At the first edition of the Agile Greece Summit in Athens (September 18, 2015) Gunther Verheyen introduced the Nexus and Scaled Professional Scrum of Scrum.org.
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Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)
1. by Scrum.org â Improving the Profession of Software Development
Scaled Professional Scrum
Focused. Effective. Viable.
Gunther Verheyen
Shepherding Professional Scrum
Scrum.org
Agile Greece Summit
Athens
18 September 2015
2. 2Š 1993-2015 Scrum.org, All Rights Reserved
MIN
3
Which of the following software development processes is your
organization using?
⢠Lean (software development)
⢠Kanban
⢠DevOps
⢠SAFe
⢠DAD
⢠eXtreme Programming
⢠Scrum
Short Survey About You and Your Process
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Two Decades of Scrum
Scaled Professional Scrum
âA person with a new idea is a crank until the idea
succeeds.â
â Mark Twain
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Designed for Complexity (1995)
⢠Framing peopleâs creativity
⢠Controlling risk (time-
boxing)
⢠Enabling validated learning
⢠Driven by goals
⢠Thriving on discovery
⢠Delivering Value
⢠A bounded environment for
action
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Scrumâs DNA
Self-organization
A systemâs components interacting
purposefully toward a shared goal
without externally exerted power.
Empiricism
Frequent decisions of adaptation
are based on knowledge gained
through inspection and
experience.
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A Craze Since the Conception of Agile (2001)
scrum¡pede/skrĘmËpiËd/
Sudden frenzied rush of (panicâstricken) companies to
do Scrum because they want to be agile, too.
Inspired by Š Tomasz WĹodarek.
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Scrum, Essentially
1. A team pulls
work from one
Product
Backlog.
2. Each Sprint
delivers a
releasable
Increment of
product.
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What if we would start with Scrum
before attempting to âscaleâ it?
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Scaled Scrum
Scaled Professional Scrum
âIt takes two to scale.â
â Gunther Verheyen
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An Even Bigger Craze (2012)
scrum¡pede/skrĘmËpiËd/
1. Sudden frenzied rush of (panicâstricken) companies to do
Scrum because they want to be agile, too.
2. To flee in a headlong rush to bigger Scrum because more
software is needed, now.
Inspired by Š Tomasz WĹodarek.
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MIN
3
Raise your hand if your organization defines âscaledâ asâŚ
⢠Multiple teams working on one product
⢠Multiple teams working on their individual products
⢠Multiple teams working on a suite of integrated products
⢠One team working on several products in parallel
⢠The complete IT department adopting Scrum
⢠The complete organization transforming toward Agile
Short Survey About Scaled Scrum
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Definition of Scaled Scrum
1. Any implementation of Scrum where multiple Scrum Teams
build one product or a standalone set of product features,
in one or more Sprints.
2. Any implementation of Scrum where multiple Scrum Teams
build multiple related products or sets of product features,
in one or more Sprints.
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Multiple Teams Building One Product
1. A product has
one Product
Backlog
managed by one
Product Owner.
2. Multiple
Teams create
integrated
Increments.
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MIN
2
What are YOUR biggest hurdles when
scaling Scrum, implementing Scrum at a
larger scale?
The Challenges of Scaled Scrum
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The Integration of Work (or the lack thereof)
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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Unresolved Dependencies Cause A Shift in Money Spent
Adding New
Features
Fighting
Technical
Debt
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Your ability to scale depends on your ability
to continuously:
â Handle dependencies
â Integrate work across all levels
â Create integrated Increments
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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
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Nexus
ânoun
Ënek-sÉs
: a relationship or connection between people or things
http://www.merriam-webster.com/dictionary/nexus
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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
Designed for Dependencies
Proactive Reification*
*Reification:
Making something real, bringing something
into being, or making something concrete.
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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 solutions that add overhead.
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The Nexus Integration Team
⢠A Scrum Team
⢠Works off of Product
Backlog
⢠Members are full or part
time
⢠Composition may change
between Sprints
⢠Focus is dependencies and
facilitation of integration
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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
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Descaling
⢠Scale up with caution
⢠Add practices or tools
⢠Reduce the overall pace by
reducing the number of
teams to a more sustainable
number (and/or velocity)
⢠Clean up and integrate the
current software so it can be
built upon in future Sprints
Productivity
Teams
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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 Teams
Productivity
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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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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
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About
Gunther Verheyen
⢠eXtreme Programming and Scrum since 2003
⢠Professional Scrum Trainer
⢠Shepherding Professional Scrum at Scrum.org
⢠Co-developing the Scaled Professional Scrum
framework at Scrum.org
⢠Author of âScrum â A Pocket Guide (A Smart
Travel Companion)â (2013)
Mail gunther.verheyen@scrum.org
Twitter @Ullizee
Blog http://guntherverheyen.com
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Scrum.org is a community. Connect.
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Abstract
"Scaling" became the most hyped and at the same time the most diversely interpreted word in the context of agile. The fad and the confusion obfuscate. Despite Scrum being the most adopted framework for agile software development, scaling Scrum while respecting its foundations and principles remains a challenge. Few scaled implementations grew upon Scrum's DNA of empiricism and self-organization.
Gunther introduces the âScaled Professional Scrumâ framework and the Nexus by Scrum.org. The Nexus interconnects 3-9 Scrum Teams through⌠Scrum.
