Agile Meetup Hsinchu 2019/02

1. Experience Sharing in Scrum
and Working across Countries & Cultures
Dale Chang
2019-02-16
Agile Hsinchu

2. Who I am
Dale Chang (張中明)
• A SW developer
• 10+ years experience in SW development
• 8+ years experience in Agile/Scrum
• Worked for HK, TW, US, SE, NL companies
• The fan of Star Wars, Gundam

3. Complicated Work

4. How we work
• Scrum

5. Let’s Start Real Projects

6. Project 1 ( + + , 2010-2012)
• Developed leading-edge SW application
• Human resource allocation
• 3 SW Dev. + 1 SM + 3 knowledge owners
• 2.5 SW Dev.
• 1 SW Dev.
• Process
• Scrum + Kanban

7. Outcome 1
• Failed to complete, because…
• No SMART objective
• Delay (no commitment, no discipline)
• No traceability on project (no records of velocity, capacity, focus factor...)
• Consequence
• Transferred to other department
• Rolled out successfully in 2015
• People left

8. Project 2 ( + , 2012-2015)
• Developed SW Application on machine
• Human resource allocation
• 5 SW Dev. + 3 Testers + 1 SM
• 60 SW Dev. + 10 Testers + 5 SMs + 5 POs + many HW engineers + knowledge owners
• Process
• Scrum (Mini-Waterfall)

9. Challenges of Project 2
• no trust, no owned tasks, no competency
• trivial assignments
• geography + time zone difference
• easy to be forgotten
• late informed, downstream activities
• Biggest Challenge
SW Developer’s mindset: reactive attitude + passive thinking
No Ownership + No Accountability

10. • 創造緊迫感
• 引導團隊
• 變革願景
• 理解和認同
• 授權他人行事
• 短期勝利
• 不要放鬆
• 創造新的文化
1. 透明化
2. 形成共同意識
1. 不要想改變任何人
2. 創造「滾雪球效應」
• 與公司戰略相結合
1. 主管變了什麼
2. 主管對團隊的
期望
1. 移除障礙
2. 授權他人行事
1. 頻繁展示勝利成果
2. 持續聚焦與驗證成果
• 持續敦促，慎防舊習 用最簡潔的規範形成「持續改善」
成功變革的八個步驟
目
標
導
向
Action
Learning
** 引用自 “敏捷的實用劇本 – 讓英雄先救貓咪”
by Ruddy Lee

11. So… how we overcome challenges
• People-wise (Competency)
Hard skill
• Problem solving
• SW Design
Soft skill
• Teamwork
• Communication
• Alignment
• Flexibility
• Assertiveness
• Initiativeness
• …
People-wise
Process-wise
Project-wise

12. So… how we overcome challenges
• Process-wise (Mini-Waterfall)
User
Req.
SW
Req.
SW
Design
3 weeks
Documentation
Implementation
Testing
Delivery
Arch. overview
SW Design
Final WBS
SBI
Why What How
People-wise
Process-wise
Project-wise
Problem
Target
Stakeholders
Solution
SW Spec.
Initial WBS
User
Req.
SW
Req.
SW
Design
3 weeks
Arch. overview
SW Design
Final WBS
Why What How
Problem
Target
Stakeholders
Solution
SW Spec.
Initial WBS
Documentation
Implementation
Testing
Delivery
User
Req.
SW
Req.
SW
Design
3 weeks
Arch. overview
SW Design
Final WBS
Why What How
Problem
Target
Stakeholders
Solution
SW Spec.
Initial WBS
PBI
Velocity

13. So… how we overcome challenges
• Project-wise (traceability + manageable)
Scrum Management
• Velocity
• Estimate capacity
• Real capacity
• Focus factor
Project Management
• Performance
• Quality
• Risk
• Staff
People-wise
Process-wise
Project-wise

14. Common Mistakes in Scrum (1/3)
• Daily Scrum
• What did you do yesterday?
• What will you do today?
• Are there any impediments in your way?
• Goal:
To synchronize activities and create a plan for the next 24 hours
( https://www.scrum.org/resources/what-is-a-daily-scrum)

15. Common Mistakes in Scrum (2/3)
• Spent 44 hrs to get 24 hrs value (story points)
• Consequence :
→ Not well control
→ Impression of low efficiency
→ Risk of on-time delivery
→ Effort in change management
→ and more …
• Daily Scrum

16. Common Mistakes in Scrum (3/3)
• Refinement
• No idea how to drive a refinement meeting
• Wrong problem definition
• Not consider the way-of-working change impact
• Misleading in SW requirement/design
• Under/over estimate

17. Outcome 2
• Succeed to demonstrate capability, because…
• Focus + Commitment
• Solid SW development process
• Consequence
• Recognized by
• More visibility, more jobs, more opportunities
• Competency built up

18. Project 3 ( - + + , 2015- )
• Developed SW Application on sensor
• Human resource allocation
• 4 SW Dev. + 1 SM
• 1 SW Dev. + 1 PO
• Many HW engineers + knowledge owners
• 60 SW Dev. + 10 Testers + 5 SMs + 5 POs
• Process
• Scrum (Water-Scrum-Fall)

19. Challenges of Project 3
• no trust between and
• an ambition to grow SW team in
• QC is the most important gate keeper
• different priorities between and
• PO not get into it
• blame others
• Biggest Challenge:
“The Agile Manifesto” not suitable for HW development process

20. So… how we overcome challenges
• Process-wise (Water-Scrum-Fall)
Functional Spec.
3 weeksSBI
Water
SW
Design
Imp.
Unit/Sim.
Test
3 weeks 3 weeksPBI
Scrum Fall ～～～
• A period of detailed design and planning
• The development using the Scrum approach
• A strict and managed product delivery
Refer to: What is Water-Scrum-Fall?
https://www.letsmakebettersoftware.com/2017/10/what-is-water-scrum-fall.html
Machine Test Delivery
Functional Spec. Machine Test
SW
Design Imp.
Unit/Sim.
Test
• HW + SW activity:
• SW activity: SW
Design
Imp.
Unit/Sim
Test
Delivery
SW test report
Func. test report
Sign-off
Water Scrum Fall ～～～
N weeks…
Water-Scrum-Fall

21. Outcome 3
• Succeed to roll out kernel sensor, because…
• Adapted SW process to fit HW development process
• Immediately SW support for HW development
• Consequence
• Become SW owner in sensor
• Participate in NEXGEN sensor design in system level
• Recognized by upper managers
• Setup a new SW team to work on another SW product

22. Conclusion
Accept It or Do Something
At some point, everything's gonna go south on
you... everything's going to go south and
you're going to say, this is it. This is how I end.
Now you can either accept that, or you can get
to work. That's all it is. You just begin. You do
the math.
You solve one problem... and you solve the
next one... and then the next. And If you solve
enough problems, you get to come home.