Post on 30-Aug-2021
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Scaling Scrum3 CONTINENTS ● 6 LOCATIONS ● 150 TEAM MEMBERS
Ravi VermaTHE ORG WHISPERER
© SmoothApps 2012
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Agenda
• Why
• What
• When
• How
• Q&A
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Why
• Typical SW Org
�Scrum is a
means to an
end…
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Why
• Change is painful
�Especially for leaders
• Share proven techniques
�Suggest short cuts
• Reduce your pain, anxiety
“Recapture the magic
of making software”
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What
• Context…
�$1B Marketing Company
�New CIO, Sr. Dir.
• Full on IT Transformation
• Believers in Agile
�Engaged as Agile Coach
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What
• 3 Continents
• 6 Locations
�US(3), UK(1), India(2)
�2 Outsourcing / Offshoring vendors
• ~150 Team Members
• ~9 Months
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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
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How
• Compass: Point to destination
• Dashboard: Progress, corrections
• Framework: Organize the journey
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8 Steps for
Scaling Agile
• Caveats…�Not sequential
�Not universal
�Helped me stay organized
�Tweak / Make your own
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1. Gap Assessment
• Starting Point
�Low process→No process
�Heavily adjusted Scrum on 1 team
�Some familiarity with basics of Scrum
�Skepticism, concerns
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1. Gap Assessment
• 14 Interviews…
�How do things work now?
�What are the challenges?
�How can we make things better?
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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)
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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?
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• 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
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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
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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
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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
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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
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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
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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
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5. Expansion
• Team adjustments…
�SalesForce Chatter SOS Group
�Outlook Shared Calendar
�Scrums: Daily
�SOS: M/W/F
�Tool: At Task
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• 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
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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
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6. Reporting• Total Scores:
�10 x (0 to 3) → 0 to 30
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7. Optimization
• Formal Business Training
• Book Club
�Lean Software Development
�Value Stream Mapping
• Advisory Council
�Self Management with
subtle control
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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
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8. Transition
• Training SOS scrum
masters
• Facilitating discussions
• Gradual ramp-down
• Roll-off
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Recap
• Compass: Point to destination
• Dashboard: Progress, corrections
• Framework: Organize the journey
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Recap
• 8 Steps for
Scaling Agile
5. Expansion
6. Reporting
7. Optimization
8. Transition
1. Gap Assessment
2. Compass
3. Proposal
4. Pilot
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• Caveats…�Not sequential
�Not universal
�Helped me stay organized
�Tweak / Make your own
Recap
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• 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
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• 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
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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
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Takeaway’s• Consider training, experience
in…
�Scaling Scrum
�Leading full life cycle SW delivery
�Offshoring / Outsourcing
�Leading change
�Developing leaders
�Managing conflict
�Business fundamentals
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SmoothApps
• Speaking Engagements
�Networking groups
�On-site presentations
�Brown Bags
• Coaching Agile:
• Building Teams
• Developing Leaders
• Leading Change
ContactRavi.Verma@SmoothApps.com
www.SmoothApps.com
http://linkedin.com/in/smoothapps
http://twitter.com/smoothapps
Fire-drills→Freedom
Deadlocks→Dead-on
Tech→People
Resist→Exploit
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www.synerzip.com Hemant Elhence
hemant@synerzip.com
469.322.0349
Questions?
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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
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Our Clients
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Call Us for a Free Consultation!
www.synerzip.com Hemant Elhence
hemant@synerzip.com
469.322.0349
Thanks!