www.bbv.ch Alan Ettlin Dr. sc. EPFL, Dipl. Inf.-Ing. ETHZ Certified Scrum Professional Team Organisation for Agile Software Development in Complex Environments
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www.bbv.ch
Alan Ettlin
Dr. sc. EPFL, Dipl. Inf.-Ing. ETHZ Certified Scrum Professional
Team Organisation for Agile Software Development in Complex Environments
www.bbv.ch
Agenda
• Introduction
– Scrum "out of the box" limitations
• Case Study / Extensions of Team Organisation
– Multiple projects
– Multiple Product Owners
– Large projects
– External teams
– Unplanned item handling
– Bringing it all together
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Agenda
• Introduction
– Scrum "out of the box" limitations
• Case Study / Extensions of Team Organisation
– Multiple projects
– Multiple Product Owners
– Large projects
– External teams
– Unplanned item handling
– Bringing it all together
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Strengths of Scrum
Your experiences?
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Strengths of Scrum – my experiences
• Emphasis on team building
• Controlled change allowed in project
• Focussing on one thing at a time no task switching
• ROI as driver
• Delivery of potentially shippable software
• Customer involvement
• Gives us arguments to work the way we always wanted
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Limitations of Scrum
“Out of the box" implementation…
1 product backlog
1 product owner
1 team (72 developers)
1 project
+ No changes allowed during sprint
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Welcome to Reality
Case study: financial software company
4 products
15 customer projects
9 project managers
20 developers
… lots of change
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Agenda
• Introduction
– Scrum "out of the box" limitations
• Case Study / Extensions of Team Organisation
– Multiple projects
– Multiple Product Owners
– Large projects
– External teams
– Unplanned item handling
– Bringing it all together
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Initial Project Organisation
Project / product managers
Developers / engineering
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Initial Project Organisation
Project / product managers
Developers / engineering
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Initial Project Organisation
Project / product managers
Developers / engineering
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Initial Project Organisation
Project / product managers
Developers / engineering
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Agenda
• Introduction
– Scrum "out of the box" limitations
• Case Study / Extensions of Team Organisation
– Multiple projects
– Multiple Product Owners
– Large projects
– External teams
– Unplanned item handling
– Bringing it all together
www.bbv.ch
Multiple Projects
1 product backlog
1 product owner
1 team (72 developers)
>1 projects
+ No changes allowed during sprint
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Multiple Projects
• Product Backlog for every project
• Potentially different customers
• Priorities set by owner of projects
• Team commitment (sprint goal) across projects
Project manager
as Product Owner
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Agenda
• Introduction
– Scrum "out of the box" limitations
• Case Study / Extensions of Team Organisation
– Multiple projects
– Multiple Product Owners
– Large projects
– External teams
– Unplanned item handling
– Bringing it all together
www.bbv.ch
Multiple Product Owners
1 product backlog
>1 product owners
1 team (72 developers)
1 project
+ No changes allowed during sprint
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Multiple "Product Owners"
• "Classical" stakeholder
management
• Differentiate
– "Story Owner"
– "Product Owner"
• PO is only role allowed
to introduce work
items into sprint
backlog
Story Owner
Story Owner Story Owner
Story Owner
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Multiple Projects & Product Owners
1 product backlog
>1 product owners
1 team (72 developers)
>1 projects
+ No changes allowed during sprint
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Multiple Projects
• Priorities crucial
• PO is key to success
• Planning requires
resource allocations
• Every project does
release planning
Story Owner Story Owner Story Owner
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Agenda
• Introduction
– Scrum "out of the box" limitations
• Case Study / Extensions of Team Organisation
– Multiple projects
– Multiple Product Owners
– Large projects
– External teams
– Unplanned item handling
– Bringing it all together
www.bbv.ch
Large Projects
1 product backlog
1 product owners
>1 team (72 developers)
1 project
+ No changes allowed during sprint
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Large Projects
• Established practice: Scrum of Scrums
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Agenda
• Introduction
– Scrum "out of the box" limitations
• Case Study / Extensions of Team Organisation
– Multiple projects
– Multiple Product Owners
– Large projects
– External teams
– Unplanned item handling
– Bringing it all together
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External Teams
• "External" Product Backlog
• "External" Product Owner
• Sufficient autonomy
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Agenda
• Introduction
– Scrum "out of the box" limitations
• Case Study / Extensions of Team Organisation
– Multiple projects
– Multiple Product Owners
– Large projects
– External teams
– Unplanned item handling
– Bringing it all together
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Unplanned Item Handling
1 product backlog
1 product owners
1 team (72 developers)
1 project
+ No changes allowed during sprint
But change happens!
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Reasons for unplanned items
• Support of operational system
– E.g. critical bugs
• Can't ward off customer / boss
– Change of priorities but sprint abortion not justified
– Resource request outside project
• Critical
• Unforeseeable
Just do it
• Critical
• "constant rate"
Establish process
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Unplanned Item
Backlog
Selected Work in Progress Accepted
On-going Done
Buffer Total [h]
120
Buffer Remaining [h]
68
#324
#318
6
Kanban
2 2
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Kanban for unplanned Items
• Kanban side-by-side with Scrum
• Define buffer (time) reserved for unplanned items per sprint
• Determine team capacity / velocity taking into
consideration buffer
• All unplanned items handled with Kanban, effort deduced
from buffer
• Planned items handled with (unchangeable) Sprint backlog
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Agenda
• Introduction
– Scrum "out of the box" limitations
• Case Study / Extensions of Team Organisation
– Multiple projects
– Multiple Product Owners
– Large projects
– External teams
– Unplanned item handling
– Bringing it all together
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Bringing it all Together
• Create Scrum teams
– Size: 7 2, ScrumMaster, PO
– "Story Owner" vs. "Product Owner"
• Merge small projects into one unified sprint backlog per
team
• Coordinate multiple teams using a scrum-of-scrums
approach
• Explicitly handle unavoidable unplanned items with parallel
Kanban process
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Case Study – Final Organisation
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