going large staying small

goingLARGE by staying small

presented byBelo Horizonte, June 2009

running large projects & whole organisations with Scrum

Mittwoch, 3. Juni 2009

Who is this no-name in YOUR country?

before Scrum ...

Philosophy and Soziology

EDS | BroadVision |

I knew how to make projects work the

traditional way

CMM 2 - Pilot Project

CMM 3internal trainer at EDS in 1999

2002Mittwoch, 3. Juni 2009

and then the challenge

Build it faster and more reliable again!

traditional way would not work ...No Way!

First Scrum

Certified ScrumMaster

1st Certified ScrumTrainer

2005 first teams with people size up

to 50 personsMittwoch, 3. Juni 2009

2006 first teams with people size up to 100

persons and distributed environment

2008 number of people trained goes beyond 3000

2009 - the circle closes ... Now whole companies wants to do big bang implementations ... We help them doing it:

so let’s start ....

Most companies started with a handful of people

<than 8 people

grow ....

then they

Features Delivered per Team

from a presentation of salesforce.comScrum Gathering Stockholm 2008

2000 2001 2002 2003 2004 2005 2006

Days between Major Releases

Lack of visibility

Resource Bottlenecks

Unpredictable release dates

Lack of responsiveness, lack of team alignment on priorities

Unhappy customers

Gradual productivity decline as the team grew

The claim of most managers and business people is a reflex. They say ....

We need to structure and organize more .... We need better processes, we need better tools, we need better people.

The claim of most manager and business people is a reflex they say ....

traditional answer ...

➡ team and line management

➡ project management

➡ portfolio management

traditional answer ...

goingLARGE

control going

Taylor work

partswhole is split into

profession becomes

disciplinesMittwoch, 3. Juni 2009

knowledge goeschecklist

organization slowes

factories are numbers

departments are numbers

people are numbers

Result Mittwoch, 3. Juni 2009

You loosecollaboration

trustYou loose

You loosemotivation

peopleYou loose

quality of ...You loose

processMittwoch, 3. Juni 2009

productMittwoch, 3. Juni 2009

life Mittwoch, 3. Juni 2009

in other words ....

bureaucracy:

in other words ....

bureaucracy: centralistic

in other words ....

bureaucracy: centralistichierarchy

in other words ....

bureaucracy: centralistichierarchydominant

in other words ....

slowprocess driven

in other words ....

slowprocess driven

non agile

or you go another path...

staying:

human-centricor you go another path...

staying:

human-centricflat

staying:

human-centricflatfederalistic

staying:

human-centricflatfederalisticdistributed

staying:

human-centricflatfederalisticdistributedinnovative

staying:

human-centricflatfederalisticdistributedinnovativeagile

staying:

human-centricflatfederalisticdistributedinnovativeagilere-inventing

staying:

human-centricflatfederalisticdistributedinnovativeagilere-inventingfast

staying:

How?Mittwoch, 3. Juni 2009

the agile answer ... stolen from Pixar, Ed Catmull

Empower your creatives,

create a

peer culture,Mittwoch, 3. Juni 2009

free up

communication,Mittwoch, 3. Juni 2009

craft a

learning environment

Get more out ofpost mortems.

Is there a path or a guideline that can help you ...?

ScrumMittwoch, 3. Juni 2009

Scrum is not a ...

Scrum is Scrum

emphasis in on the team

A team can do90% of the work!

“Train the team members so that every team member is able do 90% of the tasks given to the team.” (Tom Peters)

“Scrum is faster, better, cooler!It’s the way we first built software at Yahoo, yet it‘s scalable to large, distributed, and outsourced teams.” Yahoo Chief Product Owner

“It looks like the way we build softwarehere at Rockstar Vienna in the beginning, now we use it in a large organization.”

what the companies achieved ...

look atdelivery

delivery most important functionality in 2 weeks

bug free in 6 weeks

delivery

delivery business had no ideas anymore after 8 weeks

look atquality

no overtimequality

all team members know the whole code base

quality

quality bugs get not managed they got fixed immediately

quality of life“I can contribute”

“I can grow”quality of life

quality of life“We can do it together”

salesforce.comcase of ...

Since implementing our iterative development methodology which enables us to deliver more frequent releases, we have seen statistically significant improvements in our satisfactions scores across our service attributes from our features to our platform. ”

Wendy CloseSalesforce Customer Satisfaction Survey

Sr. Manager Product Marketing Salesforce.com

(Source: Salesforce.com Relationship survey, conducted by independent third party CustomerSat Inc., July 07 and Feb. 08. Sample size equals 4000+ randomly selected worldwide respondents from all size companies and industry sectors.)

