managing software delivery in the super ... - scrum day europe · v 3.4 © 1993 – 2017 scrum.org...

v 3.4 © 1993 – 2017 Scrum.org All Rights Reserved

Managing Software Delivery in the

Super Nova

A story of practical Agile scaling

@ScrumDotOrg 1 Dave West | CEO and Product Owner @davidjwest

v 3.4 © 1993 – 2017 Scrum.org All Rights Reserved 2

Or…

Surviving in a world of change


Improving the Profession of

Software Delivery


1,650,000+ Open Assessments Taken

117,000+ Professional Scrum Certifications

The Home of Scrum

90% Agile Teams Use Scrum

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Taught Practiced everywhere 77,000+

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One Scrum Guide


Would You Have

Predicted These 4

Things ?


The Agile of Accelerations

• The Market

• Digital Globalization

• Mother Nature

• Climate change, population growth

• Technology (Moores Law)

• Exponential increase in computing power


Entering the Super Nova


How Mother Nature Deals With Change (A Metaphor)

•Find your niche and focus on it

•Only the paranoid survive

•Mutate and test

•Thrive on diversity

•Exploit networks

•Always be looking for balance

•Long term outlook with short term focus


Are our organizations able to respond to change ?


What are organizations built to do…

• Efficient

• Cost / value

• Thoughtful

• Group decision making

• Hierarchical

• Upward accountability

• Short term

• Quarterly, annual focus

A social unit of people that is structured and

managed to meet a need or to pursue collective

goals. All organizations have a management

structure that determines relationships between

the different activities and the members, and

subdivides and assigns roles, responsibilities,

and authority to carry out different tasks.

Organizations are open systems--they affect and

are affected by their environment.

Read more:

http://www.businessdictionary.com/definition/organi

zation.html


And Culture Evolved In Response to those characteristics


“Culture eats strategy for breakfast.”

- Peter Drucker

And…


“Take The Hill”

It starts innocently enough…

An executive becomes convince that Agile is a good thing...

why not do it everywhere?

A decree is annouced:

“Everyone will be Agile by the end of the year...”


Irony: Adopting Agile Using A non Agile Approach

15


“People don't resist change.

They resist being changed.”

– Peter M. Senge


Maximizing efficiency of

resource utilization

Maximizing learning and innovation

17

Agile Stalls When Goals Aren’t Aligned

Traditional Agile

Agility Isn’t About Efficiency; Agility Is About Effectiveness


• … and they often want to plan their “Agile transformation”

• ... with a kind of “military precision”

• X number of people to be trained

• Y number of teams, each with coaches and product owners

• All marching toward the goal of “adopting Agile”

• With regular milestones at which they will measure progress

• Where success = “we are on plan”

18

Traditional Organizations love plans

What could possibly go wrong?


What’s Really Driving Change?

19

Customer

needs change

Frequent

adaptation is

essential

The Firm

Customer The Firm

Customer

This radical shift in focus

is leading to vast economic, social and political change


CEO VPs

Middle

Managers

Line Managers

Line Employees

Customers

The Modern Digital Organization

Customers

Delivery Teams

LOB Leaders

CEO

The Traditional Organization


Complex Problems Require Inspection And Adaptation

Source: Ralph Stacey

University of Hertfordshire, UK


Deploy and Measure

Build at Least Part Of It

Evaluate Possible Solutions

Understand Desired Outcomes

Identify an Opportunity

22

Inspect and Adapt (Transparency)

Continue

Until

Happy

1

2

3

4

5


Scrum Framework


Nexus™

v 3.4 © 1993 – 2017 Scrum.org All Rights Reserved https://upload.wikimedia.org/wikipedia/commons/8/84/Ducks_on_a_frozen_pond,_Reykjavik,_Iceland.jpg

Agility Migrates Inward From The Edges


A

customers

Agility Migrates Inward From The Edges

customers

customers


Agile Inside a Traditional Organization


Agile Teams Need Nurturing, Protection, And Support

Project-based

Governance Functional

Hierarchies


“A leader is best when, after the

work is done, the people say:

we did it ourselves.”

- Lao Tzu


Self-Organize to Form Teams

What motivates people?

1. Autonomy

2. Mastery

3. Purpose

Source: Daniel H. Pink, Drive: The Surprising

Truth About What Motivates Us, Riverhead

Hardcover, 2009

Form teams naturally with:

• Team members who want change (Opt-in)

• Team members who want to work together (self-organization)

• Mutually-agreed commitments and decision processes (self-direction)

But guided by business goals


• Leadership Services

• Servant leadership, portfolio management/funding, skill development, governance, …

• Engineering Services

• CI, CD, API management, test automation infrastructure, …

• Measurement Services

• Metrics to help them inspect and adapt …

• Shared Services

• Services needed by non-agile teams as well, e.g. DBA, security, architecture, …

31

What Kinds of Support Do Teams Need?


Growing Skills To Expand Capacity

Inspect & Adapt!

Team 1

Team 2

Team 1

Team 4

Team 3

Team 1

Team 2


Communities Connect People Across Teams To Share And Improve

Team 1

Team 2

Team 1

Team 4

Team 3

Team 1

Team 2

Developer

Community

• Share experiences and grow skills through immersion & pairing

• Use peer coaching to share knowledge and increase professionalism, consistency

• Remove common impediments


How do you know you have won…


Evidence based measures

Release frequency

Release Stabilization

Cycle Time

Installed Version Index

Usage Index

Innovation Rate

Defect Density

Revenue per Employee

Product Cost Ratio

Employee Satisfaction

Customer Satisfaction

Evidence

Based

Measures


Closing


Your Building a Natural System

Find areas of the organization that are ready to change

(usually driven by customer need or market threat)

Recruit people who are ready to change

Help them change by protecting and supporting them

Remove sources of ”heat” and friction

Use the power of communities and peer networks to grow

Focus on evidence to drive success


The Result is “Transformative”,

But the Process is not a “Transformation”


Thank You!

@DavidJWest

[email protected]

www.scrum.org

mailto:[email protected]

managing software delivery in the super ... - scrum day europe · v 3.4 © 1993 – 2017 scrum.org...

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