Going Large Staying Small

going LARGE by staying small
running large projects & whole organisations with Scrum

Belo Horizonte, June 2009
presented by

Mittwoch, 3. Juni 2009

Who is this no-name in
YOUR country?


before Scrum ...


Philosophy and Soziology


EDS |
BroadVision |
ONE |


I knew how to make
projects work the
traditional way


CMM 2 - Pilot Project


CMM 3
internal trainer at EDS in 1999


and then the challenge


Build it faster and more
reliable again!


traditional way would not
work ...
No Way!


First
Scrum

Certiﬁed
ScrumMaster

1st Certiﬁed
ScrumTrainer

2005 ﬁrst teams
with people size up
to 50 persons

2006 ﬁrst teams with
people size up to 100
persons and distributed
environment

2008 number of people
trained goes beyond 3000


2009 - the circle closes ...
Now whole companies wants to do
big bang implementations ...
We help them doing it:


so let’s start ....


Most companies
started with a
handful of people


<than 8 people


grow
then they

....


Features Delivered per Team

from a presentation of salesforce.com
Scrum Gathering Stockholm 2008



2000 2001 2002 2003 2004 2005 2006



Days between Major Releases


2000 2001 2002 2003 2004 2005 2006



Lack of visibility



Resource Bottlenecks



Unpredictable release dates



Lack of responsiveness, lack of team alignment on priorities



Unhappy customers



Gradual productivity decline as the team grew



The claim of most managers
and business people is a reﬂex.
They say ....


The claim of most manager and business people is a reﬂex they say ....

We need to structure
and organize more ....
We need better processes,
we need better tools,
we need better people.

traditional answer ...


traditional answer ...

➡ team and line management
➡ project management

➡ portfolio management


going
LARGE

going
control

work
Taylor

whole is split into
parts

profession becomes
disciplines

knowledge goes
checklist

organization
slowes

factories are
numbers

departments are
numbers

people are
numbers

You loose
collaboration

You loose
trust

You loose
motivation

You loose
people

You loose
quality of ...

process

product

in other words ....

bureaucracy:


in other words ....

bureaucracy: centralistic


in other words ....

hierarchy


in other words ....

hierarchy
dominant


in other words ....

hierarchy
dominant
slow


in other words ....

hierarchy
dominant
slow
process driven


in other words ....

hierarchy
dominant
slow
process driven
non agile


or you go another path...

staying:


or you go another path... human-centric
staying:


staying: ﬂat


staying: ﬂat
federalistic


staying: ﬂat
federalistic
distributed


staying: ﬂat
federalistic
distributed
innovative


staying: ﬂat
federalistic
distributed
innovative
agile


staying: ﬂat
federalistic
distributed
innovative
agile
re-inventing


staying: ﬂat
federalistic
distributed
innovative
agile
re-inventing
fast

the agile answer ... stolen from Pixar, Ed Catmull


Empower your
creatives,


create a

peer culture,

free up

communication,

craft a

learning
environment

Get more out of
post mortems.


Is there a path or
a guideline
that can help you ...?


Scrum is not a ...


Scrum is Scrum


emphasis in on the team


A team can do
90% of the work!


“Train the team members
so that every team member
is able do 90% of the tasks
given to the team.”(Tom Peters)


“Scrum is faster, better, cooler!
It’s the way we first built software at Yahoo,
yet it‘s scalable to large, distributed, and
outsourced teams.” Yahoo Chief Product Owner


“It looks like the way we build software
here at Rockstar Vienna in the beginning,
now we use it in a large organization.”


what the companies
achieved ...


look at
delivery

delivery most important
functionality in
2 weeks


delivery bug free in
6 weeks

delivery business had
no ideas anymore
after 8 weeks


look at
quality

quality no overtime


quality all team members
know the whole
code base


quality bugs get not managed
they got ﬁxed
immediately


quality of life
“I can contribute”


quality of life
“I can grow”


quality of life
“We can do it together”


case of ...
salesforce.com


“ Since implementing our iterative development methodology which enables us
to deliver more frequent releases, we have seen statistically signiﬁcant
improvements in our satisfactions scores across our service attributes from our
”
features to our platform.

Wendy Close
Salesforce Customer Satisfaction Survey
Sr. Manager Product Marketing
Salesforce.com

(Source: Salesforce.com Relationship survey, conducted by independent third party CustomerSat
Inc., July 07 and Feb. 08. Sample size equals 4000+ randomly selected worldwide respondents
from all size companies and industry sectors.)


