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Proprietary&Confidential


UsingLarge-ScaleScrum(LeSS)forOrganizationalTransformationSuccess

BRETT PALMER, CSTMIKE WINSTON


UsingLarge-ScaleScrum(LeSS)forOrganizationalTransformationSuccess


WhoWeAre• MikeWinston isaProductOwnerforthe ZodiacInflightInnovations companywith18yearsofexperienceinsoftwaredevelopmentandleadingteamstotheirfullpotential.StartinghiscareerasaSoftwareEngineerataDepartmentofDefensecontractorfollowedbyamovetomanagement,Mike’sAgilejourneystartedin2012whenhereceivedhisCertifiedScrumMastercertification.MikehascontinuedhiseducationandreceivedhisCertifiedScrumProductOwner,CertifiedScrumDeveloper,CertifiedAgileLeadership1andCertifiedLeSS Practitionercertificates.Hehasusedthiseducationtobealeaderinhiscompany’stransitiontoanAgileorganizationutilizingtheLargeScaleScrum(LeSS)framework.

Mike

Brett


WhoWeAre• BrettPalmer isanenterpriseagilecoach&trainerat RocketNineSolutions withmorethan20yearsexperiencewithbusinessprocessimprovement&reengineeringintechnology,finance,manufacturing,healthcare,&entertainment,withafocusonendusertraining&productadoption.Hedevelopedaward-winningonline&instructor-ledtrainingsolutions,&managedsystemsdevelopment,implementation,releasecoordination&deploymentswithglobally-distributedteams.Previouslycomingfromatraditionalprojectmanagementbackground,BrettnowleverageshisbackgroundinOrganizationandRelationshipSystemsCoaching(ORSC)whenhelpingwithteamsandenterprisesnavigateorganizationalchangetolean-agileapproaches.

Mike

Brett


WhatisScaling?

Therearemanydimensionsforscaling.

Onlyforthepurposesoftoday’spresentation,wewillsimplifythisdownto:

Scaling=multipleAgileteamsworkingonthesameproduct

WhatisScaling?

WhoisZodiacInflightInnovations

WhyTellTheStory?


TheScrumGuide

TheScrumGuidestates:

(pg 15)- MultipleScrumTeamsoftenworktogetheronthesameproduct.OneProductBacklogisusedtodescribetheupcomingworkontheproduct.

WhatisScaling?


WhyTellTheStory?


TheScrumGuide

TheScrumGuidealsostates:

(pg 6)- TheProductOwnerisoneperson,notacommittee.

WhatisScaling?


WhyTellTheStory?


WhatisLeSS?• LargeScaleScrum(LeSS)isScrumappliedtomanyteamsworkingtogether• Whole-productfocus—- OneProductBacklog- OneProductOwner- Oneshippableproduct- OneSprint—regardlessif3or33teams

WhatisScaling?


WhyTellTheStory?



WhatisLeSS?• LargeScaleScrum(LeSS)isdescaling throughorganizationalsimplification.• Reducingthenumberofroles,organizationalstructures,dependencies,architecturalcomplexity,managementpositions,sites,andnumberofpeople.

WhatisScaling?


WhyTellTheStory?


Introduction• InflightEntertainmentandConnectivityCompany• SouptoNuts– Allthehardwareandsoftware• ProductionandManufacturingSoftware• InflightSoftware

• 350personcompany• 40SoftwareDevelopers+60offshore

WhatisScaling?


WhyTellTheStory?


Introduction

WhatisScaling?


WhyTellTheStory?


Introduction

WhatisScaling?


WhyTellTheStory?


Introduction

WhatisScaling?


WhyTellTheStory?


Introduction• Thisisnotauniqueormindblowingstory• Thisiswhateveryonewhogoesthroughalargetransformationwillsee,inoneshapeoranother.• Purpose:toresonateandmakeyouthinkofyouractions.• Whatkindofleaderdoyouwanttobe?

WhatisScaling?


WhyTellTheStory?