94of customers that indicate they

definitely or probably will recommend salesforce.com to others

* Source: Salesforce.com Relationship survey

+61improvement in

“mean time to release” for major releases in 2007

Increase in feature requests delivered - 2007 v. 2006

Increase in feature requests delivered per developer - 2007 v. 2006

Simple is better. With our agile approach to product development we've put our amazing people in charge. They work as a team to do the right thing for the customers, their fellow employees and our shareholders. ”

“Todd McKinnon

Sr. Vice President Research & Development

Salesforce.com

Our teams are happier…Mittwoch, 3. Juni 2009

of respondents believe ADM is an effective approach for their scrum teams

of respondents believe the quality of our products have improved or stayed the same

* 51% say our quality has improved

89 %of respondents are having the “best time” or a

“good time” at Salesforce* 49% improvement from pre-ADM

of respondents would recommend ADM to their colleagues inside or

outside Salesforce

Do you want this?

What needs to be done?

#1 company backlog

Get one for all!

#2 define roles &responsibilities

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

Sprint # 1 Sprint # 2 Sprint # 3

PR O D U C T O W N E R

PB PBPB PB

Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!

Release

Version 1.2

Releaseplan Update

version 0.0 version 1.0 version 1.2 version 2.0

C U S T O M E R C U S T O M E R

C U S T O M E R

M A N A G E R

M A N A G E R M A N A G E R

.......

g 1 .......

T E A M

SC R U M M A S T E R

U S E R U S E R

WHAT to do - Sprint Planning 1

Analyse

HOW to do - Sprint Planning 2 CHECK it - Daily Scrum

Understand

T E A M

138203

PlanningPoker

SIZE it - Estimation Meeting

prioritized

Tactical Level

Strategic Level

immediately ...

3 days

stick to your teams#4

Train them so that they can do the whole work!

#5 make teams cross-functional

synchronize sprints#6Sprint planning 1

Sprint planning 2

create a #7 Product Owner Team

problem no. 1Your Change Agent:Far too often, people fear to be a good ScrumMaster. They do not have the standing!

He says “No”.He fights for „the poor”.

professionalization

• software development• product development• finanical numbers

“We do not need to do xxx, we do Scrum.”“We can do what we want.”“I am not important anymore - it is the team.”

fight the resistance• traditional management• traditional engineering• laziness of thinking

What do we do with our clients?

organizational level

Get the buy in from executive management

We worked with the executivesto create the overall company backlog.

example

Choose for your pilot the most important project

or part of you company

sense of urgency

implementation

The most important functionality is the one you build first > that let to the fact that

all other projects could be implemented faster.

example

Create a in-house roll-out team, that leads the implementation

organizational wide

the guiding team

implementation

We get 1 or 2 persons in a companywho are responsible in-house.

example

Know where you are and where you want to be

vision and strategies

implementation

We work with setting up ScrumMasterWeekly`s that help us to guide the implementation

in case we are not there.

example

Training and short introductions into what we do, intranet

and our checklists

communication

implementation

A 3 hour tutorial before the next big sprint planning helps everybody to understand what is expected from them.

example

Working with managers to understand the role of the teams

empowerment

implementation

Helping middle managers to understand the new role. The new responsibilities they have to live and

we helped them to understand what they do not know about leadership.

example

Deliver one functionality the first time - fully done!!!

short term win

implementation

1 sprint - most imporant thing2 sprint - focus on improvement3 sprint - bug free environment

example

Work with your client on long term relationship ... No!

It is not about business grow.

never letting up

implementation

We work now with the architects, we help to improve leadership skills.....

example

Work with the next part of your organization

and keep walking around

making change stick

implementation

salesforce.com

example

Continuous Improvement

“Agile Launch”Big Bang Rollout

January OctoberAprilOctober JanuaryJuly

Rollout Adoption Excellence Expansion

144 146 148 150 152 154

1. A sense of urgency 2. The guiding team 3. Vision and strategies 4. Communication 5. Empowerment 6. Short-term wins 7. Never letting up 8. Making change stick

Leading Changeread:

Sprint # 4

g 1 .......

VISION

Product Idea

The Scrum Flow

Releaseplan

Product Backlog

Sprint # 1 Sprint # 2 Sprint # 3

PR O D U C T O W N E R

PB PBPB PB

Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!

Release

Version 1.2

Releaseplan Update

C U S T O M E R C U S T O M E R

C U S T O M E R

M A N A G E R

M A N A G E R M A N A G E R

.......

g 1 .......

T E A M

SC R U M M A S T E R

U S E R U S E R

WHAT to do - Sprint Planning 1

Analyse

HOW to do - Sprint Planning 2 CHECK it - Daily Scrum

Understand

T E A M

138203

4013 3

100?20

PlanningPoker

SIZE it - Estimation Meeting

prioritized

Tactical Level

Strategic Level?

going large staying small

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