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ScrumShore 2.0 For Playful Offshoring Agile Day Tunisia, 2d June 2012

Laurent SARRAZIN laurent.sarrazin@simplexeo.com

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Speaker

Laurent SARRAZIN laurent.sarrazin@simplexeo.com

Bio Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin exerce depuis 18 ans dans le secteur du développement informatique de la banque d’investissement, exigeant en terme de leadership, gourmand en méthodologies et technologies de pointe. Son parcours est marqué par la mise en œuvre de méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle interculturelle. 3 années dans la Silicon Valley Indienne de Bangalore lui ont permis de développer une expérience authentique. A son retour au siège, Laurent a créé et dirige l’ITEC AGILE CENTER, un service d’accompagnement/coaching des équipes dans la mise en œuvre et l’amélioration continue de solutions offshores agiles.

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

Scrumshore (www.scrumshore.com) Agility , Lean, Collective Intelligence applied to Smart Offshoring

Speaker Agile France, May 2012 Agile Grenoble, Nov 2012 Agile Tour Rennes, Oct 2012 ITSMf , 2010, 2011, 2012 French Scrum Day, 2011, 2012 Valtech Days, 2010, 2012 eSCM Annual Conference, 2010

Teacher – from 2009 onw

Master and Master Exec HEC / Mines/ SupTelecom

Agilitateur

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Story of the

Day

A big issue with offshoring : The Distance

A great idea : let’s use agility as bridge

But we just missed that cultures may not fit so easily with agility

Let’s try with ScrumShore !

.. And build a strong partnership with a playful spirit

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The Problem Statement

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Cultural Differences Country, corporate

intercultural gaps

Loss of Client

Proximity Understanding of the

context, the expectations,

getting feedback, ..

Loss of Teamness Dispersed Team vs

Distributed-On-Team

Loss of ..Visibility,

Control, Trust

Streched

Knowledge Limited execution

scope, less autonomy

Coordination

Breakdown To foster operational

efficiency

The Offshoring Problem Statement

Distance

&

Remoteness

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The Magical Idea ?

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Bridging with a Third Culture

Culture 1

Culture 2

A Third Culture

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)

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The Agile Value Proposal for Offshoring

8

Intrinsic

Quality

Quality in Built-in

eXtrem IT Engineering mindset and practices are

embedded

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Inter- Cultural

Orientations

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True Stories : Cultural Differences

Opinion

Anger

Problem Solving

The Manager

Self Esteem

• Objectives Setting (definition, understanding, commitments)

• Expectations : Explicit / Implicit, Assumptions

• Decision Making

• Perception of what is challenging

• Meetings : agenda to conclusion

• Communication (phone, meetings, interviews, …)

• Cross-Visits, Protocols

• Absences

• Learning Schemes

• Leadership Style

• Sense of Quality

• Yes / No

• Definition of ‘Done’

• Clarifications, Troubleshooting, ..

• Physical Distance, Timelag

Day to Day Situations

Intercultural day-to-day real situations …

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IST : Indian Stretchable Time

Time Boxing …

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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, ..

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The Challenge : touching the values for sustainability

DO is not

BE

Coaching REQUIRED ! To lead the change at the values level

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Cultural differences : Key Models

Geert Hofstede (2002)

Classic models dealing with intercultural differences

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Why and How to use these models ?

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 ..

Better to be aware before than after ..

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Quick Illustration with Hofstede

Power of the hierarchy Scrum-master command/control to manager-coach

Radical Transparency Burn charts, ..

Inter-Relationships Collective ownership Daily Meeting

Tolerance to ambiguity, uncertainty No Upfront spec/design KISS Rules, LEAN Process

Reactivity to the changes DEEP Backlog Iterative & Incremental

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Exploring the Arab Culture Source : http://geert-hofstede.com/arab-world-egiqkwlblysa.html (based on scores for Egypt, Iraq, Kuwait, Lebanon, Libya, Saudi Arabia)

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

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To Sum’Up : Take Care ;)

Culture 1

Culture 2

The Third Culture

<!> Agile Intercultural Paradox <!>

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

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Idea #02 SCRUM Shore

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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

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Lead Site Client Accountability Client Proximity Integration, Roll-Out

Remote Site Delivery Capabilities Execution Capacity Feature Team

ONE Team ONE Culture = We are equal Shared Vision Common Goals Unified Working Principles “us” / “them” syndrome killer Distance Reducer

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

Infinite reusability …

ONE Team Spirit We are within the same company !

No SLAs, No penalty, … But virtual distributed teams

Component #01 : the Foundations

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

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

Without trust, nothing will work

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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.