Gunther shepherds Professional Scrum at Scrum.org and is a partner of Ken Schwaber.
A healthy Scrum foundation is the best path to success before trying to scale, otherwise youâll scale your current dysfunctions
Scrum alone isnât enough for success.
Establishing, promoting, and stewarding technical excellence as a foundation for growth.
Empiricsm
From Stephen Hawkingâs A Brief History of Time (1988):
A well-known scientist (some say it was the philosopher Bertrand Russell) once gave a public lecture on astronomy. He described how the Earth orbits around the sun and how the sun, in turn, orbits around the centre of a vast collection of stars called our galaxy.
At the end of the lecture, a little old lady at the back of the room got up and said: âWhat you have told us is rubbish. The world is really a flat plate supported on the back of a giant tortoise.â
The scientist gave a superior smile before replying, âWhat is the tortoise standing on?â
âYouâre very clever, young man, very clever,â said the old lady. âBut itâs turtles all the way down!â
Self-organization
Many natural systems such as cells, chemical compounds, galaxies, organisms and planets show this property.
Animal and human communities too display self organization: in every group a member emerges as the leader (who establishes order and rules) and everybody else follows him or her, usually willingly.
References
http://www.businessdictionary.com/definition/self-organization.html#ixzz3JG6K0gLw
http://plato.stanford.edu/entries/rationalism-empiricism/
http://vserver1.cscs.lsa.umich.edu/~crshalizi/notabene/self-organization.html
http://en.wikipedia.org/wiki/Self-organization
http://en.wikipedia.org/wiki/Complex_system
Based on âstam¡pedeâ ( /stĘmËpiËd/ ):
Sudden frenzied rush of (panicâstricken) animals.
A healthy Scrum foundation is the best path to success before trying to scale, otherwise youâll scale your current dysfunctions
Scrum alone isnât enough for success.
Establishing, promoting, and stewarding technical excellence as a foundation for growth.
Based on âstam¡pedeâ ( /stĘmËpiËd/ ):
Sudden frenzied rush of (panicâstricken) animals.
To flee in a headlong rush.
Followed by a rush toward scaling Scrum.
One team working on several products is not scaled Scrum. It is the reverse of scaling.
Many teams each working on one product is a lot of Scrum, but not scaled Scrum.
Communication (core to software development)
Aligning and integrating across dependencies
People â someone on another Scrum Team, in my Nexus or another Nexus, but not necessarily a PBI being worked on by another team; person is on vacation, only one person with that skillset, communication paths within the team and the Nexus, etc.
Domain â If you are organized around business domains, there may be features that overlap those boundaries (e.g. workflow)
Technology â frameworks, DBs, messaging servers, other types of servers, tools, etc. (e.g. donât have access to a DB to deploy your code/schema)
Software/software implementation â for a single team, execution sequence; across team, architecture misaligned to team structure (e.g. the code I need to change isnât under my teamâs control)
External â any of the above types of dependencies which are not solvable within the Nexus (e.g. a finance person is required to provide biz rules)
Each bar represents 100% team capacity for work
Bar area above the line is available capacity for new feature development.
Bar area below the line is capacity spent on technical debt.
Without keen attention to keeping the product clean and debt-free, the amount of time spent struggling with current ball of mud increases
The term âNexusâ means a connection, link; also a causal link, or a connected group or series.
Itâs origin is Latin (from nectere "to bindâ) and was first used in 1663 (http://www.merriam-webster.com/dictionary/nexus)
Itâs not about the structure, itâs about the connections (i.e. collaboration and conversation)
Consists of 3 to 9 Professional Scrum Teams:
To interoperate, significant architectural components must standardize their interaction
The Nexusâ foundation is Scrum and the heart of the Nexus is 3 to 9 Professional Scrum teams.
There is no separate Nexus Integration Team Product Backlog; they work off of the same Product Backlog as everyone else
They may develop utilities, scripts, etc. to help with integration
Adding practices/tools may initially slow you down
Adding practices/tools may initially slow you down
About Gunther Verheyen
Gunther Verheyen (gunther.verheyen@scrum.org) is a seasoned Scrum professional. He works for Scrum.org, the home of Scrum. He represents Scrum co-creator Ken Schwaber and Scrum.org in Europe.
Gunther ventured into IT and software development after graduating as Industrial Engineer in 1992. His Agile journey started with eXtreme Programming and Scrum in 2003. Years of dedication followed, of working with several teams and organizations, of using Scrum in diverse circumstances. Building on the experience gained, Gunther became the driving force behind some large-scale enterprise transformations.
Gunther left consulting to partner with Ken Schwaber, Scrum co-creator, at Scrum.org in 2013. He is Professional Scrum trainer, directs the âProfessional Scrumâ series and co-created the framework for Evidence-Based Management of Scrum.org. He shepherds classes, trainers, courseware and assessments for the programs of Professional Scrum Foundations (PSF), Professional Scrum Developer (PSD), Professional Scrum Master (PSM), and Professional Scrum Product Owner (PSPO).
In 2013 Gunther published his highly appraised book âScrum â A Pocket Guide,â a âsmart travel companionâ to Scrum.
Gunther lives in Antwerp (Belgium) with his wife Natascha, and their children Ian, Jente and Nienke.
Find Gunther on Twitter as @ullizee or read more of his musings on Scrum on his personal blog, http://guntherverheyen.com/tag/scrum/.