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Scaling Scrum3 CONTINENTS ● 6 LOCATIONS ● 150 TEAM MEMBERS

Ravi VermaTHE ORG WHISPERER

© SmoothApps 2012

2www.synerzip.com 22© SmoothApps 2012

Agenda

• Why

• What

• When

• How

• Q&A


Why

• Typical SW Org

�Scrum is a

means to an

end…


Why

• Change is painful

�Especially for leaders

• Share proven techniques

�Suggest short cuts

• Reduce your pain, anxiety

“Recapture the magic

of making software”


What

• Context…

�$1B Marketing Company

�New CIO, Sr. Dir.

• Full on IT Transformation

• Believers in Agile

�Engaged as Agile Coach


What

• 3 Continents

• 6 Locations

�US(3), UK(1), India(2)

�2 Outsourcing / Offshoring vendors

• ~150 Team Members

• ~9 Months


When

• Jul: Assessment

• Aug: Pilot, 2 teams

• Sep: 5 teams

• Oct: 11 teams

• Nov: 15 teams (consolidated to 13 later)

• Dec: Business Training

• Jan: Transition Training

• Feb: Coaching, support

• Mar: Roll-off


How

• Compass: Point to destination

• Dashboard: Progress, corrections

• Framework: Organize the journey


8 Steps for

Scaling Agile

• Caveats…�Not sequential

�Not universal

�Helped me stay organized

�Tweak / Make your own


1. Gap Assessment

• Starting Point

�Low process→No process

�Heavily adjusted Scrum on 1 team

�Some familiarity with basics of Scrum

�Skepticism, concerns


1. Gap Assessment

• 14 Interviews…

�How do things work now?

�What are the challenges?

�How can we make things better?


1. Gap Assessment

Group

→

Level ↓PM BA Dev QA DBA

Sys

Integ.Support

CIO

Sr. Dir.

Dir.

Sr. Mgr.

Mgr.

Lead

Indiv.

Contrib.

Locations

L1

L2

L3

L4

L5

L6

• 14 Interviews (month 1 only)


1. Gap Assessment

• Business: ROI? Process?

• CIO: Partnership with Business

• Sr. Dir: Project velocity, release plans

• Dir: D2D loading / what-if analysis

• Mgr: Too many changes, burn out

• Dev: To-do? Integration nightmare

• QA: Test what?


• Common patterns

• 10 point compass1. Single Process

2. Predictability

3. Visibility

4. Loading

5. What-If

2. Compass

6. Estimation

7. KT

8. Quality

9. Technical Debt

10.Business Delight


3. Proposal

• Thin wrapper on Scrum

• Cross functional teams�Primary & Backup Scrum Master

�Included BA/PO, Dev, QA

�Included offshore team members – Vendor 1

• ScrumBut’s�Vendor 2 could not participate

�Teams along tech. boundaries


3. Proposal

• 4 week sprints

�Monthly Sprint Planning, Demo

�Weekly Backlog grooming – 60 minutes

�Daily Scrums – 9:00 AM to 9:15 AM*

• ScrumBut: Some resistance (MWF)

�Daily SOS – 10:00 AM to 10:25 AM*

* +45/35 min break-outs if needed


3. Proposal

• Backlog

�One Enterprise proj. backlog

• Ranking by directors

• Stored in online tool

�Separate team features backlogs

• Decomposed by BA’s

• Stored in Excel / SharePoint

�X-Team feat. alignment at SOS


3. Proposal• Cross Team Dependencies

�From: Receiving Scrum Team

�To: Providing Scrum Team

�Provide: Deliverable

�By: Required Date

• Identified: Backlog Grooming

• Posted: SharePoint / Chatter

• Alignment: 1x1 between SMs / SOS, PO

• Confirmation: SOS Sprint Planning


4. Pilot

• 2 Teams…

�Team 1: 2 locations (US)

�Team 2: 2 Locations (US, India)

• High urgency

�Stop talking, start doing

�“Fake it till you make it!”