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View 1 : High-level Goals & Roles Distribution Mutual Expectations

View 2 : Detailed Work Distribution Working Mix

View 3 : Horizontal Interactions Expectations, Communication, Deliverables, Tools, …

View 4 : Vertical Interactions Expectation, Communication, Deliverables, Tools, …

ONE Team

#1 Roles Distribution

#2

Working Mix

#3 Horizontal

Collaboration

#4 Vertical Collaboration

Component #02 : The SMART TeamWork Foundations

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

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Maximized Value Best savings

Optimized Value Significant savings

Initial Value Moderate Savings

Value Stream

Evolutive Delivery Model From Shared to Managed Delivery Developments Value-Based Evolution, driven by success conditions

Shared Development Deliveries are co-developed at both locations Lead Site : Client Requirement and Integration Both Sites : Shared delivery activities Significant coupling between sites limiting the value

Feature-Driven Development Delivery activities are segregated Lead Site : Client Requirement and Integration Remote Site : High autonomy on delivery activities Light coupling leading higher productivity

Managed Delivery Development Client Exposure for Remote Site Lead Site : Client Accountability and Integration Remote Site : High autonomy on delivery activities Loose coupling unleashing the highest productivity

Limited use of remote execution capacity Limited Remote Domain Knowledge

Optimal use of remote execution capacity Higher Collective Ownership Domain knowledge at remote site

Maximized use of remote execution capacity Client Exposure instilling higher understanding of the requirements, constraints, expectations

Success Conditions / Trigger Mature remote site capabilities Established Distributed TeamWork Interfaces

Success Conditions / Trigger Good to kick-start an activity

Success Conditions / Trigger Matured Client Relationship Enforced Release Mgt

Feature-Driven Managed

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Component #03b : Evolutive Delivery Model

1

2

3

Value Scale

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

Initial

Optimized

Ultimate

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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,..

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Play ! (but seriously ;)

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Plenty of « Serious Games » + a Place : the

PlayRoom

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Round 01 - The Collective GOALS

A first set of easy games to carve our collective and

SMART goals

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Round 02 : How it works

The Start Your Day Game, With the wheel of respect

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Round 03 : Who is doing what ?

Project X

Project Y

The Give & Take Game. Forget the RACIs !!

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To know more

Plongez dans les Références

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www.scrumshore.com

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Q&A

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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/

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INDIA • Power distance

• This dimension deals with the fact that all individuals in societies are not equal – it expresses the attitude of the culture towards these inequalities amongst us.

• Power distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed inequally.

• India scores high on this dimension, 77, indicating an appreciation for hierarchy and a Top – Down Structure in society and Organizations. If one were to encapsulate the Indian attitude, one could use the following words and phrases : dependent on the boss or the powerholder for direction, acceptance of un-equal rights between the power-priviledged and those who are lesser down in the pecking order, immediate superiors accessible but one layer above less so, paternalistic leader, management directs, gives reason / meaning to ones work life and rewards in exchange for loyalty from employees. Real Power is centralized even though it may not appear to be and managers count on the obedience of their team members.Employees expect to be directed clearly as to their functions and what is expected of them. Control is familiar, even a psychological security, and attitude towards managers are formal even if one is on first name basis. Communication is top down and directive in its style and often feedback which is negative is never offered up the ladder.

• Individualism

• The fundamental issue addressed by this dimension is the degree of interdependence a society maintains among its members. It has to do with whether people´s self-image is defined in terms of “I” or “We”.

• In Individualist societies people are supposed to look after themselves and their direct family only. In Collectivist societies people belong to ‘in groups’ that take care of them in exchange for loyalty.

• India, with a score of 48 is a society with clear collectivistic traits. This means that there is a high preference for belonging to a larger social framework in which individuals are expected to act in accordance to the greater good of one’s defined in-group(s). In such situations, the actions of the individual are influenced by various concepts such as the opinion of one’s family, extended family, neighbours, work group and other such wider social networks that one has some affiliation toward. For a collectivist, to be rejected by one’s peers or to be thought lowly of by one’s extended and immediate in-groups, leaves him or her rudderless and with a sense of intense emptyness. The employer/employee relationship is one of expectations based on expectations – Loyalty by the employee and almost familial protection by the Employer. Hiring and promotion decisions are often made based on relationships which are the key to everything in a Collectivist society.

• Masculinity / Feminity • A high score (masculine) on this dimension indicates that the society will be driven by

competition, achievement and success, with success being defined by the winner / best in field – a value system that starts in school and continues throughout organisational behaviour.

• A low score (feminine) on the dimension means that the dominant values in society are caring for others and quality of life. A feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable. The fundamental issue here is what motivates people, wanting to be the best (masculine) or liking what you do (feminine).

• India scores 56 on this dimension and is thus considered a masculine society. Even though it is mildy above the mid range in score, India is actually very masculine in terms of visual display of success and power. The designer brand lable, the flash and bling that goes with advertising one’s success, is widely practiced. However, India is also a spritual country with millions of deities and various religious philosophies. It is also an ancient country with one of the longest surviving cultures which gives it ample lessons in the value of humility and abstinence. This often reigns in people from indulging in Masculine displays to the extent that they might be naturally inclined to. In more Masculine countries the focus is on success and achievements, validated by material gains . Work is the center of one’s life and visible symbols of success in the work place is very important.