TheEpilogue

AgileHell(2011)

SingleTeamScrum(2012)

CommandControlImpact


TheEpilogue• Saneworkweeks• RemovedMeetinghell• I’msold– CSM,AtlassianSummit

AgileHell(2011)



• Wefailedtosellthis“process”totheorganization• CouldnotgetbuyinfromExecManagementorProgramManagement


TheEpilogue• Wearebehindandnothittingduedates• ProgramManagementpissedoff• HowF@#$ing hardisittorunasoftwareteam,evenIcandoit?

• 2Monthslater• ThatProgramManagerisnowtheSeniorDirectorofSoftware

AgileHell(2011)




ConstructiveFriction• NewDirectordidnotunderstandScrumorAgilePrinciples• Constantconflictbetweenus• Argued,toldhimhewaswrong…hedidn’tgettheadvantage• Thinking:Iamright,heisanidiot• Icanthinkfasterthaneveryoneelseandalwayshavetherightanswer• AgileAdvocate,notleaderyet

ChangeisHard

Beliefs

Advantages


ConstructiveFriction• Youhavetostandupforyourbeliefs,eventoyourboss

ChangeisHard

Beliefs

Advantages


AnotherCommandDecision• Outoftheheavens…comesRocketNineSolutions

TheMiracle

TigerTeam

AnotherLeadershipOpportunity


AnotherCommandDecision• CEO,CMO,SrVPofEngineering- Createa“tigerteam”togodothisAgileThing

• Why?- TakingyearstogetfromDemotoMarket- Missingdeliveries- Weneedtoproducemorewithoutincreasingourstaff

-Whoonthistigerteam?- VPs,Execs,CTO,etc.

TheMiracle

TigerTeam



AnotherCommandDecision• Thiswasreallyhardforme.Iwasthe“smartest”guyintheroom.- Icouldn’tjusttellthemhowtodoit,theyhadtoownit

- Ialsorealizedthatmyhistorywastaintedbymysituationsandknowledge.Thiswasanewsituationandwewouldneedtocometothedecisiontogether.

TheMiracle

TigerTeam



Whatdidwedo?• CalledourselvestheAgileLeadershipTeam• RemovedthedirectiontogoAgileandchangedourchartertodecideifweshould

Initialize

Trained

Defined


Whatdidwedo?• QuickScrumtraining• ReadLargeScaleScrum:MorewithLeSS byCraigLarmanandBasVodde- Itwasveryevidentforfewmembersthatdidnotreadit.

• Discussedthereadingsandconcepts- Howdidtheyapplytous

• DecidedthatLeSS wasthewaytogoforpartsofourbusiness

Initialize

Trained

Defined


WhyLeSS andnotSAFe?

WhyLeSS &notSAFe?


WhyLeSS andnotSAFe?

WhyLeSS &notSAFe?


WhyLeSS andnotSAFe?

WhyLeSS &notSAFe?

• RocketNineSolutions(Scott&Brett)werefrustratedwithhavingworkedwithSAFe implementationswithpreviousclients- Existingorgstructureslimitedthechangespreviousclientswerewillingtotakeon- PeoplemaptheirexistingrolesintoSAFe structuresand“checkthebox”- Peopletendmoldatitleintowhattheyalreadydo

- Zodiacissmallerand1product- Fewerroles;justfeltlessrigid

• Whenwekickedthisoffayearandahalfago,otherscalingoptions(besidesSAFe)weren’tmatureenough



Whatdidwedo?• DefinedourProduct• PickedourProductOwner- Informedexecoffice,theysaidno.Wesaidweareserious.Theysaidno.Wesaid,youdon’tunderstand,hereiswhy.Theysaidyes.

Initialize

Trained

Defined


Success


6monthslater• Westillhaven’tstarted

NotStarted

Whynot?

Coaching


6monthslater• Asleadersweweretryingtofigureeverythingoutsowecouldtelltheteamshowitwouldwork• Weletconversationsrunamuck- Advice:CreateWorkingAgreements

• Wedidn’teatourowndogfood– Nobacklogorprioritizationonthethingswewantedtodo• Tigerteammemberwhoneverseemedtobeonthesamepage.Noonesaidanything.Hehadapointhewantedtomakeandwouldnotrestuntilitwassaid,heardandothersfinallyjustgavein- Advice:Lookforpeoplewhoarecausingconflictandadjust.Notjustlackofunderstanding,buttrueconflict

NotStarted

Whynot?

