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Scaled Professional Srum and Nexus on the Scrum User Group Berlin
1. by Scrum.org â Improving the Profession of Software Development
Scaled Professional Scrum
Focused.Effective. Viable.
Jeronimo Palacios Vela
Professional Scrum Trainer
Scrum.org
September 15, 2015
Berlin
2. 2Š 1993-2015 Scrum.org, All Rights Reserved
MIN
3
Have you been engaged in efforts to scale Scrum?
Raise your hand if your organizationdefines âscaleâasâŚ
⢠Multipleteams working on one product
⢠Multipleteams working on their individual products
⢠Multipleteams working on a suite of integrated products
⢠One team working on several products in parallel
⢠The complete IT organizationadopting Scrum
⢠A 360° organizationaltransformation toward Agile
Short Survey About You
3. 3Š 1993-2015 Scrum.org, All Rights Reserved
Scaled Scrum
Scaled Professional Scrum
âIt takes two to scale.â
â Gunther Verheyen
5. 5Š 1993-2015 Scrum.org, All Rights Reserved
Definition of Scaled Scrum
1. Any implementation of Scrum where multipleScrum Teams build
one product or a standaloneset of product features, in one or
more Sprints.
2. Any implementation of Scrum where multipleScrum Teams build
multiplerelated products or sets of product features, in one or
more Sprints.
6. 6Š 1993-2015 Scrum.org, All Rights Reserved
A systemâs components interact
purposefullytoward a shared
goal without externally exerted
power.
Frequent decisions of adaptation
are based on knowledge gained
through inspection and
experience.
Scrumâs DNA
Self-Organization Empiricism
7. 7Š 1993-2015 Scrum.org, All Rights Reserved
Scrum
1. One team pulls
work from one
Product Backlog.
2. Each Sprint
delivers a
releasable
Incrementof
product.
8. 8Š 1993-2015 Scrum.org, All Rights Reserved
Professional Scrum
Professional
Â
Scrum
Mechanical
Â
Scrum
Technical
Â
Excellence
Values
 and
Â
Principles
Any Scrum
instance that
implements
Scrumâs
mechanics, its
values and
principles, and
technical
excellence.
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Technical Excellence
THE MEDUSA EFFECT
Poorly maintained codebases haveâŚ
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⢠People (communication)
⢠Business domains and
requirements
⢠Technology
⢠Software
⢠Infrastructure
⢠Intra-team
⢠Cross-team
⢠External
Dependencies
Dimensions Where
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Identify and work around
dependencies:
â Prior to work occurring
â Ongoing
â Persistent
â In all dimensions
Reveal dependencies that
remained unnoticed:
â Frequent integration
â Acceptance testing
â Continual build and delivery
â Minimize technical debt
Dealing with Dependencies
Proactive Reification*
*Reification:
Making
 something
 real,
 bringing
 something
Â
into
 being,
 or
 making
 something
 concrete.
15. 15Š 1993-2015 Scrum.org, All Rights Reserved
Your ability to scale depends on your ability
to continuously:
â Identify and remove dependencies
â Integrate work across all levels
â Create and inspect reified Increments
16. 16Š 1993-2015 Scrum.org, All Rights Reserved
The Nexus
Scaled Professional Scrum
âA man who carries a cat by the tail learns something he can
learn in no other way.â
- Mark Twain
17. 17Š 1993-2015 Scrum.org, All Rights Reserved
Nexus
ânoun
Ënek-sÉÓs
: a relationship or connection between people or things
http://www.merriam-Ââwebster.com/dictionary/nexus
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Scrum for MultipleTeams
1. A product has
one Product
Backlog.
2. Multiple
Teams create
integrated
Increments.
20. 20Š 1993-2015 Scrum.org, All Rights Reserved
MIN
3
We have heard Scrum only works for singularteams. We have heard
Scrum is not enough at scale.
We wonderâŚ
⢠Isnât scaled Scrum through the Nexus still Scrum?
⢠Doesnât the Nexus efficiently scale product development with
Scrum?
Scrum Is Not Enough?
21. 21Š 1993-2015 Scrum.org, All Rights Reserved
The Nexus Augments Scrum
Builds on Scrum principles, values, and foundations
⢠Creates communication pathways
⢠Widens and deepens inspect and adapt mechanisms
⢠Fosters continued transparency
⢠Relies on bottom-up intelligence
Eschews fixed, defined solutionsthat add overhead.
22. 22Š 1993-2015 Scrum.org, All Rights Reserved
Nexus - Roles, Events and Artifacts
Roles Events Artifacts
Development
 Teams The
 Sprint Product
 Backlog
Nexus
 Integration
 Team* Nexus
 Sprint Planning* Nexus
 Sprint
 Backlog*
Product
 Owner Sprint Planning Sprint
 Backlog
Scrum
 Master Nexus
 Daily
 Scrum* Integrated
 Increment
Daily
 Scrum
Nexus
 Sprint
 Review*
Sprint
 Review
Nexus
 Sprint
 Retrospective*
*Nexus
 specific
23. 23Š 1993-2015 Scrum.org, All Rights Reserved
The Nexus Integration Team
⢠A Scrum Team
⢠Works off of Product Backlog
⢠Members are full or part time
⢠Compositionmay change
between Sprints
⢠Focus is dependenciesand
facilitationof integration
24. 24Š 1993-2015 Scrum.org, All Rights Reserved
The Nexus interconnects 3-9 Scrum Teams:
â Exhibiting Scrumâs principles and DNA
âCreating one reified Increment of product
â Minimal overhead, maximized outcome
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Managing Scaled Scrum
Scaled Professional Scrum
âSuccess in management requires learning as fast as the
world is changing.â
â Warren Bennis
26. 26Š 1993-2015 Scrum.org, All Rights Reserved
⢠What must be done to integrate
the work?
