scaling agility or descaling the organization? - pmi-nic.org · larman’s laws 1. organizations...
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About me
15+ in IT Software as consultant or employee
• Areas: embedded systems, desktop, web
• Domains: Energy/Automation, Telecom, currently Medical Product
R&D Program/Project Manager@ Omnilab (Abbott Group)
Mail: [email protected]
Linkedin: https://it.linkedin.com/in/lucasturaro
Distributed Teams: Members of a team are co-located but teams can be in different locations. Multi-Team, Multi-site, Off-shore: Multiple teams on a single product, in different locations and time zones (not recommended but it happens for large products) Dispersed Teams: Team members can be in different locations (not recommended, we are not talking about this case)
Before starting…
Agility Flavors
• Scrum (framework) • Extreme Programming • Lean / Kanban
• DSDM • Feature Driven
Development (FDD) • …
Scrum 58%
Scrum/XP Hybrid 10%
Custom Hybrid 8%
Scrumban 7%
Kanban 5%
Iterative Dev. 3%
Lean Dev. 2%
FDD 1%
DSDM 1%
Agile Modeling 1%
Others 4%
Scrum Scrum/XP Hybrid Custom Hybrid Scrumban Kanban Iterative Dev.
Lean Dev. FDD DSDM Agile Modeling Others
Agility Flavors
From VersionOne survey (2016)
Scrum / XP: 68%
Scrum
A framework within which people can address complex adaptive problems, while
productively and creatively delivering products of the highest possible value.
The Scrum framework consists of Scrum Teams and their associated roles, events, artifacts, and rules.
Scrum Team: • 1 Product Owner • 1 Scrum Master • Development Team
(Cross-functional)
1 Team Scrum
What does «difficult to master» mean in 1-team Scrum? What are the challenges?
Perspectives:
• Team(s)
• Organization - Sr. Managers
Multi-Team Scrum
What does «difficult to master» mean in multi-team Scrum? Anything else?
Perspectives:
• Team(s)
• Organization - Sr. Managers
@Team Level • Communication (new language to learn: Business
/ Tech) • Training & Coaching for teams • High technical debt • Motivation & Engagement • Servant & Host Leadership vs. Command &
Control attitude Some induced by Organizational Structure
@Organizational Level • Communication (ex. Sr. Management
expectations, reports, KPI) • Coaching (Sr. Managers) • Resistance Organizational Structure (by design) – ex. SILOS
Some examples
Conway’s Law
Organizations which design systems ... are constrained to produce designs which are copies of the communication structure
of these organizations
http://www.melconway.com/Home/Committees_Paper.html
Structure
• What’s our current organizational structure?
• Are we a «flat org», matrix or what?
• What’s our company optimized for?
Background
• What’s our (hi)story?
• Scrum company since the beginning?
• Big Organization moving to Agility from a previous process?
Nexus
A Nexus is a unit: • 3-9 Scrum Teams • 1 Nexus Integration Team
Nexus Integration Team: • 1 PO • 1 SM • Product Developers
Nexus Roles: New role: Nexus Integration Team to coordinate, coach, and supervise the application of Nexus and the operation of Scrum so the best outcomes are derived. Artifacts: New: Nexus Sprint Backlog to assist with transparency during the Sprint Events: Some additions to usual Scrum events (Planning, Retrospective, Daily) Sprint Review is replaced by Nexus Sprint Review
Scaled Agile Framework 4.0 (Dean Leffingwell): 3 Levels: • Team • Program • Portfolio Core Values: • Alignment • Built-in Quality • Transparency • Program Execution http://www.scaledagileframework.com/
SAFe
SAFe Team Level: • Iteration-based delivery of product increments (2wks) • Execution through Scrum/XP practices • Empowered, self-organizing, self-managing cross functional teams • Teams operate under program vision, architecture and user experience guidance
Value Delivery : User Stories
SAFe Agile Release Train: • Long lived, self-organizing team of
5-12 teams focused on an area or solution
• Time-boxed Program Increment (10 weeks)
• Aligned on a common goal (single backlog)
• Deliver value (features/benefits) frequently
Program Level: • Team of agile teams • System increments on iteration basis
(2 weeks) • Aligned on a common goal (single
backlog) • Common sprint lengths • Release planning cadence Value Delivery: Features & Benefits
SAFe Portfolio Level: • Centralize strategy, decentralizes execution • Enterprise Architecture is a first class citizen • Kanban system and WIP • Objective metrics to support Kaizen
Value Description : Business & Architectural Epics
LeSS • LeSS is about descaling the organization instead of scaling Scrum • It removes “local optimizations” focusing globally on:
o Customer o Product (360°) with Organizational Agility (turn on a dime for a dime)
• It is based on cross-functional, self-organizing and self-managing feature teams
(no specialized component-teams, T-Shaped workers)
• It addresses organizational design & structure scientifically (ex. Causal Loop Diagrams, Queue Theory,…)
Larman’s Laws 1. Organizations are implicitly optimized to avoid changing the status quo middle- and first-level manager and “specialist” positions & power structures. 2. As a corollary to (1), any change initiative will be reduced to redefining or overloading the new terminology to mean basically the same as status quo. 3. As a corollary to (1), any change initiative will be derided as “purist”, “theoretical”, “revolutionary”, "religion", and “needing pragmatic customization for local concerns” — which deflects from addressing weaknesses and manager/specialist status quo. 4. Culture follows structure.
LeSS
LeSS consists in two framework: • LeSS • LeSS Huge (> 8 Teams)
LeSS is the sweet-spot between principles (ex. LO) and rules (ex. RUP) , like Scrum.
LeSS LeSS framework: 1-8 teams 1 Product: • 1 PO • 1 Backlog Multiple Teams with: • SMs • Product developers
LeSS Huge LeSS Huge: >8 teams 1 Product: • 1 PO + APOs • 1 Backlog Multiple Teams with: • SMs • Product developers
APO: Area Product Owner (can serve multiple teams)
Founded in 2006 by Daniel Ek in Stockholm, launched service in Oct 2008. They started as a Scrum company. Now: 1600+ employee in 30 countries They have: • Organizational focus on: autonomy and alignment • “Fail fast, learn fast” approach, no blame • Cross-Pollination over Standardization • Community over structure Supported by: Internal surveys, Unconferences, co-learning initiatives
Spotify
Squad: • Similar to a Scrum Team • Autonomous and self-organized • SM -> Agile Coach Tribes: • Co-located (< 100 people) • Work on a common Area of the product • Minimum interdependency Chapter: • Skills community (UI, back-end,…) • Chapter lead is line manager Guilds: • Cross-tribe Community of interests • Guild unconferences
Spotify
H. Kniberg & A. Ivarsson - Oct 2012
• https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/ • https://labs.spotify.com/2014/09/20/spotify-engineering-culture-part-2/ • http://www.scaledagileframework.com • https://www.scrum.org/ • https://less.works
Sources