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Scaled Professional Srum and Nexus on the Scrum User Group Berlin

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Scaled Professional Srum and Nexus on the Scrum User Group Berlin

  1. 1. by Scrum.org – 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. 2. 2© 1993-2015 Scrum.org, All Rights Reserved MIN 3 Have you been engaged in efforts to scale Scrum? Raise your hand if your organizationdefines ‘scale’as… • 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. 3. 3© 1993-2015 Scrum.org, All Rights Reserved Scaled Scrum Scaled Professional Scrum “It takes two to scale.” – Gunther Verheyen
  4. 4. 4© 1993-2015 Scrum.org, All Rights Reserved Focus. Transparency.ScaledScrum
  5. 5. 5© 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. 6. 6© 1993-2015 Scrum.org, All Rights Reserved A system’s components interact purposefullytoward a shared goal without externally exerted power. Frequent decisions of adaptation are based on knowledge gained through inspection and experience. Scrum’s DNA Self-Organization Empiricism
  7. 7. 7© 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. 8. 8© 1993-2015 Scrum.org, All Rights Reserved Professional Scrum Professional   Scrum Mechanical   Scrum Technical   Excellence Values  and   Principles Any Scrum instance that implements Scrum’s mechanics, its values and principles, and technical excellence.
  9. 9. 9© 1993-2015 Scrum.org, All Rights Reserved Technical Excellence THE MEDUSA EFFECT Poorly maintained codebases have…
  10. 10. 10© 1993-2015 Scrum.org, All Rights Reserved One Scrum Team Doing Work
  11. 11. 11© 1993-2015 Scrum.org, All Rights Reserved Three Scrum Teams Doing Work
  12. 12. 12© 1993-2015 Scrum.org, All Rights Reserved Nine Scrum Teams Doing Work
  13. 13. 13© 1993-2015 Scrum.org, All Rights Reserved • People (communication) • Business domains and requirements • Technology • Software • Infrastructure • Intra-team • Cross-team • External Dependencies Dimensions Where
  14. 14. 14© 1993-2015 Scrum.org, All Rights Reserved Identify and work around dependencies: – Prior to work occurring – Ongoing – Persistent – In all dimensions Reveal dependencies that remained unnoticed: – Frequent integration – Acceptance testing – Continual build and delivery – Minimize technical debt Dealing with Dependencies Proactive Reification* *Reification: Making  something  real,  bringing  something   into  being,  or  making  something  concrete.
  15. 15. 15© 1993-2015 Scrum.org, All Rights Reserved Your ability to scale depends on your ability to continuously: – Identify and remove dependencies – Integrate work across all levels – Create and inspect reified Increments
  16. 16. 16© 1993-2015 Scrum.org, All Rights Reserved The Nexus Scaled Professional Scrum “A man who carries a cat by the tail learns something he can learn in no other way.” - Mark Twain
  17. 17. 17© 1993-2015 Scrum.org, All Rights Reserved Nexus –noun ˈnek-səәs : a relationship or connection between people or things http://www.merriam-­‐webster.com/dictionary/nexus
  18. 18. 18© 1993-2015 Scrum.org, All Rights Reserved Scrum for MultipleTeams 1. A product has one Product Backlog. 2. Multiple Teams create integrated Increments.
  19. 19. 19© 1993-2015 Scrum.org, All Rights Reserved The Nexus™ – An Exoskeleton for 3-9 Scrum Teams
  20. 20. 20© 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 wonder… • Isn’t scaled Scrum through the Nexus still Scrum? • Doesn’t the Nexus efficiently scale product development with Scrum? Scrum Is Not Enough?
  21. 21. 21© 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. 22. 22© 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. 23. 23© 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. 24. 24© 1993-2015 Scrum.org, All Rights Reserved The Nexus interconnects 3-9 Scrum Teams: – Exhibiting Scrum’s principles and DNA –Creating one reified Increment of product – Minimal overhead, maximized outcome
  25. 25. 25© 1993-2015 Scrum.org, All Rights Reserved Managing Scaled Scrum Scaled Professional Scrum “Success in management requires learning as fast as the world is changing.” – Warren Bennis
  26. 26. 26© 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. 27. 27© 1993-2015 Scrum.org, All Rights Reserved Scaled Professional Scrum Practices Dependencies Reification Feature  teams ALM  artifact  automation Micro-­‐services Test-­‐driven  development Product  Backlog metadata Continuous  integration  of  all  work Continuous  Product  Backlog  refinement Frequent  builds Story  mapping Frequent testing Product Backlog  cross-­‐team  dependency   mapping Limited  branching Communities  of  practice Descaling  and  Scrumble Architecture  contains  experimentation and   A/B  switches Thin  sliced  Product  Backlog  items  compose  Sprint   backlog  for  ATDD
  28. 28. 28© 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. 29. 29© 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
  30. 30. 30© 1993-2015 Scrum.org, All Rights Reserved How To Measure the Progression of Your Scaling Effort? “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.”
  31. 31. 31© 1993-2015 Scrum.org, All Rights Reserved Nexus+ Scaled Professional Scrum “Put all your eggs in one basket and then watch that basket.” – Mark Twain
  32. 32. 32© 1993-2015 Scrum.org, All Rights Reserved Yes, You Can Scale Beyond The NexusValue.Dependencies.
  33. 33. 33© 1993-2015 Scrum.org, All Rights Reserved 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  – EVERY   PROJECT  IS  UNIQUE.
  34. 34. 34© 1993-2015 Scrum.org, All Rights Reserved 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
  35. 35. 35© 1993-2015 Scrum.org, All Rights Reserved 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
  36. 36. 36© 1993-2015 Scrum.org, All Rights Reserved Closing Empirical Management Explored
  37. 37. 37© 1993-2015 Scrum.org, All Rights Reserved “The future state of Scrum will no longer be called ‘Scrum’. What we now call Scrum will have become the norm, and organizations have re- invented themselves around it.” Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
  38. 38. 38© 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. 39. 39© 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. 40. 40© 1993-2015 Scrum.org, All Rights Reserved Scrum.org is a community. Connect. Twitter @scrumdotorg LinkedIn LinkedIn.com /company/Scrum.or g Facebook Facebook.com /Scrum.org Forums Scrum.org /Community RSS Scrum.org/RSS
  41. 41. 41© 1993-2015 Scrum.org, All Rights Reserved T H A N K Y O U

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