goingLARGE by staying small presented by Belo Horizonte, June 2009 running large projects & whole organisations with Scrum Mittwoch, 3. Juni 2009
goingLARGE by staying small
presented byBelo Horizonte, June 2009
running large projects & whole organisations with Scrum
Mittwoch, 3. Juni 2009
Who is this no-name in YOUR country?
Mittwoch, 3. Juni 2009
before Scrum ...
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Philosophy and Soziology
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EDS | BroadVision |
ONE |
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I knew how to make projects work the
traditional way
Mittwoch, 3. Juni 2009
CMM 2 - Pilot Project
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CMM 3internal trainer at EDS in 1999
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2002Mittwoch, 3. Juni 2009
and then the challenge
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Build it faster and more reliable again!
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traditional way would not work ...No Way!
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First Scrum
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2003Mittwoch, 3. Juni 2009
Certified ScrumMaster
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2004Mittwoch, 3. Juni 2009
1st Certified ScrumTrainer
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2005 first teams with people size up
to 50 personsMittwoch, 3. Juni 2009
2006 first teams with people size up to 100
persons and distributed environment
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2008 number of people trained goes beyond 3000
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2009 - the circle closes ... Now whole companies wants to do big bang implementations ... We help them doing it:
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so let’s start ....
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Most companies started with a handful of people
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<than 8 people
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grow ....
then they
Mittwoch, 3. Juni 2009
14Mittwoch, 3. Juni 2009
50Mittwoch, 3. Juni 2009
100Mittwoch, 3. Juni 2009
1000Mittwoch, 3. Juni 2009
Features Delivered per Team
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
2000 2001 2002 2003 2004 2005 2006
Features Delivered per Team
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
2000 2001 2002 2003 2004 2005 2006
Features Delivered per Team
Days between Major Releases
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
Lack of visibility
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Resource Bottlenecks
Mittwoch, 3. Juni 2009
Unpredictable release dates
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
Lack of responsiveness, lack of team alignment on priorities
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
Unhappy customers
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
Gradual productivity decline as the team grew
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
The claim of most managers and business people is a reflex. They say ....
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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 ....
Mittwoch, 3. Juni 2009
traditional answer ...
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➡ team and line management
➡ project management
➡ portfolio management
traditional answer ...
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goingLARGE
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control going
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Taylor work
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partswhole is split into
Mittwoch, 3. Juni 2009
profession becomes
disciplinesMittwoch, 3. Juni 2009
knowledge goeschecklist
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organization slowes
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factories are numbers
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departments are numbers
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people are numbers
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Result Mittwoch, 3. Juni 2009
You loosecollaboration
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trustYou loose
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You loosemotivation
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peopleYou loose
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quality of ...You loose
Mittwoch, 3. Juni 2009
processMittwoch, 3. Juni 2009
productMittwoch, 3. Juni 2009
life Mittwoch, 3. Juni 2009
in other words ....
bureaucracy:
Mittwoch, 3. Juni 2009
in other words ....
bureaucracy: centralistic
Mittwoch, 3. Juni 2009
in other words ....
bureaucracy: centralistichierarchy
Mittwoch, 3. Juni 2009
in other words ....
bureaucracy: centralistichierarchydominant
Mittwoch, 3. Juni 2009
in other words ....
bureaucracy: centralistichierarchydominant
slow
Mittwoch, 3. Juni 2009
in other words ....
bureaucracy: centralistichierarchydominant
slowprocess driven
Mittwoch, 3. Juni 2009
in other words ....
bureaucracy: centralistichierarchydominant
slowprocess driven
non agile
Mittwoch, 3. Juni 2009
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
or you go another path...
staying:
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human-centricor you go another path...
staying:
Mittwoch, 3. Juni 2009
human-centricflat
or you go another path...
staying:
Mittwoch, 3. Juni 2009
human-centricflatfederalistic
or you go another path...
staying:
Mittwoch, 3. Juni 2009
human-centricflatfederalisticdistributed
or you go another path...
staying:
Mittwoch, 3. Juni 2009
human-centricflatfederalisticdistributedinnovative
or you go another path...
staying:
Mittwoch, 3. Juni 2009
human-centricflatfederalisticdistributedinnovativeagile
or you go another path...
staying:
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human-centricflatfederalisticdistributedinnovativeagilere-inventing
or you go another path...
staying:
Mittwoch, 3. Juni 2009
human-centricflatfederalisticdistributedinnovativeagilere-inventingfast
or you go another path...
staying:
Mittwoch, 3. Juni 2009
How?Mittwoch, 3. Juni 2009
the agile answer ... stolen from Pixar, Ed Catmull
Mittwoch, 3. Juni 2009
Empower your creatives,
Mittwoch, 3. Juni 2009
create a
peer culture,Mittwoch, 3. Juni 2009
free up
communication,Mittwoch, 3. Juni 2009
craft a
learning environment
Mittwoch, 3. Juni 2009
Get more out ofpost mortems.
Mittwoch, 3. Juni 2009
Is there a path or a guideline that can help you ...?
Mittwoch, 3. Juni 2009
ScrumMittwoch, 3. Juni 2009
Scrum is not a ...
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Scrum is Scrum
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emphasis in on the team
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A team can do90% of the work!
Mittwoch, 3. Juni 2009
“Train the team members so that every team member is able do 90% of the tasks given to the team.” (Tom Peters)
Mittwoch, 3. Juni 2009
“Scrum is faster, better, cooler!It’s the way we first built software at Yahoo, yet it‘s scalable to large, distributed, and outsourced teams.” Yahoo Chief Product Owner
Mittwoch, 3. Juni 2009
“It looks like the way we build softwarehere at Rockstar Vienna in the beginning, now we use it in a large organization.”
