Going LARGE by staying small - Running Large projects and companies using Scrum. Tom Peters called it - "Crazy times call for crazy organizations" (The Tom Peters Seminar 1994) We are in crazy times. The bubble bursts and capital gets destroyed in larger chunks than any time before. Obama tries to help his country to survive this crisis and one thing is absolutely clear - going large was a mistake. Ford, GM, Toyota, Chrysler, Siemens, Infineon, Nokia, Sony all are in big trouble. Open the newspaper and you get scared. What happened? Large organizations - like dinosaures survive just because they are big! They can effort to be ineffective, dull and slow because they are large. As long as the equilibrium in which they can exist does not change - they are the kings. But - Napster and iTunes changed the Music business, the game industry is hit by self publishing game developers like tellgate, and the first line of defense of the big ones was to by the small ones. But - if you do not have big pockets anymore? You can not assimilate the smaller, the more agile companies. What will happen? The smaller will survive - and the big ones will die. This talk will not explain how Scrum works - it will show you - What you MUST do to become flexible and competitive again and how Scrum can help you to achieve it.

1. goingLARGE by stayingsmall
running large projects & whole organzations with Scrum
presented by
Recife, February 2009
Ana Christina Rouiller
supported by

2. Who is this no-name in
YOUR country?

3. before Scrum ...

4. Philosophy and Soziology

5. EDS |
BroadVision |
ONE |

6. I knew how to make
projects work the
traditional way

7. CMM 2 - Pilot Project

8. CMM 3
internal trainer at EDS in 1999

9. 2002

10. and then the challenge

11. build it faster and more
reliable again!

12. traditional way would not
work ...
No Way!

13. First
Scrum

14. 2003

15. Certified
ScrumMaster

16. 2004

17. 1st Certified
ScrumTrainer

18. 2005 first teams
with people size up
to 50 persons

19. 2006 first teams with
people size up to 100
persons and distributed
environment

20. 2008 number of people
trained goes beyond 3000

21. 2009 - the circle closes ...
now whole companies wants to do big
bang implementations ... we help
them doing it.

22. so let’s start ....

23. Most companies
started with a
couple of people

24. < than 8 people

25. then they
grow ....

26. 14

27. 50

28. 100

29. 1000

30. Features Delivered per Team
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

31. Features Delivered per Team
2000 2001 2002 2003 2004 2005 2006
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

32. Days between Major Releases
Features Delivered per Team
2000 2001 2002 2003 2004 2005 2006
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

33. Lack of visibility
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

34. Resource Bottlenecks
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

35. Unpredictable release dates
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

36. Lack of responsiveness, lack of team alignment on priorities
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

37. Unhappy customers
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

38. Gradual productivity
decline as the team
grew
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

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

40. 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.

41. traditional answer ...
team and line management
project management
portfolio managment

42. going
LARGE

43. going
control

44. work
Taylor

45. whole is splitt into
parts

46. profession becomes
disciplines

47. knowledge goes
checklist

48. whole is splitt into
parts

49. whole is splitt into
parts

50. organization
Slone

51. factories are
numbers

52. departments are
numbers

53. people are
numbers

54. people are
numbers

55. Result

56. You loose
collaboration

57. You loose
trust

58. You loose
motivation

59. You loose
people

60. You loose
quality of ...

61. process

62. product

63. life

64. in other words ....
beauracracy

65. centralistic
in other words ....
beauracracy

66. centralistic
hierarchy
in other words ....
beauracracy

67. centralistic
hierarchy
dominant
in other words ....
beauracracy

68. centralistic
hierarchy
dominant
in other words ....
slow
beauracracy

69. centralistic
hierarchy
dominant
in other words ....
slow
beauracracy process driven

70. centralistic
hierarchy
dominant
in other words ....
slow
beauracracy process driven
non agile

71. from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

72. Or you go another
path .... and stay:

73. human-centric
Or you go another
path .... and stay:

74. human-centric
flat
Or you go another
path .... and stay:

75. human-centric
flat
federalistic
Or you go another
path .... and stay:

76. human-centric
flat
federalistic
distributed
Or you go another
path .... and stay:

77. human-centric
flat
federalistic
distributed
Or you go another
innovative
path .... and stay:

78. human-centric
flat
federalistic
distributed
Or you go another
innovative
path .... and stay:
agile

79. human-centric
flat
federalistic
distributed
Or you go another
innovative
path .... and stay:
agile
re-inventing

80. human-centric
flat
federalistic
distributed
Or you go another
innovative
path .... and stay:
agile
re-inventing
fast

81. How?

82. agile answer ...
stolen from Pixar (Ed Cutmill)

83. Empower
your
creatives

84. create a
peer culture

85. free up
communication

86. craft a learning
environment

87. get more out of
post mortems

88. is there a path or a
guideline can help
you ...?