Coaching


WhatKindofCoaching?• Atameta-level,ifhiringexternalhelp,thinkaboutwhatkindofcoachingengagementyou’reafter- Advice:DesigntheCoachingAlliance;who’sleading?NotStarted

Whynot?

Coaching


WhatKindofCoaching?

NotStarted

Whynot?

Coaching


ImpacttoSWTeam• Havenoideahowthiswillimpactthem• Managementislostanddoesn’tunderstandtheirfutureImpact

Co-Director


ImpacttoSWTeam• MyCo-Directoriskeptinthedark- Hefeelsoutoftheloopandidle- Veryfrustrated

• Endsupbeingmybiggestadvocate- TakestheLeSS workshopandis100%in- StandsupinthevariousceremoniesandpromotingtotheSWteamtheprinciples- TakescontroloftheManagersandhasthemjustifyeverythingtheydotomakesurethereisvalue

Impact

Co-Director


Wehaveliftoff– Juststart• Onewholedayoftraining- ScrumBasics- Offsite- 80+people

• Fun• Energetic

Training

TeamFormation

Results


Wehaveliftoff– Juststart• Invitation-BasedOpenSpace

Training

TeamFormation

Results


Wehaveliftoff– Juststart• Invitation-BasedOpenSpace(includedremotefolks)

Training

TeamFormation

Results


Wehaveliftoff– Juststart• TeamFormation– Amazing

Training

TeamFormation

Results


Wehaveliftoff– Juststart• TeamFormation– Amazing

Training

TeamFormation

Results


Wehaveliftoff– Juststart• Training- Neededbasicandadvancedtraining- NeededLeSS trainingaswell– HowisthisdifferentthanOneTeamScrum.

• DidnotletteamsprepareforbeingAgile- Automatedframework,stablecodebase,etc.

Training

TeamFormation

Results


HowLeadership&ManagementMustChangeWaysseniorleadership&managementmustchangetosupportanagiletransformation:1. Flexibleorgchart- “Thisisourorgchart.Consideritinfluxforthenextsixmonths.”–VPofEngineering- “Ourjobisn’ttomapourcurrentduties.WeshouldstartwithablankslateandjustifyeachandeverythingwedointhisnewworldasAgileManagers.”–DirectorofEngineering

Flexibleorgchart

ManagementSupport

ManagementTraining&Coaching


HowLeadership&ManagementMustChangeWaysseniorleadership&managementmustchangetosupportanagiletransformation:2. Managementsupportsandteachesthinkingtools

(systemsthinking,causalloopdiagrams)

Flexibleorgchart

ManagementSupport



HowLeadership&ManagementMustChange

Flexibleorgchart

ManagementSupport



HowLeadership&ManagementMustChangeWaysseniorleadership&managementmustchangetosupportanagiletransformation:3. Managementgets

Training&Coachingthemselves.- Theywenttoalmostalltheclasses,anddozensofone-on-ones

Flexibleorgchart

ManagementSupport



AgileLeadership– TakeaStand• Wantedtooutsourcespecificprojects• WantedaquickagreementfromPOthatthesewerethecorrectprojects• Wewenttotheteamstodiscusstheproblemandwhichprojectstogethelpon• Sameresults,butwhatisthedifference?

SVPEngineering


CommonTransformationPitfalls

Topcommonpitfallsinagiletransformationswesee…

CommonPitfalls


CommonTransformationPitfallsTopcommonpitfallsinagiletransformationsweseeare:1. Managers,testers,

engineersNOTadoptingorembracingournewagileculture• “Culturefollowsstructure”saysCraigLarman• Advice:Movetofull-stackfeatureteamsandawayfromspecializedcomponentteams

CommonPitfalls


CommonTransformationPitfalls2. Leadershipunderestimates

thelevelofeffortinvolvedintransformingtheorganization&doesn’tunderstandhowtheirrolemustchange• Advice:“InformedConsent”workshop• Advice:GetleadersintoCertifiedAgileLeadershipclass(CAL)• Advice:Mandatory1:1’swithleadership

CommonPitfalls


CommonTransformationPitfallsRecommendedBooks:• Avery,ChristopherM.,andHenryKimsey-House. TheResponsibilityProcess:UnlockingYourNatural

AbilitytoLiveandLeadwithPower.Partnerwerks,Incorporated,2016.