Mittwoch, 3. Juni 2009
what the companies achieved ...
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look atdelivery
Mittwoch, 3. Juni 2009
delivery most important functionality in 2 weeks
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bug free in 6 weeks
delivery
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delivery business had no ideas anymore after 8 weeks
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look atquality
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no overtimequality
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all team members know the whole code base
quality
Mittwoch, 3. Juni 2009
quality bugs get not managed they got fixed immediately
Mittwoch, 3. Juni 2009
quality of life“I can contribute”
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“I can grow”quality of life
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quality of life“We can do it together”
Mittwoch, 3. Juni 2009
salesforce.comcase of ...
Mittwoch, 3. Juni 2009
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.)
Mittwoch, 3. Juni 2009
94of customers that indicate they
definitely or probably will recommend salesforce.com to others
* Source: Salesforce.com Relationship survey
%
Mittwoch, 3. Juni 2009
+61improvement in
“mean time to release” for major releases in 2007
%
Mittwoch, 3. Juni 2009
from a presentation of salesforce.comScrum Gathering Stockholm 2008
+568%
Mittwoch, 3. Juni 2009
Increase in feature requests delivered - 2007 v. 2006
+94%
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Increase in feature requests delivered per developer - 2007 v. 2006
+38%
Mittwoch, 3. Juni 2009
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
Mittwoch, 3. Juni 2009
Our teams are happier…Mittwoch, 3. Juni 2009
of respondents believe ADM is an effective approach for their scrum teams
92 %
Mittwoch, 3. Juni 2009
of respondents believe the quality of our products have improved or stayed the same
* 51% say our quality has improved
88 %
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89 %of respondents are having the “best time” or a
“good time” at Salesforce* 49% improvement from pre-ADM
Mittwoch, 3. Juni 2009
of respondents would recommend ADM to their colleagues inside or
outside Salesforce
94 %
Mittwoch, 3. Juni 2009
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Do you want this?
Mittwoch, 3. Juni 2009
What needs to be done?
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#1 company backlog
Get one for all!
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#2 define roles &responsibilities
Mittwoch, 3. Juni 2009
start
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
9:00
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18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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version 0.0 version 1.0 version 1.2 version 2.0
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U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
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138203
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PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
prioritized
Tactical Level
Strategic Level
immediately ...
3 days
#3
Mittwoch, 3. Juni 2009
stick to your teams#4
Mittwoch, 3. Juni 2009
Train them so that they can do the whole work!
#5 make teams cross-functional
Mittwoch, 3. Juni 2009
synchronize sprints#6Sprint planning 1
Sprint planning 2
Mittwoch, 3. Juni 2009
create a #7 Product Owner Team
Mittwoch, 3. Juni 2009
problem no. 1Your Change Agent:Far too often, people fear to be a good ScrumMaster. They do not have the standing!
#8
He says “No”.He fights for „the poor”.
Mittwoch, 3. Juni 2009
professionalization
• software development• product development• finanical numbers
#9
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Mittwoch, 3. Juni 2009
“We do not need to do xxx, we do Scrum.”“We can do what we want.”“I am not important anymore - it is the team.”
Mittwoch, 3. Juni 2009
fight the resistance• traditional management• traditional engineering• laziness of thinking
#10
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What do we do with our clients?
Mittwoch, 3. Juni 2009
organizational level
Get the buy in from executive management
Mittwoch, 3. Juni 2009
We worked with the executivesto create the overall company backlog.
example
Mittwoch, 3. Juni 2009
Choose for your pilot the most important project
or part of you company
sense of urgency
implementation
Mittwoch, 3. Juni 2009
The most important functionality is the one you build first > that let to the fact that
all other projects could be implemented faster.
example
Mittwoch, 3. Juni 2009
Create a in-house roll-out team, that leads the implementation
organizational wide
the guiding team
implementation
Mittwoch, 3. Juni 2009
We get 1 or 2 persons in a companywho are responsible in-house.
example
Mittwoch, 3. Juni 2009
Know where you are and where you want to be
vision and strategies
implementation
Mittwoch, 3. Juni 2009
We work with setting up ScrumMasterWeekly`s that help us to guide the implementation
in case we are not there.
example
Mittwoch, 3. Juni 2009
Training and short introductions into what we do, intranet
and our checklists
communication
implementation
Mittwoch, 3. Juni 2009
A 3 hour tutorial before the next big sprint planning helps everybody to understand what is expected from them.
example
Mittwoch, 3. Juni 2009
Working with managers to understand the role of the teams
empowerment
implementation
Mittwoch, 3. Juni 2009
Helping 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.
example
Mittwoch, 3. Juni 2009
Deliver one functionality the first time - fully done!!!
short term win
implementation
Mittwoch, 3. Juni 2009
1 sprint - most imporant thing2 sprint - focus on improvement3 sprint - bug free environment
example
Mittwoch, 3. Juni 2009
Work with your client on long term relationship ... No!
It is not about business grow.
never letting up
implementation
Mittwoch, 3. Juni 2009
We work now with the architects, we help to improve leadership skills.....
example
Mittwoch, 3. Juni 2009
Work with the next part of your organization
and keep walking around
making change stick
implementation
Mittwoch, 3. Juni 2009
salesforce.com
example
Mittwoch, 3. Juni 2009
Continuous Improvement
“Agile Launch”Big Bang Rollout
January OctoberAprilOctober JanuaryJuly
Rollout Adoption Excellence Expansion
April
144 146 148 150 152 154
Mittwoch, 3. Juni 2009
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
Leading Changeread:
Mittwoch, 3. Juni 2009
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
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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Release
Version 1.2
Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
.......
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SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
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prioritized
Tactical Level
Strategic Level?
Mittwoch, 3. Juni 2009