89. Scrum

90. 74
Scrum is not a ....

91. crum is Scrum

92. emphasis in on the team

93. A team can do 90% of
the work!

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

95. “Scrum is faster, better, cooler! It’s the way we
first built software at Yahoo, yet is 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.”

96. what the companies
achieved ...

97. look at
delivery

98. delivery
most important
functionality in 2
weeks

99. delivery
bug free in 6
weeks

100. delivery
business had not ideas
anymore after 8 weeks

101. look at
qualitiy

102. quality
no overtime

103. quality
all team members know
the whole code base

104. quality
bugs get not managed they got
fixed immediately

105. quality of life
“I can contribute”

106. quality of life
“I can grow”

107. quality of life
“We can do it together”

108. case of ...
salesforce.com

109. “ 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.)

110. 94
% of customers that indicate they definitely
or probably will recommend salesforce.com
to others
* Source: Salesforce.com Relationship survey

111. +61 %
improvement in “mean time to release” for major
releases in 2007

112. +568%

113. +94 %
Increase in feature requests
delivered - 2007 v. 2006

114. +38 %
Increase in feature requests delivered
per developer - 2007 v. 2006

115. “ 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

116. Our teams are happier…

117. 92 %
of respondents believe ADM is an effective
approach for their scrum teams

118. 88 %
of respondents believe the quality of our products have
improved or stayed the same
* 51% say our quality has improved

119. 89 %
of respondents are having the “best
time” or a “good time” at Salesforce
* 49% improvement from pre-ADM

120. 94 %
of respondents would recommend
ADM to their colleagues inside or
outside Salesforce

121. from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

122. Do you want this?
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

123. What needs to be done?

124. #1 company backlog
get one for all!

125. #2 define roles &
responsibilities

126. Sprint # 1 Sprint # 2
9:00
....... .......
Sprint Planning 1
Sprint Planning 1
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127. #4 stick to your teams

128. #5 make teams cross-functional
train them so
they can do the
whole work

129. #6 synchronize sprints
Sprint planning 1
Sprint planning 2

130. create a Product
#7 Owenr Team

131. #8 problem no. 1
Change Agent
He says “No”
“He fights for the poor”
Far too often, people fear to be a good ScrumMaster.
They do not have the standing!

132. #9 professionalization
‣software development
‣product development
‣finanical numbers

133. #9 professionalization
“we do not need to do X, we do Scrum.”
‣software development
“we can do what we want.”
‣product development
“I am not finanical numbers
‣important anymore -
it is the team.”

134. #10 fight the resistance
traditional management
traditional engineering
laciness of thinking

135. What did we do with
our clients?

136. organizational level
get the buy in from
executive management

137. example
we worked with the executives to create the overall
company backlog

138. implementation
choose for you pilot the most
important project/part of you
company
sense of urgency

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

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

141. example
we get one or two person in a company who are
responsible in-house

142. implementation
know where you are and where
you want to be
vision and strategies

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

144. implementation
training and short
introductions into what we do,
intranet and our checklists
communication

145. example
a three hour tutorial before the next big sprint
planning helped everybody to understand what is
expected from them

146. implementation
working with managers to
understand the empowerment
of the teams
empowerment

147. 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.

148. implementation
deliver one functionality the
first time - fully done!!!
short term win

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

150. implementation
work with your client on long
term relationship ... No! it is not
about business grow
never letting up

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

152. implementation
work with the next part of your
organization, and keep walking
around
making change stick

153. example
salesforce.com

154. Continuous Improvement
“Agile Launch”
Big Bang Rollout
144 146 154
148 150 152
October January October January April
April July
Expansion
Rollout Adoption Excellence

155. 137
LeadingChange
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

156. ?
CHECK it - Daily Scrum
HOW to do - Sprint Planning 2
WHAT to do - Sprint Planning 1
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