Gunther Verheyen closed the first edition of the Scrum Days Poland in Warsaw by presenting Scrum.org's vision on "Scaled Professional Scrum". Gunther focused much on how the Nexus implements Scrum for 3-9 Scrum Teams.
This is the full version of the presentation. Time was too short to go through it completely. Highest value was still delivered.
Gunther shepherds the Professional series at Scrum.org and is Ken Schwaber's partner for Europe.
Scaled Professional Scrum - Scrum Days Poland 2015
1. by Scrum.org – Improving the Profession of Software Development
Scaled Professional Scrum
Focused. Effective. Viable.
Gunther Verheyen
Shepherding the Professional series
Scrum.org
Scrum Days Poland
May 29, 2015
Warsaw
Short Abstract
Many organizations demonstrate a compelling desire to become Agile. Where the Agile movement, sprung from the Manifesto for Agile Software Development, focuses on software development, management might feel left out. But is that really the case?
One of the core objectives of the agile movement was to shift the focus of software development to creating more valuable software, frequently. It can be expected that the act of managing in an agile environment therefore puts value at its heart; over holding on to old, industrial parameters like scope, budget, time. In a value-centered environment, informed management decisions to maximize value cannot be made without transparency over the question whether the software is indeed valuable; valuable to the organization, its users and the wider ecosystem. There is value in applying the Scrum Stance in the managerial domain. Indicators of value become the primary source for inspection, in order to adapt how the software is being produced. Enter a new management culture, Empirical Management, thriving on evidence-based decision-making.
Gunther explores the idea of Empirical Management through the lens of Scrum’s history and the current, compelling desire of many organizations to scale Scrum.
Gunther shepherds the Professional Series at Scrum.org and is a partner of Ken Schwaber.
Extended Abstract
Scrum has been around for almost 2 decades. During the first decade of agile, the adoption of agile and Scrum have grown incredibly. But the dependence of businesses and society on software has increased even more. Software is eating the world.
The survival and prosperity of many people and organizations depend on software. Complexity and unpredictability continue to increase. Yet, many organizations are stuck with old thinking like productivity, performance and blindly pushing more requirements out to the market. The focus of managing has not shifted to optimizing the value that the software brings to the organization. The urgency to do so grows.
The agile movement has left the act of managing largely unaddressed or -at least- under-focused. The agile values and spirit are more needed than ever, but it's time to include management. This can be achieved by applying the Scrum Stance in the managerial domain, hence promote Empirical Management.
Gunther Verheyen directs the Professional Series at Scrum.org and is a partner of Ken Schwaber, Scrum co-creator. Gunther and Ken have developed a framework for empirical management based on the principles of Scrum, agile and Evidence-Based Management. EBM has its roots in medical practice.
In his presentation Gunther look at the state of agile through the lens of EBM, and introduce how to apply its principles in a context of software.
“If no evidence is collected on the value of software, informed management decisions to maximize it cannot be made. Software development deserves a professional way of managing, a way of managing that is more than mere intuition, opinion and position.”
Learning Objectives
Inspire by challenging some common understanding of ‘agile’
Participants will be challenged on their understanding of agile, and the purpose of agile at a business and management level.
Participants will be challenged to shift their focus from how the development work is done, to the outcome of the work, and its impact on the market.
Participants will get an insight into a possible future of agile, the future of agile in its next decade of existence.
Audience
For: Decision makers, leaders, managers looking to reground themselves in a context of 'agile'.
Typical Elapse Time
1 hour
Based on „stam·pede„ ( /stʌmˈpiːd/ ):
Sudden frenzied rush of (panic–stricken) animals.
To flee in a headlong rush.
Followed by a rush toward scaling Scrum.
A healthy Scrum foundation is the best path to success before trying to scale, otherwise you’ll scale your current dysfunctions
Scrum alone isn’t enough for success.
Establishing, promoting, and stewarding technical excellence as a foundation for growth.
One team working on several products is not scaled Scrum. It is the reverse of scaling.
Many teams each working on one product is a lot of Scrum, but not scaled Scrum.
Scrum, ultimately
can only be fully comprehended when its rules and roles are read as an expression of the values and principles of the Manifesto for Agile Software Development.
is an operating system for the values and principles of the Manifesto. The kernel of the OS is the Scrum Stance.
Professional Scrum:
Any Scrum instance that implements Scrum’s mechanics, its values and principles, and technical excellence.
People – someone on another Scrum Team, in my Nexus or another Nexus, but not necessarily a PBI being worked on by another team; person is on vacation, only one person with that skillset, communication paths within the team and the Nexus, etc.
Domain – If you are organized around business domains, there may be features that overlap those boundaries (e.g. workflow)
Technology – frameworks, DBs, messaging servers, other types of servers, tools, etc. (e.g. don’t have access to a DB to deploy your code/schema)
Software/software implementation – for a single team, execution sequence; across team, architecture misaligned to team structure (e.g. the code I need to change isn’t under my team’s control)
External – any of the above types of dependencies which are not solvable within the Nexus (e.g. a finance person is required to provide biz rules)
The term “Nexus” means a connection, link; also a causal link, or a connected group or series.
It’s origin is Latin (from nectere "to bind“) and was first used in 1663 (http://www.merriam-webster.com/dictionary/nexus)
It’s not about the structure, it’s about the connections (i.e. collaboration and conversation)
Consists of 3 to 9 Professional Scrum Teams:
To interoperate, significant architectural components must standardize their interaction
The Nexus’ foundation is Scrum and the heart of the Nexus is 3 to 9 Professional Scrum teams.
There is no separate Nexus Integration Team Product Backlog; they work off of the same Product Backlog as everyone else
They may develop utilities, scripts, etc. to help with integration
Adding practices/tools may initially slow you down
Adding practices/tools may initially slow you down
The reason a nexus is limited to 9 teams is point 1 (see Dunbar’s Number for specifics: http://en.wikipedia.org/wiki/Dunbar%27s_number)
If you haven’t experienced this then you shouldn’t be teaching this
Scaled Scrum teams of this size are built on the foundations of Professional Scrum at each individual single team
Need practice stamp
10,000 google developers check in to trunk every day. No branches.
From a Google dev-op talk
About Gunther Verheyen
Gunther Verheyen (gunther.verheyen@scrum.org) is a seasoned Scrum professional. He works for Scrum.org, the home of Scrum. He represents Scrum co-creator Ken Schwaber and Scrum.org in Europe.
Gunther ventured into IT and software development after graduating as Industrial Engineer in 1992. His Agile journey started with eXtreme Programming and Scrum in 2003. Years of dedication followed, of working with several teams and organizations, of using Scrum in diverse circumstances. Building on the experience gained, Gunther became the driving force behind some large-scale enterprise transformations.
Gunther left consulting to partner with Ken Schwaber, Scrum co-creator, at Scrum.org in 2013. He is Professional Scrum trainer, directs the ‘Professional Scrum’ series and co-created the framework for Evidence-Based Management of Scrum.org. He shepherds classes, trainers, courseware and assessments for the programs of Professional Scrum Foundations (PSF), Professional Scrum Developer (PSD), Professional Scrum Master (PSM), and Professional Scrum Product Owner (PSPO).
In 2013 Gunther published his highly appraised book “Scrum – A Pocket Guide,” a ‘smart travel companion’ to Scrum.
Gunther lives in Antwerp (Belgium) with his wife Natascha, and their children Ian, Jente and Nienke.
Find Gunther on Twitter as @ullizee or read more of his musings on Scrum on his personal blog, http://guntherverheyen.com/tag/scrum/.