Артем Биковець - Agile at scale: Сhallenges & Fails Маштабування команд

1. Agile at Scale: Challenges
& Fails
TYPICAL BARRIERS AND WHAT YOU COULD DO
ARTEM BYKOVETS (AGILE COACH @ SIMLESENSE & CEO @ START-IT)

2. Few words about myself
• Partner, Agile Coach at SIMPLESENSE.
• CEO and coach/mentor at "StartIT”
• CSM, CSPO, CSP, CAL-1 by Scrum Alliance
• Certified Kanban System Design (KMP I) by LKU.
• Best QA specialist of Ukraine by IT Awards 2015
• Guest lecturer at KMBS
• “Software quality and testing” lecturer at KPI
• Happy father of Sophiia J

3. Who have heard: ”Scrum – failed”?

4. Hype? Looks like …

5. Let’s google J

6. Few days after…

7. Organization B.A. (before agile)

8. component vs. feature teams

9. Feature team (in LeSS)

10. Startup Team

11. In hierarchical organizations
bringing change is difficult.
Also, team members see
growth as getting bigger job
title rather than adding more
value…
Organization B.A.

12. 1. Mindset
PROJECT MINDSET PRODUCT MINDSET
ØDefined in advance
ØTask Management
ØMeasure within project
ØAdjust to the user
ØLess waste
ØMeasure outside in

13. 2. It seems like Agile (but not)
INCOHERENT STRUCTURE NETWORK
ØIsolated teams
ØMany dependencies
ØLack of cadence
ØSelf-managing teams are
responsible for planning and
scheduling their work
ØNo feeling-out period in teams
= stable teams
ØReduce hierarchy

14. 3. Flaccid Scrum* (“млявий” Scrum)
RUSH TO AGILE SOFTWARE CRAFTSMANSHIP
ØNeglecting technical practices
ØPoor Software delivery capability
ØThe Agile hangover
* Martin Fawler: http://martinfowler.com/bliki/FlaccidScrum.html

15. Scrum framework is very minimalistic
Что общего
между
Scrum
и сыром? J

16. Software Craftsmanship Manifesto
Not only working software,
but also well-crafted software
Not only responding to change,
but also steadily adding value
Not only individuals and interactions,
but also a community of professionals
Not only customer collaboration,
but also productive partnerships

17. 4. Heroism
USELESS HEROISM NETWORK OF CO-MANAGERS
ØManager as firefighter ØEnablers
ØRemove Impediments

18. 5. Need for specifics
CERTAINTY MINDSET EMPIRICAL MINDSET
ØLEARN early, not about FAIL fast
ØDISCOVER requirements through
delivery not about CHANGING
requirements

19. Certainty mindset

20. 6. Kind of Scrum
MECHANICAL SCRUM PROFESSIONAL SCRUM
ØScrum Master → PM or Technical
Leader
ØProduct Owner → Business Analyst
ØDaily Scrum → Daily status update
meeting
ØProduct Backlog → User requirements
ØSprint Review → User Acceptance Test

21. 7. Scaling
SCALING SCRUM SCALING PRODUCT
Don’t have Scaled Scrum as the goal

22. To sum up
BARRIERS WAYS TO SOLVE
Ø Project Mindset
Ø Incoherent team structure
Ø Rush to Agile
Ø Useless Heroism
Ø Certainty mindset
Ø Mechanical Scrum
Ø Scaling Scrum
Ø Product Mindset
Ø Network
Ø Software Craftsmanship
Ø Network of Comanagers
Ø Empirical mindset
Ø Professional Scrum
Ø Scaling product

23. Contacts:
My site: www.abykovets.com
Linkedin: https://linkedin.com/in/abykovets/
Facebook: https://facebook.com/artem.bykovets
Mail: a.bykovets@start-it.com.ua
+38 063 495 36 22