• Uncertainty avoidance • The dimension Uncertainty Avoidance has to do with the way that a society deals with the fact

that the future can never be known: should we try to control the future or just let it happen? This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety in different ways. The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these is reflected in the UAI score.

• India scores 40 on this dimension and thus has a medium low preference for avoiding uncertainty. In India there is acceptance of imperfection; nothing has to be perfect nor has to go exactly as planned. India is traditionally a patient country where tolerance for the unexpected is high ; even welcomed as a break from monotony. People generally do not feel driven and compelled to take action-initiatives and comfortably settle into established rolls and routines without questioning. Rules are often in place just to be circumvented and one relies on innovative methods to “bypass the system”. A word used often is “adjust” and means a wide range of things, from turning a blind eye to rules being flouted to finding a unique and inventive solution to a seemingly unsurmoutable problem. It is this attitude that is both the cause of misery as well as the most empowering aspect of the country. There is a saying that “nothing is impossible” in India, so long as one knows how to “adjust”.

• Long term orientation • The long term orientation dimension is closely related to the teachings of Confucius and can be

interpreted as dealing with society’s search for virtue, the extent to which a society shows a pragmatic future-oriented perspective rather than a conventional historical short-term point of view.

• The Indians score 61, making it a long term, pragmatic culture. In India the concept of “karma” dominates religious and philosophical thought. Time is not linear, and thus not as important as to western societies which typically score low on this dimension. Countries like India have a great tolerance for religious views from all over the world – Hinduism is often considered a philosophy more than even a religion; an amalgamation of ideas, views, practices and esoteric beliefs. In India there is an acceptance that there are many truths and often depends on the seeker. Societies that have a high score on Long Term Orientation, typically forgive lack of punctuality, a changing game-plan based on changing reality and a general comfort with discovering the fated path as one goes along rather than playing to an exact plan.

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FRANCE

• Power distance This dimension deals with the fact that all individuals in societies are not equal – it expresses the attitude of the culture towards these inequalities amongst us. Power distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally. With a score of 68, France scores high on the scale of the PDI. It is therefore a society in which inequalities are accepted. Hierarchy is needed if not existential; the superiors may have privileges and are often inaccessible. The power is highly centralized in France, as well as Paris centralizes administrations, transports etc. In management, the attitude towards managers is more formal, the information flow is hierarchical. The way information is controlled is even associated with power, therefore unequally distributed.

• Individualism The fundamental issue addressed by this dimension is the degree of interdependence a society maintains among its members. It has to do with whether people´s self-image is defined in terms of “I” or “We”. In Individualist societies people are supposed to look after themselves and their direct family only. In Collectivist societies people belong to ‘in groups’ that take care of them in exchange for loyalty. At 71 France scores high on the individualistic index. This means that the French favor individual and private opinions, taking care of themselves and immediate family rather than belonging to a group. In the work environment, the relationship with work is contract based, the focus is on the task and autonomy is favored. The communication is direct and everyone is allowed to speak up, voice out their opinions even more if they do not agree. The management is the management of individuals and the recognition of one‘s work is expected.

• Masculinity / Femininity A high score (masculine) on this dimension indicates that the society will be driven by competition, achievement and success, with success being defined by the winner / best in field – a value system that starts in school and continues throughout organisational behaviour. A low score (feminine) on the dimension means that the dominant values in society are caring for others and quality of life. A feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable. The fundamental issue here is what motivates people, wanting to be the best (masculine) or liking what you do (feminine). With 43, France is a relatively Feminine country. With its famous welfare system (securité sociale), their 35 working hours/week and 5 weeks holidays per year, France cares for its quality of life and focuses more on work in order to live than the reverse. Competition amongst work colleagues is usually not favored as feminine societies have more sympathy for the underdog. And material signs of success, especially flashy ones, should not be too visible. The management should be supportive and dialogue should help resolve conflicts.

• Uncertainty avoidance The dimension Uncertainty Avoidance has to do with the way that a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety in different ways. The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these is reflected in the UAI score. At 86 France has one the highest scores on the UAI Index. Certainty is often reached through academic work and concepts that can respond for the need of detail, context, and background. Teachings and trainings are more inductive. In management structure, rules and security are welcome and if lacking, it creates stress. Therefore planning is favored, some level of expertise welcome, when change policies on the other hand are considered stressful.

• Long term orientation The long term orientation dimension is closely related to the teachings of Confucius and can be interpreted as dealing with society’s search for virtue, the extent to which a society shows a pragmatic future-oriented perspective rather than a conventional historical short-term point of view. At 39 France is a short term oriented society. This means a great respect for tradition as well as a need for norms and absolute truth as guidelines. In terms of business this short term orientation focuses on quick results i.e. companies are driven by quarterly results. Consumption is driven by immediate gratification, sensitivity to social trends and rituals. There’s not much focus on saving. Management is based on self reliance, personal achievement, hard work and managers are judged on short term results.