Scaled Professional Scrum

Transcription

1 The Nexus. Focused. Effective. Viable. Scaled Professional Scrum by Scrum.org Improving the Profession of Software Development Gunther Verheyen Shepherding Professional Scrum Scrum.org Scrum Deutschland Düsseldorf 6 November 2015

2 Short Survey About You and Your Process 3 MIN Which software development processes does your organization use? Lean (software development) Kanban DevOps SAFe The Spotify Model DAD extreme Programming Scrum 2

3 A person with a new idea is a crank until the idea succeeds. Mark Twain Two Decades of Scrum Scaled Professional Scrum 3

4 Is That a Gorilla I See Over There? Source: 4

5 A Tool for Complex Problems (1995) A bounded environment to: Create Done Increments of Product Frame people s creativity Controlling risk Enable validated learning Move toward goals Thrive on discovery Deliver Value 5

6 Scrum s DNA Self-organization A system s components interacting purposefully toward a shared goal without externally exerted power. Empiricism Frequent decisions of adaptation are based on knowledge gained through inspection and experience. 6

7 Empiricism, Closing the Loops 7

8 Empiricism, Closing the Loops 8

9 Empiricism, Closing the Loops 9

10 Scrum, Essentially 1. A team pulls work from one Product Backlog. 2. Each Sprint delivers a releasable Increment of product. 10

11 What if we would start with Scrum before attempting to scale it? 11

12 It takes two to scale. Gunther Verheyen Scaled Scrum Scaled Professional Scrum 12

13 Scaling a Gorilla? Source: 13

14 Short Survey About The Definition of Scale 3 MIN Raise your hand if your organization defines scale as Multiple teams working on one product Multiple teams working on their individual products Multiple teams working on a product bundle A single team working on several products The complete IT department adopting Scrum The complete organization transforming toward Agile 14

15 Scaled Scrum Focus. Transparency. 15

16 Definition of Scaled Scrum 1. Any implementation of Scrum where multiple Scrum Teams build one product or a stand-alone set of product features, in one or more Sprints. 2. Any implementation of Scrum where multiple Scrum Teams build multiple related products or sets of product features, in one or more Sprints. 16

17 Multiple Teams Building One Product 1. A product has one Product Backlog managed by a Product Owner. 2. Multiple Teams create integrated Increments. 17

18 Integrated Work (or the lack thereof) Poorly maintained codebases have THE MEDUSA EFFECT 18

19 One Scrum Team Doing Work 19

20 Some Scrum Teams Doing Work? 20

21 Many Scrum Teams Doing Work 21

22 Dependencies Dimensions People (skills, communication) Business domains and requirements Technology Software Infrastructure Where Intra-team Cross-team External 22

23 Unresolved Dependencies Cause A Shift in Money Spent Adding New Features Fighting Technical Debt 23

24 The ability to scale depends on the ability to continuously: Identify and remove dependencies Integrate work across all levels Inspect and adapt frequently 24

25 A man who carries a cat by the tail learns something he can learn in no other way. - Mark Twain The Nexus Scaled Professional Scrum 25

26 The Nexus, Craving Space for Collaboration noun \ˈnek-səs\ : a relationship or connection between people or things 26

27 Multiple Teams Building One Product? Help! 27

28 The Nexus An Exoskeleton for 3-9 Scrum Teams 28

29 In Addition to Scrum New Role Nexus Integration Team New Artifact Nexus Sprint Backlog Scaled Events Nexus Sprint Planning Nexus Daily Scrum Nexus Sprint Review Nexus Sprint Retrospective 29

30 Avoid Dependencies Corrupting Your Outcome Identify and work around dependencies: Prior to work occurring Ongoing Persistent Proactive In all dimensions Reification* Reveal dependencies that remained unnoticed: Frequent integration Acceptance testing Continual build and delivery Minimize technical debt *Reification: Making something real, bringing something into being, or making something concrete. 30

31 The Nexus Integration Team A Scrum Team Works off of Product Backlog Members are full or part time Composition may change between Sprints Focus is dependencies and facilitation of integration 31

32 Scaled Professional Scrum Practices Dependencies Feature teams Micro-services Product Backlog metadata Continuous Product Backlog refinement Story mapping Product Backlog cross-team dependency mapping Communities of practice Architecture contains experimentation and A/B switches Reification ALM artifact automation Test-driven development Continuous integration of all work Frequent builds Frequent testing Limited branching Descaling and Scrumble Thin sliced Product Backlog items compose Sprint Backlog for ATDD 32

33 Productivit y Descaling Scale up with caution Add practices or tools Reduce the overall pace by reducing the number of teams to a more sustainable number (and/or velocity) Clean up and integrate the current software so it can be built upon in future Sprints Teams 33

34 Productivit y Scrumble Scrumble is a period of remediation. When technical debt, domain knowledge and test results overwhelm forward progress, Scrumble Improvements are made so Nexus Sprints can be resumed through the creation of integrated Increments Teams 34

35 Remediations You Want To Look For When Scrumbling Upgrade the development environment to support the Development Teams Revise and upgrade the development practices Train people in practices using the development environment Refactor existing work into a sustainable code and test base Develop system specific tools and components to reduce dependencies and facilitate integration Ends with the creation of a usable, reviewable integrated Increment 35

36 Measuring the Progression of Your Scaling Effort 2 MIN Why is your organization scaling its development? What are they hoping to achieve? How do they know they are on the right track? 36

37 Measuring the Progression of Your Scaling Effort Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 37

38 Measure one level up. Measure outcomes, not teams. 1. Direct Value Revenue per Employee Employee Satisfaction Customer Satisfaction Release Frequency Release Stabilization Cycle Time 2. Time to Market Value 3. Ability to innovate Installed Version Index Usage Index Innovation Rate Defect Density 38

39 The Nexus augments Scrum: Exhibits Scrum s principles and DNA Widens communication and inspection Fosters continued transparency Eschews fixed, defined solutions that add overhead 39

40 Closing Empirical Management Explored 40

41 The future state of Scrum will no longer be called Scrum. What we now call Scrum will have become the norm, and organizations have re-invented themselves around it. Source: Gunther Verheyen, Scrum A Pocket Guide (A Smart Travel Companion) 41

42 About Gunther Verheyen extreme Programming and Scrum since 2003 Professional Scrum Trainer Shepherding Professional Scrum at Scrum.org Co-developing the Scaled Professional Scrum framework at Scrum.org Author of Scrum A Pocket Guide (A Smart Travel Companion) Mail gunther.verheyen@scrum.org Blog 42

43 Look at Scrum.org for next steps Download the nexus guide Take the open assessment Register for a workshop 43

44 Scrum.org is a community. Connect. Forums Scrum.org /Community LinkedIn LinkedIn.com /company/scrum.o rg Facebook Facebook.com /Scrum.org RSS Scrum.org/RSS 44

45 T H A N K Y O U 45