presented by

goingLARGE by stayingsmall

Recife, February 2009

running large projects & whole organzations with Scrum

supported by Ana Christina Rouiller

Who is this no-name in YOUR country?

before Scrum ...

Philosophy and Soziology

EDS | BroadVision |

ONE |

I knew how to make projects work the

traditional way

CMM 2 - Pilot Project

CMM 3internal trainer at EDS in 1999

2002

and then the challenge

build it faster and more reliable again!

traditional way would not work ...No Way!

First Scrum

2003

Certified ScrumMaster

2004

1st Certified ScrumTrainer

2005 first teams with people size up

to 50 persons

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 couple of people

< than 8 people

then they

grow ....

14

50

100

1000

Features Delivered per Team

from a presentation of salesforce.comScrum Gathering Stockholm 2008

2000 2001 2002 2003 2004 2005 2006

Features Delivered per Team

from a presentation of salesforce.comScrum Gathering Stockholm 2008

2000 2001 2002 2003 2004 2005 2006

Features Delivered per Team

Days between Major Releases

from a presentation of salesforce.comScrum Gathering Stockholm 2008

Lack of visibility

from a presentation of salesforce.comScrum Gathering Stockholm 2008

Resource Bottlenecks

from a presentation of salesforce.comScrum Gathering Stockholm 2008

Unpredictable release dates

from a presentation of salesforce.comScrum Gathering Stockholm 2008

Lack of responsiveness, lack of team alignment on priorities

from a presentation of salesforce.comScrum Gathering Stockholm 2008

Unhappy customers

from a presentation of salesforce.comScrum Gathering Stockholm 2008

Gradual productivity

decline as the team

grew

from a presentation of salesforce.comScrum Gathering Stockholm 2008

The claim of most manager 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 ....

team and line managementproject managementportfolio managment

traditional answer ...

going

LARGE

goingcontrol

work Taylor

whole is splitt into parts

profession becomes

disciplines

knowledge goeschecklist

whole is splitt into parts

whole is splitt into parts

organization Slone

factories are numbers

departments are numbers

people are numbers

people are numbers

Result

You loosecollaboration

You loosetrust

You loosemotivation

You loosepeople

You loosequality of ...

process

product

life

in other words ....

beauracracy

centralistic

in other words ....

beauracracy

centralistichierarchy

in other words ....

beauracracy

centralistichierarchydominant

in other words ....

beauracracy

centralistichierarchydominant

slowin other words ....

beauracracy

centralistichierarchydominant

slowprocess driven

in other words ....

beauracracy

centralistichierarchydominant

slowprocess driven

non agile

in other words ....

beauracracy

from a presentation of salesforce.comScrum Gathering Stockholm 2008

Or you go another path .... and stay:

human-centric

Or you go another path .... and stay:

human-centricflat

Or you go another path .... and stay:

human-centricflat

federalistic

Or you go another path .... and stay:

human-centricflat

federalisticdistributed

Or you go another path .... and stay:

human-centricflat

federalisticdistributedinnovativeOr you go another

path .... and stay:

human-centricflat

federalisticdistributedinnovative

agile

Or you go another path .... and stay:

human-centricflat

federalisticdistributedinnovative

agilere-inventing

Or you go another path .... and stay:

human-centricflat

federalisticdistributedinnovative

agilere-inventing

fast

Or you go another path .... and stay:

How?

agile answer ... stolen from Pixar (Ed Cutmill)

Empower your

creatives

create a peer culture

free up communication

craft a learning environment

get more out of post mortems

is there a path or a guideline can help you ...?

Scrum

74

Scrum is not a ....

Scrum is Scrum

emphasis in on the team

A team can do 90% 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 is scalable to large, distributed, and outsourced teams.”

Yahoo Chief Product Owner

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

what the companies achieved ...

look atdelivery

deliverymost important functionality in 2 weeks

delivery

bug free in 6 weeks

deliverybusiness had not ideas anymore after 8 weeks

look atqualitiy

no overtimequality

qualityall team members know the whole code base

qualitybugs get not managed they got fixed immediately

quality of life“I can contribute”

quality of life“I can grow”

quality of life“We can do it together”

case of ...salesforce.com

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.)

94% of 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

%

+568%

+94Increase in feature requests

delivered - 2007 v. 2006

%

+38Increase 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…

92of respondents believe ADM is an effective

approach for their scrum teams

%

88of respondents believe the quality of our products have

improved or stayed the same

%

* 51% say our quality has improved

89of respondents are having the “best time” or a “good time” at Salesforce

%

* 49% improvement from pre-ADM

94of respondents would recommend ADM to their colleagues inside or

outside Salesforce

%

from a presentation of salesforce.comScrum Gathering Stockholm 2008

from a presentation of salesforce.comScrum Gathering Stockholm 2008

Do you want this?

What needs to be done?

#1 company backlog

get one for all!

#2 define roles & responsibilities

#3

start immediately ...PB

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

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12:00

18:00

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

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prioritized

Tactical Level

Strategic Level

3 days

#4 stick to your teams

#5make teams cross-functional

train them so they can do the whole work

#6 synchronize sprints

Sprint planning 1

Sprint planning 2

#7 create a Product Owenr Team

#8 problem no. 1Change AgentHe says “No”“He fights for the poor”Far too often, people fear to be a good ScrumMaster.

They do not have the standing!

#9 professionalization

‣software development‣product development‣finanical numbers

#9 professionalization

‣software development‣product development‣finanical numbers

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

#10 fight the resistance

traditional managementtraditional engineeringlaciness of thinking

What did we do with our clients?

organizational level

get the buy in from executive management

example

we worked with the executives to create the overall company backlog

implementationchoose for you pilot the most important project/part of you company

sense of urgency

examplethe most important functionality is the one you build first -> that let to the fact that all other projects could be implemented faster

implementationCreate a in-house roll-out team, that leads the implementation organizational wide.

the guiding team

example

we get one or two person in a company who are responsible in-house

implementation

know where you are and where you want to be

vision and strategies

examplewe work with setting up ScrumMasterWeekly`s that help us to guide the implementation in case we are not there.

implementationtraining and short introductions into what we do, intranet and our checklists

communication

examplea three hour tutorial before the next big sprint planning helped everybody to understand what is expected from them

implementationworking with managers to understand the empowerment of the teams

empowerment

examplehelping 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.

implementation

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

short term win

example1 sprint - most imporant thing2 sprint - focus on improvement3 sprint - bug free environment

implementationwork with your client on long term relationship ... No! it is not about business grow

never letting up

example

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

implementationwork with the next part of your organization, and keep walking around

making change stick

example

salesforce.com

Continuous Improvement

“Agile Launch”Big Bang Rollout

January OctoberAprilOctober JanuaryJuly

Rollout Adoption Excellence Expansion

April

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

137

LeadingChange

PB

Sprint # 4

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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

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12:00

18:00

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