94
of customers that indicate they
definitely or probably will recommend
salesforce.com to others
%

* Source: Salesforce.com Relationship survey


+61 %improvement in
“mean time to release”
for major releases in 2007


+568%


+94 %
Increase in feature requests
delivered - 2007 v. 2006


+38 %Increase in feature requests
delivered per developer - 2007 v. 2006


“ Simple is better. With our agile approach to product development we've put
our amazing people in charge. They work as a team to do the right thing for
the customers, their fellow employees and our shareholders. ”
Todd McKinnon
Sr. Vice President
Research & Development
Salesforce.com


Our teams are happier…

92 %
of respondents believe ADM is an effective
approach for their scrum teams


88 %
of respondents believe the quality of our products have
improved or stayed the same
* 51% say our quality has improved


89 %
of respondents are having the “best time” or a
“good time” at Salesforce
* 49% improvement from pre-ADM


94 %
of respondents would recommend
ADM to their colleagues inside or
outside Salesforce


Do you want this?



What needs to be done?


#1 company backlog
Get one for all!


#2 deﬁne roles &
responsibilities


©
2009

#3
Sprint # 1

start
9:00

.......

Sprint Planning 1
CU
STO MER
Do your Daily Scrum every day!
M
ANAGER

Product Idea

immediately ... 12:00

3 days

Review
Sprint
Sprint Planning 2
VISION

spective
Retro-
PR

ER

Sprint
O N
DU
CT OW

SC

R
R E
UM T
MAS
18:00
TEAM

Day 1

Product Backlog

n

n

n

#4 stick to your teams


#5 make teams
cross-functional
Train them so
that they can do
the whole work!


#6 synchronize sprints
Sprint planning 1

Sprint planning 2


#7 create a
Product Owner Team


#8 problem no. 1
Your Change Agent:
Far too often, people fear to be a good ScrumMaster.
They do not have the standing!

He says “No”.
He ﬁghts for „the poor”.


#9 professionalization
• software development
• product development
• ﬁnanical numbers


“We do not need to do xxx,
we do Scrum.”
“We can do what we want.”
“I am not important anymore -
it is the team.”

#10 ﬁght the resistance
• traditional management
• traditional engineering
• laziness of thinking


What do we do
with our clients?


organizational level
Get the buy in from
executive management


example

We worked with the executives
to create the overall company backlog.


implementation
Choose for your pilot
the most important project
or part of you company
sense of urgency

example
The most important functionality is the one
you build ﬁrst > that let to the fact that
all other projects could be implemented faster.


implementation
Create a in-house roll-out team,
that leads the implementation
organizational wide
the guiding team

example

We get 1 or 2 persons in a company
who are responsible in-house.


implementation
Know where you are
and where you want to be

vision and strategies

example

We work with setting up ScrumMasterWeekly`s
that help us to guide the implementation
in case we are not there.


implementation
Training and short
introductions into what we do, intranet
and our checklists

communication

example
A 3 hour tutorial before
the next big sprint planning helps everybody
to understand what is expected from them.


implementation
Working with managers
to understand the
role of the teams

empowerment

example
Helping middle managers to understand the new role.
The new responsibilities they have to live and
we helped them to understand
what they do not know about leadership.


implementation
Deliver one functionality
the ﬁrst time - fully done!!!

short term win

example

1 sprint - most imporant thing
2 sprint - focus on improvement
3 sprint - bug free environment


implementation
Work with your client on long term
relationship ... No!
It is not about business grow.

never letting up

example

We work now with the architects,
we help to improve leadership skills.....


implementation
Work with the next part
of your organization
and keep walking around

making change stick

example

salesforce.com


Continuous Improvement

“Agile Launch”
Big Bang Rollout

144 146 148 150 152 154

October January April July October January April

Rollout Adoption Excellence Expansion


Leading Change
read:
1. A sense of urgency
2. The guiding team
3. Vision and strategies
4. Communication
5. Empowerment
6. Short-term wins
7. Never letting up
8. Making change stick


?
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
WHAT to do - Sprint Planning 1
The
Scrum
Analyse

PB

Flow
©
2009 Tactical
Level

Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4
9:00

....... ....... ....... .......

Sprint Planning 1

Sprint Planning 1

Sprint Planning 1

Sprint Planning 1
CU
STO MER
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
M
ANAG ER

Product Idea

Estimation Meeting
12:00

Review

Review

Review
Sprint

Sprint

Sprint

Sprint
Sprint Planning 2

Sprint Planning 2

Sprint Planning 2

Sprint Planning 2
VISION

spective

spective

spective
Retro-

Retro-

Retro-

Retro-
PR

ER

Sprint

Sprint

Sprint

Sprint
O N
DU
CT OW
SC

R

R E
UM
MAS
T Version 1.2
18:00
TEAM

Day 1 Release

Product Backlog
Estimation

Estimation

Estimation

Estimation

Estimation

Estimation

Estimation

Estimation
prioritized
Meeting

Meeting

Meeting

Meeting

Meeting

Meeting

Meeting

Meeting
PB PB PB PB PB PB PB

1
Under 20 100
stand ?
5 2

Strategic
Planning
Poker
M
ANAGER
CU
STO MER USER
CU
STO MER
M
ANAGER USER 13 30
40 8 Play!

3
Level
Releaseplan Releaseplan Update 5
20
8
8
version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 13 TEAM
5

SIZE it - Estimation Meeting


Going Large Staying Small

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