agilepalooza - bigscrum - scaling team to program

© 2009 BigVisible Solutions, Inc. All Rights Reserved

Big Scrum – Team to Program

Giora Morein | [email protected] •  Co-Founder of BigVisible Solutions •  Certified Scrum Trainer (CST) •  Agile Coach •  Specialize in ramping up and scaling Agile and

Scrum teams.

© 2009 BigVisible Solutions, Inc.. All Rights Reserved

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•  Project Initiation Roadmap

•  Stakeholders

•  Program Organizational Model

• Distributed Teams

•  Scaling Strategies

• Challenges and Success Factors


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Initiation Roadmap

• Activities are concurrent • All artifacts are starting-points • Anything can be changed

Team Formation & Training

Initiate Program

Iteration 0

Assessment

Business Discovery

Ide

ntify

St

ake

hold

ers

De

fine

Go

als

&

Ob

jec

tive

s

Stakeholder Meetings and

Alignment

Activity

Focus


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Stakeholders


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Stakeholder Model

Goals •  Identify stakeholders and types

• Define stakeholder roles

• Align and educate stakeholders

• Define communication and interaction model

• Define cross-program goals

•  Identify success measures


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Stakeholder Interaction

Level of interaction depends on type of stakeholder

High: Daily

Med: Weekly

Low: Monthly


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Stakeholder Collaboration

Level of collaboration depends on type of stakeholder

High: On the Team/Program

Med: Extended Team/Program

Low: External to the Team


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Stakeholders Types

Inte

rac

tion

Leve

l

Collaboration Level low medium high

low

m

ed

ium

h

igh

1. Project Consumers

1 3. Visitors & Guests

3 2. Project Implementers

2

4. Project Dependency 4 5. Org. Stakeholders

5

Create communication/collaboration strategy


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Educating Stakeholders


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Alignment & Education

Truth: Agile Programs are Different

• New principles, practices and artifacts • New vocabulary • Many traditional artifacts disappear • Education is required •  It takes time to learn •  It takes time to adjust • Stakeholders will need guidance


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Example: Stories

What are stories? •  Basic planning and building unit of Agile teams •  Small capability that will provide value • Avoids implementation details •  Represents invitation to a future conversation

As a vacation planner I

want to see photos of

hotel rooms

As a repeat vacation planner I want to rebook a past trip

As a user, I want to cancel a reservation


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Example: Stories

They are different •  Stories are not requirements •  Stories are not tickets •  Stories are not use-cases •  Stories are not a promise

As a vacation planner I

want to see photos of

hotel rooms

As a repeat vacation planner I want to rebook a past trip

As a user, I want to cancel a reservation


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Example: Reports

New Reports and Diagnostics • Agile reports must support decision-making •  Focus on business objectives •  Focus on productivity and completion rates •  Little emphasis on change-reporting


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The Program Model


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Program Organization

Goals

• Independent team units • Distributed backlog management • High cross-team communication • Program-level feature prioritization • Team-level story prioritization


____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ SM

The Team

Each team has a ScrumMaster

aka:

Team Lead Project Manager


____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ SM

The Team

Each team has a product owner

aka:

Customer Business The Voice The Truth

PO


____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____

BL

SM

The Team

Each team has it’s own story backlog

aka: team backlog backlog stories

PO


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BL

SM

The Team

Each team plans, sizes, manages and executes its own backlog

PO

Team meets daily in “stand-ups” or Scrums


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Program Coordination

BL

SM

PO

BL

SM

PO BL

SM

PO BL

SM

PO

SM SM SM SM

Program comprises of multiple teams

Team leads meet regularly

aka: Scrum-of-Scrums

daily


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PM

Program Coordination

BL

SM

PO

BL

SM

PO BL

SM

PO BL

SM

PO

SM SM SM SM

Program is led by Program Manager

or: Uber ScrumMaster

daily


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Product Coordination

BL

SM

PO

BL

SM

PO BL

SM

PO BL

SM

PO

PO PO PO PO

Product team leads meet regularly

aka: Meta-Scrum

daily


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BL

SM

PO

BL

SM

PO BL

SM

PO BL

SM

PO

PO PO PO PO

UPO

Product Team is led by Product Director

or: Chief Product Owner

daily


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PBL


BL

SM

PO

BL

SM

PO BL

SM

PO BL

SM

PO

PO PO PO PO

UPO

Product Team prioritizes consolidated Program Backlog

Program Backlog divided into team Backlogs


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PBL


BL

SM

PO

BL

SM

PO BL

SM

PO BL

SM

PO

3 Product Management Models

1. Top-Down •  Stories defined in Program Backlog •  Program Backlog split and distributed to teams •  Requires extensive investment in Program Backlog • Only feasible in homogenous program


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PBL


BL

SM

PO

BL

SM

PO BL

SM

PO BL

SM

PO


2. Bottom-up •  Features and Stories defined in Team Backlog •  Team feeds Program Backlog •  Typical in more heterogeneous environments • Difficult to manage program-level priorities


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PBL


BL

SM

PO

BL

SM

PO BL

SM

PO BL

SM

PO


3. Hybrid •  Features defined and prioritized at program-level •  Stories defined and prioritized at team-level •  Features assigned based on capacity and subject •  Supports complex prioritization


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PBL

Support Teams

BL

SM

PO

BL

SM

PO BL

SM

PO BL

SM

PO

PO PO PO PO

UPO

PM

SM SM SM SM A A A

Architects DBA’s D D

Infrastructure I I I


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Scaling Large Programs

PM PM PM

UPO UPO UPO

wee

kly

wee

kly


____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____

Technical Coordination

BL

SM

PO

BL

SM

PO BL

SM

PO BL

SM

PO

Architecture team organized as program support

Members of architecture team participate in functional teams

A A A A

A A A A

Responsible for defining standards, technical debt strategy, code ownership, high-level design etc.