⢠How frequently do you need
the work integrated into
releasable product?
⢠How do you measure and
manage the work and the
integration?
⢠What is the overhead of
integrationand delivery?
⢠Are you balancing cost and
benefits of this overhead with
value produced?
⢠Is the cost systematically being
reduced?
Core Questions When Managing Any Scaling Effort
Process Cost
27. 27Š 1993-2015 Scrum.org, All Rights Reserved
Scaled Professional Scrum Practices
Dependencies Reification
Feature
 teams ALM
 artifact
 automation
Micro-Ââservices Test-Ââdriven
 development
Product
 Backlog metadata Continuous
 integration
 of
 all
 work
Continuous
 Product
 Backlog
 refinement Frequent
 builds
Story
 mapping Frequent testing
Product Backlog
 cross-Ââteam
 dependency
Â
mapping
Limited
 branching
Communities
 of
 practice Descaling
 and
 Scrumble
Architecture
 contains
 experimentation and
Â
A/B
 switches
Thin
 sliced
 Product
 Backlog
 items
 compose
 Sprint
Â
backlog
 for
 ATDD
28. 28Š 1993-2015 Scrum.org, All Rights Reserved
Descaling
⢠Scale up with caution
⢠Add practices or tools
⢠Reduce the overall pace by
reducing the number of teams
to a more sustainablenumber
(and/or velocity)
⢠Clean up and integratethe
current software so it can be
built upon in future Sprints
Productivity Teams
29. 29Š 1993-2015 Scrum.org, All Rights Reserved
Scrumble
⢠When technical debt, domain
knowledge and test results
overwhelm forward progress,
Scrumble
⢠Scrumble is a period of unknown
duration and staffing when work is
done to allow forward progress to
resume
⢠Staffing should be minimized and
talent applied maximized TeamsProductivity
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How To Measure the Progression of Your Scaling Effort?
âOur highest priority is to satisfy the
customer through early and
continuous delivery of valuable
software.â
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Nexus+
Scaled Professional Scrum
âPut all your eggs in one basket and then watch that basket.â
â Mark Twain
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Yes, You Can Scale Beyond The NexusValue.Dependencies.
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The Challenge of Large Scale Development
⢠The Nexus starts to fray and create confusion at around 9 teams.
Communication grinds.
⢠Dependencies and integrationissues are magnified and create chaos.
⢠Additional engineering solutions are necessary, necessitating
enabling, integratingarchitectures.
There
 is
 no
 guaranteed
 recipe
 at
 this
 scale
 â EVERY
Â
PROJECT
 IS
 UNIQUE.
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You will need either:
⢠A full time integration team who work above the Nexus+ helping to
coordinateacross each Nexus
⢠An integration Nexus
⢠Architecture adequate to complexity
Nexus+ Integration
Google
 runs
 4,000
 builds
 and
60
 million
 tests
 every
 day
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Organization and ArchitectureAdequate to Complexity
⢠Nexuses integrateinto a
horizontal platform providing
stabilitythrough integration
standards and facilities
⢠An Integration Nexus
⢠Have Nexuses within
boundaries that denote
collaboration and unit of
purpose, like product or value
chain area teams
⢠The Microsoft Component
Object Model
⢠Build your own iOS and SDK
to enable app development
⢠Product family architecture
⢠APIs
⢠UI Platform
⢠Internal Open Source
⢠Microservices
37. 37Š 1993-2015 Scrum.org, All Rights Reserved
âThe future state of Scrum will no
longer be called âScrumâ. What we
now call Scrum will have become the
norm, and organizations have re-
invented themselves around it.â
Source: Gunther Verheyen, âScrum â A Pocket Guide (A Smart Travel Companion)â, 2013
38. 38Š 1993-2015 Scrum.org, All Rights Reserved
About me & happy clients
Jeronimo Palacios
⢠Agile Coach since 2008
⢠Professional Scrum Trainer
⢠Moved to Berlin from London 3 months ago
Mail yosoy@jeronimopalacios.com
Twitter @giropa832
Blog http://jeronimopalacios.com/en/
39. 39Š 1993-2015 Scrum.org, All Rights Reserved
Scaled Professional Scrum by Scrum.org
⢠SPS Workshops, https://www.scrum.org/Courses/Scaled-
Professional-Scrum
⢠Nexus Guide
⢠Nexus Assessments
⢠Agility Index
⢠Agility Path, http://www.ebmgt.org/agility-path-framework/agility-
guide
40. 40Š 1993-2015 Scrum.org, All Rights Reserved
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