scrum meeting lisbon 2010 by mario andre araujo
TRANSCRIPT
• Why listen to OutSystems?
• Challenges when delivering for the Enterprise1. Deal with fixed price projects
2. Where’s the Product Owner?
3. Dealing with immature teams
4. Handling distributed teams
Agenda
Software Houses
Let’s look at OutSystemsIT Consulting Shops
• Make and sell software products– SalesForce
– Alert
– Adobe
• Implement and deploy IT solutions– Professional Services
– Staffing firms
– Independent consultants
Source: Wikipedia
• Software House
• Several scrum teams– Over 2,000,000 lines of code
– 100,000 lines of code per developer
– 6185 installations
R&D
++
Professional Services• IT Consultancy Shop
• Delivered over 600 enterprise agile projects
• 128 customers
• 16 industries– Banking, Telecom, Insurance,
HealthCare,…
• 51 implementation partners
If it’s bold, it must be important
• About OutSystems
• Challenges when delivering for the enterprise1. Deal with fixed price projects
2. Where’s the Product Owner?
3. Dealing with immature teams
4. Handling distributed teams
Agenda
Let’s focus!
1. The budgeting 1. The budgeting processprocess
1. Deal with fixed price projects
• Guess what?– The Product Owner is not available.
– The team is not available.
– The customer has to know:• How much will it cost?
• When will it be released?
It’s about predictability
1. Deal with fixed price projects
Step 1Create high level
user stories
Step 2Size the user
stories
Step 3Calculate effort
and release plan
1. Deal with fixed price projects
1. Scope
2. Size
3. ReleasePlan
1. Deal with fixed price projects
• Supply chain management– Budgeting effort: 1 day
– 150 days, 12 weeks
• Business support to a start-up– Budgeting effort: 2 days
– 250 days, 16 weeks
• Insolvency services management– Budgeting effort: 3 days
– 875 days, 36 weeks
1. Deal with fixed price projects
• About OutSystems
• Challenges when delivering for the enterprise1. Deal with fixed price projects
2. Where’s the Product Owner?
3. Dealing with immature teams
4. Handling distributed teams
Agenda
Let’s focus!
WHERE’S WHERE’S THE PRODUCT THE PRODUCT
OWNER?OWNER?
Source: http://media.photobucket.com/image/Where%252527s%20waldo/premium2125/waldo.jpg
2. Where’s the Product Owner?Business Sponsor
– Provides the vision of the overall solution
– Agrees and approves business timelines
– Empower the Business Manager to act in behalf of the organization in bringing about a successful project
Business Manager– Provides guidance in the overall scope of
the project
– Reviews the features, stories, and estimates and provide input
– Ensures that the Key Business Users are available for the Budgeting stage
Key Business User– Works with the Engagement Manager and
IT Business Analyst to identify and detail the user stories
– Involves other users as necessary to clarify the business requirements
– Confirms the features and stories
Product Owner
– Ensure the vision is executed by the team
– Agrees and approves business timelines
– Owns the product backlog– PO is empowered to
prioritize– PO has direct contact with
the team– PO has direct contact with
stakeholders
2. Where’s the Product Owner?Business Sponsor
– Provides the vision of the overall solution
– Agrees and approves business timelines
– Empower the Business Manager to act in behalf of the organization in bringing about a successful project
Business Manager– Provides guidance in the overall scope of
the project
– Reviews the features, stories, and estimates and provide input
– Ensures that the Key Business Users are available for the Budgeting stage
Key Business User– Works with the Engagement Manager and
IT Business Analyst to identify and detail the user stories
– Involves other users as necessary to clarify the business requirements
– Confirms the features and stories
Product Owner
– Ensure the vision is executed by the team
– Agrees and approves business timelines
– Owns the product backlog– PO is empowered to
prioritize– PO has direct contact with
the team– PO has direct contact with
stakeholders
WHERE’S WHERE’S THE PRODUCT THE PRODUCT
OWNER?OWNER?
Source: http://media.photobucket.com/image/Where%252527s%20waldo/premium2125/waldo.jpg
PO
• About OutSystems
• Challenges when delivering for the enterprise1. Deal with fixed price projects
2. Where’s the Product Owner?
3. Dealing with immature teams
4. Handling distributed teams
Agenda
Let’s focus!
3. Dealing with immature teams
Team Individual
• Team evolution towards self-management:– Stage 1: the typical hierarchical structure
– Stage 2: the leader is a team coordinator/coach
– Stage 3: members coached to take on more leadership tasks
– Stage 4: the team assumes most of the duties previously reserved for the group manager
– Stage 5: The group manager is a resource for the team
3. Dealing with immature teams
Source: http://www.saferpak.com/teamwork_articles/ensuring_success.pdf
Zawacki, R. A. and C. A. Norman. "Successful Self-Directed Teams and Planned Change: A Lot in Common." OD Practitioner
• Dreyfus model of skill acquisition– Beginner
– Advanced Beginner
– Competent
– Proficient
– Expert
3. Dealing with immature teams
Secret sauce for Agile Teams
3. Dealing with immature teams
Team Individual
Technology with fast ramp-up
Technology with fast ramp-up
Start from tasks and move to stories
Start from tasks and move to stories
It’s my way or the highway
It’s my way or the highway
Coaching towards exitCoaching
towards exit
• About OutSystems
• Challenges when delivering for the enterprise1. Deal with fixed price projects
2. Where’s the Product Owner?
3. Dealing with immature teams
4. Handling distributed teams
Agenda
Let’s focus!
fly.com
LisbonGMTe.g. 18:00
Web development teamOutSystems PO7 team members
New YorkGMT -4e.g. 14:00
Customer Product Managers
San FranciscoGMT -8e.g. 10:00
Customer ITOutSystems PO
LisbonGMTe.g. 18:00
Integrations team
• Duration– 32 weeks
– Number of Sprints: 14
– Demos and retrospectives at the end of Sprint
– 250 change requests (using Agile Platform Embedded Change Technology)
– 4 week tuning sprint & 4 versions released during tuning
• Team– 1 Business Sponsor
– 1 Business Analyst
– 2 Product Owners
– 1 Scrum Master
– 6 Developers
– 7 Key users
4. Handling distributed teams
• Challenges– Globally distributed stakeholders
• Time zones
– Feedback• Get feedback from all stakeholders
• Make that feedback available to process
• Make it easy to give and process that feedback
– Getting consensus and avoiding entropy• Arbitration of all stakeholders
• OutSystems PO is a facilitator
– Communication• Where’s the team board?
4. Handling distributed teams