• Joiner,Bill,andStephenJosephs. LeadershipAgility:FiveLevelsofMasteryforAnticipatingandInitiatingChange.Jossey-Bass,2007.

• Kegan,Robert,etal. AnEveryoneCultureBecomingaDeliberatelyDevelopmentalOrganization.HarvardBusinessReviewPress,2016.

• Laloux,Frederic. ReinventingOrganizations:aGuidetoCreatingOrganizationsInspiredbythenextStageofHumanConsciousness.NelsonParker,2014.

• Larman,Craig,andBasVodde. Large-ScaleScrum:MorewithLeSS.Addison-Wesley,2017.

• Larman,Craig,andBasVodde. ScalingLean&AgileDevelopment:ThinkingandOrganizationalToolsforLarge-ScaleScrum.Addison-Wesley,2009.

• Mamoli,Sandy,andDavidMole. CreatingGreatTeams:HowSelf-SelectionLetsPeopleExcel.ThePragmaticBookshelf,2015.

• McChrystal,Stanley. TeamofTeams:NewRulesofEngagementforaComplexWorld.Portfolio/Penguin,2015.

• Mezick,DanielJ.,andHarrisonOwen. TheOpenspace AgilityHandbook:theUser'sGuide.NewTechnologySolutions,2015.

• Rød,Anne,andMarita Fridjhon. CreatingIntelligentTeams.KRPublishing,2016.

CommonPitfalls


CommonTransformationPitfallsMezick,DanielJ.,andHarrisonOwen. TheOpenspace AgilityHandbook:theUser'sGuide.NewTechnologySolutions,2015.Goto:DanielMezick.com

CommonPitfalls


CommonTransformationPitfalls3. Lackoftraining– “onesizefitsall”

orlackofsameunderstandingonwhatagileisandwhygoagileacrosstheorganization• Advice:Workwiththewilling;invitation-based

• Advice:EstablishAgileTransformationteamandrecruitpeoplefromalllevelswithintheorganization(notjustmanagers)

• Advice:Runsmallpilotstogetmomentum

• Advice:Helppeopleunderstandbenefitsforchange(“What’sInItForMe”)

CommonPitfalls


Wherearewenow?• MobProgramming• TeamtakingownershipofMulti-TeamProductBacklogRefinement(MPBR)sessions• Sprintcompletionratesraisedfrom~40-60%toofabove90%(evenhada100%)- Ironicallythevelocitydidnotdropmuch

• Backlogtransparencywithsizes

Wins

Challenges

Culturefollowsstructure


Wherearewenow?• Backlogtransparencywithsizes• Retrospectivesarestillweak- PartsfeellikePOversusteams- Improvementareasarenotveryinternal(onthesurface)

• ScrumMastersarenotverystrong- Theydon’thaveastrongvoice

• ExecManagementstilltroubledbyconsensusdecisions• ExecManagementstilltroubledbytheperceivedslowness

Wins

Challenges



Wherearewenow?• Wemovedtoanewbuildingthathasanopenspace• Eachconferenceroomisnowsetupwithvideoconferencingequipmentandreadytojuststartworking• Ourremoteofficehasbeencloseddownandteammembersrelocated- Stillhavesomeremoteemployeesandoffshorestaff.

Wins

Challenges



SummaryqTakeaStand• BePersistent

qCreateWorkingAgreementsqWatchforunnecessaryconflictqGivetheteamstheopportunityandtimetosucceed• Setrealisticexpectationstoexecmanagement

qCulturefollowsStructure


ThankYou!

Proprietary & Confidential · Who is Zodiac Inflight Innovations Why Tell The Story? Proprietary & Confidential. Proprietary & Confidential What is LeSS? • Large Scale Scrum (LeSS)

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