Provide technical guidance and advice


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Distributed Teams


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Distributed vs. Virtual

Virtual Team Distributed Team

Individuals in multiple remote locations

Individuals co-located in different locations

Never collaborate in person, regardless of location

Individuals collaborate in-person with others in same location. Teams communicate virtually across locations

Extremely high levels of geographic dependencies

Lower levels of geographic dependencies

We prefer Distributed teams not

Virtual Teams


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Distributed Scrum Teams

location 2

location 4 location 3

location 1

BL

PO PO

PO PO

BL

BL

BL

SM

SM SM

SM

Each Team: •  has its own ScrumMaster •  has its own Product Backlog •  has a dedicated Product Owner • can plan sprints independently • can optimize itself •  is co-located

ScrumMaster

Function 2 (Dev)

Function 3 (QA)

Function 4 (UI/IA)

PO

BL

Backlog

SM

Product Owner


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Anti-Pattern: Functionally Silod Teams

Each Team: • Multi-location, multi-team project •  Each location is functionally organized • Cross-functional teams are virtual • High dependency across locations

Function 1 (PM)

Function 2 (Dev)

Function 3 (QA)

Function 4 (Vis. Des)

location 2

location 4 location 3

location 1


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Scaling Strategies


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2 Fundamental Approaches

1. BIG BANG!

How to Scale?

2. Phased


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Big Bang

Extremely Difficult and Inefficient •  Rushed team selection •  Bigger audience results in poorer training • No time to establish rhythm •  Little time for coaching and maturation •  Poorer adoption • Unhappy people


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Phased

Can be rapid or slow phased approach •  1-2 teams ramped up at a time • Wider window to find the right people •  Easier to schedule •  Smaller audience being trained •  Easier for program to focus efforts • Works best with coaching or mentoring •  Better adoption • Happier people


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Example of Rapid Phase Model

Wa

ve 3

W

ave

2

We

ek

Mgt

We

ek

We

ek

We

ek

We

ek

We

ek

We

ek

We

ek

1 2 3 4 5 6 7 8

Training, Stories and Setup

Team 1

We

ek

We

ek

We

ek

We

ek

9 10 11 12

Team 1 Iteration 1

Team 1 Iteration 2

Team 1 Iteration 3


Team 2

Team 2 Iteration 1

Team 2 Iteration 2

Team 2 Iteration 3


Team 3

Team 3 Iteration 1

Team 3 Iteration 2

Team 3 Iteration 3


Team 4

Team 4 Iteration 1

Team 4 Iteration 2

Team 4 Iteration 3


Team 5

Team 5 Iteration 1

Team 5 Iteration 2


Team 6

Team 6 Iteration 1

Team 6 Iteration 2

Wa

ve 1


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Example of Rapid Phase Model

Wa

ve 3

W

ave

2

We

ek

Mgt

We

ek

We

ek

We

ek

We

ek

We

ek

We

ek

We

ek

1 2 3 4 5 6 7 8


Team 1

We

ek

We

ek

We

ek

We

ek

9 10 11 12

Team 1 Iteration 1

Team 1 Iteration 2

Team 1 Iteration 3


Team 2

Team 2 Iteration 1

Team 2 Iteration 2

Team 2 Iteration 3


Team 3

Team 3 Iteration 1

Team 3 Iteration 2

Team 3 Iteration 3


Team 4

Team 4 Iteration 1

Team 4 Iteration 2

Team 4 Iteration 3


Team 5

Team 5 Iteration 1

Team 5 Iteration 2


Team 6

Team 6 Iteration 1

Team 6 Iteration 2

Wa

ve 1

Week 1 Week 2 Week 3

Team Formulation

Foundation Class Training

Vision/Scope Workshop

Story Workshop

Sizing/Est. Workshop

Project Environment Setup

Individual and Team Assessments


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Challenges and Success Factors


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Challenges with Scaling Agile

Expect to deal with the following:

• Cross-program communication challenges • Cross-program coordination challenges • Managing program backlog • Shared services and resources • Continuous education • External forces


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Common Pitfalls

Avoid doing this:

• Ramping up too fast • Focusing on standardization • Creating conflicts of interest • Focusing on efficiencies early • Focusing on effort rather than results


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Keys to Success

Do This:

• Get strong ScrumMasters and Product Owners • Ensure executive support and dedication • Manage to your bottlenecks • Continuously examine existing policies and practices • Think small – even when you’re Big! • Get guidance

agilepalooza - bigscrum - scaling team to program

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