• Powerful retros


5. Expansion

• 2 to 13 in 3 phases

• Training:

�Intro to Scrum

�Brown Bags

• Letter, Science, Spirit of Scrum

• Agile Estimation & Planning

• Reviews (Demos) & Retros

• Expert Panel


5. Expansion

• Team adjustments…

�SalesForce Chatter SOS Group

�Outlook Shared Calendar

�Scrums: Daily

�SOS: M/W/F

�Tool: At Task


• Monthly CIO Review

• 10 dimensions / 4 ratings

�Categories:

�Ratings:

FE

Dashboard

3 A’s

�Assessment

�Argument For

�Adjustment

6. Reporting

Planning Poker

3 C’s…

�Card

�Conversation

�Confirmation

BE ME EE

0 1 2 3


6. Reporting

1. Single Process

2. Predictability

3. Visibility

4. Loading

5. What-If

6. Estimation

7. KT

8. Quality

9. Tech Debt

10. Biz. Delight?? ?

BE

ME

BE

BE

BE

BE

BE

Objective Comments

FE

FE

FE

FE

BE

FE

FE

FE

BE

DecJul#

ME

BE

Jan

ME

ME

FE

ME

BE

BE

BE

BE BE

?

ME

BE

Feb

ME

BE

BE

ME

BE

BE

ME

?

Mar

BE

ME

ME

EE

ME

ME

ME

BE

ME


6. Reporting• Total Scores:

�10 x (0 to 3) → 0 to 30


7. Optimization

• Formal Business Training

• Book Club

�Lean Software Development

�Value Stream Mapping

• Advisory Council

�Self Management with

subtle control


7. Optimization

• Proposed metrics…

�Quality:

�Productivity:

�Predictability:

# of defects in production

–Decrease by ‘x’% over ‘y’ sprints

# of features in 3 Sprints

– Increase by ‘x’% over ‘y’ sprints

# of features delivered

# of features forecast

– Increase by ‘x’% over ‘y’ sprints


8. Transition

• Training SOS scrum

masters

• Facilitating discussions

• Gradual ramp-down

• Roll-off


Recap

• Compass: Point to destination

• Dashboard: Progress, corrections

• Framework: Organize the journey


Recap

• 8 Steps for

Scaling Agile

5. Expansion

6. Reporting

7. Optimization

8. Transition

1. Gap Assessment

2. Compass

3. Proposal

4. Pilot


• Caveats…�Not sequential

�Not universal

�Helped me stay organized

�Tweak / Make your own

Recap


• Business: ROI? Process?

• CIO: Partnership with Business

• Sr. Dir: When do we finish?

• Dir: D2D loading / what-if analysis

• Mgr: Too many changes, burn out

• Dev: To-do? Integration nightmare

• QA: Test what?

Pain


• Business: 1 Process. Backlog. Demo.

• CIO: Tools to partner with Business

• Sr. Dir: Project velocity, release plans

• Dir: Backlogs, grooming, swapping

• Mgr: Swap in/out, 40 hrs/week

• Dev: Sprint Planning

• QA: Sprint Planning

Benefits


Takeaway’s

• Scrum scales!

�But it isn’t easy

�Not DIY for most

�Get professional help

• Preferably from outside

• Without baggage / axe to grind

• Not distracted by day-job


Takeaway’s• Consider training, experience

in…

�Scaling Scrum

�Leading full life cycle SW delivery

�Offshoring / Outsourcing

�Leading change

�Developing leaders

�Managing conflict

�Business fundamentals


SmoothApps

• Speaking Engagements

�Networking groups

�On-site presentations

�Brown Bags

• Coaching Agile:

• Building Teams

• Developing Leaders

• Leading Change

[email protected]

www.SmoothApps.com

http://linkedin.com/in/smoothapps

http://twitter.com/smoothapps

Fire-drills→Freedom

Deadlocks→Dead-on

Tech→People

Resist→Exploit


www.synerzip.com Hemant Elhence

[email protected]

469.322.0349

Questions?


Synerzip in a Nut-shell

1. Software product development partner for small/mid-sized technology companies

• Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase

• By definition, all Synerzip work is the IP of its respective clients• Deep experience in full SDLC – design, dev, QA/testing, deployment

2. Dedicated team of high caliber software professionals for each client

• Seamlessly extends client’s local team, offering full transparency• Stable teams with very low turn-over• NOT just “staff augmentation”, but provide full mgmt support

3. Actually reduces risk of development/delivery• Experienced team - uses appropriate level of engineering discipline• Practices Agile development – responsive, yet disciplined

4. Reduces cost – dual-shore team, 50% cost advantage5. Offers long term flexibility – allows (facilitates) taking

offshore team captive – aka ““““BOT”””” option


Our Clients


39

Call Us for a Free Consultation!

www.synerzip.com Hemant Elhence

[email protected]

469.322.0349

Thanks!

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