
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- 13. Business Use How didwe tackle the scale of the program?
- 14. Business Use If youhad to choose one Scrum Event…
- 15. Business Use What doesan Increment look like? • Scrum Guide 2017 - Potentially Releasable? • Scrum Guide 2020 - Useful / Valuable • For us – Definition of Done should enable validated learning and decision making around the path forward
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- 17. Business Use RETROSPECTIVE What worked– top themes 1. Visibility across entire program (Technical/Commercial), particularly during SCRUM Integration team meetings and Sprint Reviews (2 Teams) 2. Daily meetings add structure and help make sure everyone is on the same page & supported, reduces the need for extraneous meetings, and necessary to keep rapid pace (4 Teams) 3. Frequent, consistent touches with sponsors allowing for quick pivot in direction if needed, less overall re-work (3 Teams) 4. Collaboration Internally Amongst Team and Externally w/Other Teams allowing quicker learning iterations (3 Teams) 5. Autonomy for the development team enabled speed and efficiency
- 18. Business Use RETROSPECTIVE Opportunities forimprovement – top themes 1. Fully implementing scrum operational support processes was lacking particularly once WFH implemented, dedicated space, Sprint Board, Dependencies, Kanban (4 Teams) 2. Scrum principles and structure not completely followed; teams ended up still having to make multiple versions of presentations vs. messy working meetings due to different levels of sponsor reviews (4 Teams) 3. Challenging to get dedicated resources who can provide >50% of their time, and even be able to support multiple teams (3 Teams) 4. While Sprint reviews were a great way to see the progress of all teams, they were sometimes quite long and we were not always able to include all teams in reviews. (3 Teams)
- 19. Business Use Shifts andtensions Shifts • Dedication • Prioritization • Culture Tensions • Decision making/ engagement • Servant leadership • Capacity
- 20. Business Use Scaling beyondone successful program
- 21. Business Use The ProductOwner / Scrum Team Evolution Category / Brand Product Team
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- 23. Business Use Next? Stakeholders Sprints Backlog POs Our scalingjourney – So far Based on pain and principles culture Org design tools
- 24. Business Use V4.0.0 © 2016Scaled Agile, Inc. All Rights Reserved.
- 25. Business Use Breakout Discussion •Gillette Leadership is bought in. They want Scrum implemented in all programs/teams. • You’re a team figuring out some change management aspects – and you’re concerned it’s going to be too hard for everyone to go “Full Head-on Scrum” and it will drive some resistance/dysfunction. • Think through how to position Scrum to the organization. Which would be your HARD points for everyone to follow? (Other items would be recommended but not mandatory) • Prioritize Scrum aspects – Keeping Scrum SPIRIT and Empiricism in mind – What’s the Scrum MVC (Minimum Viable Change)? • Any other thoughts on how to position the change?
- 26. Business Use Scaled Scrum •MultipleScrum Teams •Program Increment – quarterly cycle across teams •Integrated Increment every Sprint Scrum •Follow Scrum Guide on Roles, Artifacts, Events •Focused, Dedicated Team and PO •Follow Scrum Values/Culture more closely Sprints •Timebox of 1 month or less •Holistic Increment reviewed with Stakeholders every Sprint for inspection and adaptation •Work driven by Product Backlog ordered by Value and Learning priorities Scrum Guide AND FULLY FOLLOW Scrum Spirit PARTIALLY follow Scrum Rules
- 27. Business Use Sprints ApproachHardpoints 27 Roles • Product Ownership – Identify (Not necessarily PO) • Developers - Identified • Scrum Master – at a minimum, Identify coaching contact • Stakeholders – clearly identified Artifacts • Product Backlog – Clear, Ordered, Evolving • Sprint Backlog • Increment – Useful and Valuable Events • Sprint – Fixed Length, up to 30 days long • Sprint Planning • Daily Scrum – Continuously inspect & Adapt throughout Sprint. Meeting is one optional way to do it. • Sprint Review - Must happen, SHOULD be informal and open/transparent with minimal overhead. • Sprint Retrospective Values / Culture Strive towards the Scrum spirit/values in order to support Empiricism, even if not following the full Scrum rules.
- 28. Business Use KEY TAKEOUTS Lookfor sources of pain and use Agile tools to address them – don’t make Agile tools the pain Empower teams Find a leader to help
- 29. Business Use PERSONAL TAKEAWAYS • Leavethe dogma at home – Pragmatism to a fault – to the point it made me uncomfortable • The core of Scrum works well for many sorts of complex multi-disciplinary problems once you shed away some of the software/technology oriented layers • Another example of the constant tradeoff between wanting to scale fast and the desire for people to choose/pull for themselves. • Who’s the right Scrum Master for the organization is a continuing mystery.
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