Scaling Scrum with Nexus #scaledscrumisstillscrum

Transcription

1 Scaling Scrum with Nexus #scaledscrumisstillscrum by Scrum.org Improving the Profession of So8ware Development DAVE CEO Scrum.org A man who carries a cat by the tail learns something he can learn in no other way. - Mark Twain 1

2 Who am I? Product Owner (CEO) Scrum.org Former CPO Tasktop VP RD Forrester Research Product Mgr LinkedIn DavidJustinWest 2

3 Improving the profession of so0ware development 3

4 The Home of Scrum 90% Agile Teams Use Scrum Open Assessments 1,146,000+ Taken +12M Using Scrum Daily Professional Scrum 95,000+ CerAficaAons ONE Scrum Guide Professional Scrum 167 Trainers PracAced everywhere 60,000+ Taught 4

5 Agenda 1. Scale, the hype 2. How far does Scrum go? 3. How do you scale successfully? 4. Nexus Framework, an introduction 5. Scaled Professional Scrum with Nexus 5 5

6 When Organizations Talk about Scale they mean More people delivering working software with an Agile approach (scaling product delivery) More teams and different project types Agile growing outside of delivery to include other supporting functions (fixing water-scrum-fall) Adding Portfolio Planning, EA, Support, etc.. 6

7 We Assume. You have an organization in place that allows product teams to deliver products That the high level or portfolio planning has been done elsewhere That the funding, staffing and support functions of those product teams is being managed 7

8 We are Focused on Scaling Product Delivery 8

9 Scrum is a Key Part of ANY Scaling Strategy Building on the success of Scrum at the team level Adopting methodologies such as SAFe, LeSS 9

10 One Scrum Team doing work 10

11 Nine Scrum Teams doing work 1 11

12 Challenges in scaled development When scaling, several challenges emerge: Ensuring a shared goal is understood and aimed for Coordinating work across many teams Allowing for self-organization while still achieving consistency Releasing a fully integrated and tested Increment of software as often as possible Identifying dependencies between teams, between components of the software, and between requirements Removing or minimizing those dependencies 12

13 Essence of Scaling Product Delivery Anticipation* Identify and resolve or minimize dependencies: Ongoing & persistent In all dimensions Prior to work occurring * The act of preparing for something. A prior action that takes into account or forestalls a later action. Reification** Reactive to ensure that undetected dependencies aren t corrupting outcomes: Frequent integration Acceptance testing Continual build and delivery Minimize technical debt ** The process or result of reifying. Making something real, bringing something into being, or making something concrete. 13

14 Nexus Defined Nexus noun \ˈnek-səs\ : a relationship or connection between people or things Nexus is the exoskeleton of scaled Scrum - Ken Schwaber 14

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16 Nexus 16

17 Scrum Framework 17

18 Nexus Roles, Events, and Artifacts ROLES EVENTS ARTIFACTS DEVELOPMENT TEAMS NEXUS INTEGRATION TEAM PRODUCT OWNER SCRUM MASTER THE SPRINT NEXUS SPRINT PLANNING SPRINT PLANNING NEXUS DAILY SCRUM DAILY SCRUM NEXUS SPRINT REVIEW NEXUS SPRINT RETROSPECTIVE PRODUCT BACKLOG NEXUS SPRINT BACKLOG SPRINT BACKLOG INTEGRATED INCREMENT NEXUS GOAL SPRINT RETROSPECTIVE REFINEMENT 1 18

19 Nexus Roles, Events, and Artifacts ROLES EVENTS ARTIFACTS DEVELOPMENT TEAMS NEXUS INTEGRATION TEAM PRODUCT OWNER SCRUM MASTER THE SPRINT NEXUS SPRINT PLANNING SPRINT PLANNING NEXUS DAILY SCRUM DAILY SCRUM NEXUS SPRINT REVIEW NEXUS SPRINT RETROSPECTIVE PRODUCT BACKLOG NEXUS SPRINT BACKLOG SPRINT BACKLOG INTEGRATED INCREMENT NEXUS GOAL SPRINT RETROSPECTIVE REFINEMENT 1 19

20 Scaled Scrum is Still Scrum Nexus introduces new roles, events, and artifacts The Product Backlog is still the Product Backlog The Product Backlog may have several levels of decomposition Dependencies between Product Backlog items should be minimized 1 Product = 1 Product Backlog 20

21 Nexus 21

22 The Nexus Integration Team (NIT) Purpose Provide transparent accountability for Nexus integration Accountability Ensure that an integrated increment is produced at least every Nexus Sprint 22

23 Nexus Integration Team Roles Product Owner Accountable for maximizing value of the product, Product Owner for the Nexus Scrum Master Responsibility for ensuring the Nexus framework is understood and enacted, o\en facilitates the Nexus level events A Nexus works off a single Product Backlog Team Members Accountable for successful integraaon of all work by all Scrum Teams. These are o\en members of Scrum Teams within the Nexus 23

24 The Purpose of the Nexus Integration Team The Scrum Teams do the integration work; however, the Nexus Integration Team remains accountable Activities Helps coordinate work between the teams Raises awareness of dependencies as early as possible Ensures integration tools and practices are known and used Serves as consultants, coaches, and communication links Sometimes they will even assist with the work Facilitates shared architecture/infrastructure Raises transparency 24

25 Nexus Integration Team Modes of Working Coaching Consulting Highlighting dependencies Identifying cross-team issues 25

26 Nexus 26

27 You can scale as long as you continuously Identify and remove dependencies; Integrate work across all level; Create and inspect integrated increments regularly; Provide adequate tooling and skills; and, Inspect and adapt frequently. Continuous integration, build, test and delivery test adequacy of effort 27

28 Ending Don t scale flaccid Scrum. Scale Professional Scrum. Nexus creates connections between Scrum Teams and is the exoskeleton of scaled Scrum. At scale, Refinement is not optional. Bottom-up intelligence. Solutions need to come from the teams, not from above. To scale, be rigorous about removing dependencies and creating an Integrated Increment every Sprint. #scaledscrumisstillscrum 28

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30 But Bad Scrum will mean VERY Bad Scaled Scrum Lack of clear Product Ownership Inability to realign to products Large amount of technical debt Heavy dependency on legacy systems that are a Spider s web of dependencies Lack of consistency Complex, imposed organizational models Lack of good engineering skills People being on multiple projects / products No training,,mentoring and coaching budget Complex partner relationships with no shared objectives 30

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32 Scrum.org for next steps Nexus Guide Assessment A Workshop 32

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35 Scrum on! 35

36 Scrum.org is a community. Connect. Forums Scrum.org /Community LinkedIn LinkedIn.com /company/ Scrum.org Facebook Facebook.com /Scrum.org RSS Scrum.org/RSS 36

37 Getting Started with Nexus Framework Common Challenges Stabilization Dependencies Alignment Pre-requisites Scrum experience Teams identified / Nexus overview Nexus Integration Team identified Single Product Backlog Definition of Done Sprint cadence identified Scrum.org, All Rights All Reserved 37

38 When we say scaling We are NOT referring to organizational transformation, becoming agile. We are NOT referring to spreading Scrum throughout a development and/or product management organization. We ARE providing a framework for efficiently employing many people and Scrum teams on a project, program, or initiative. 38

39 Scaling Water Agile Fall 3 39