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© 2015 Scrum WithStyle scrumwithstyle.com
Overcome common Agile problems
by using Large-Scale Scrum (LeSS)
Real-world scaling problems and solutions from Large-Scale Scrum
May, July 2015
with Rowan Bunning, CST
© 2015 Scrum WithStyle scrumwithstyle.com
Credit:
This slide deck includes diagrams that are © C. Larman and B. Vodde.
Thanks to Craig and Bas for sharing these and other diagrams at less.works
This material or a variation of this was presented at:
• May 7 at Project Management Institute (PMI) Sydney, Sydney Australia
• May 19 at Agile @ Scale meetup, Sydney Australia
• July 1 at Equinox IT webinar. View the recording at: equinox.co.nz/resources
Thanks to the following event sponsors
Equinox IT equinox.co.nz
Sirius Technology siriustechnology.com.au
Suncorp suncorp.com.au
© 2015 Scrum WithStyle scrumwithstyle.com
Our IT organisations have been
optimising around Waterfall for years
© 2015 Scrum WithStyle scrumwithstyle.com
Was your project / product organisation
designed with this in mind?
© 2015 Scrum WithStyle scrumwithstyle.com
How many of these principles is
your organisation based on?
Image credit: less.works
© 2015 Scrum WithStyle scrumwithstyle.com
Q: What challenges are there?
A: Organisational design flaws (in comparison to Agile and Lean principles)
The organisation was not designed with Agile and Lean principles in mind.
Traditional organisations become more complicated over time.
Large product development groups typically feature…
• Functional groups
• Big batches
• Sequential processes
• Weak feedback loops
• Lots of handoffs
© 2015 Scrum WithStyle scrumwithstyle.com
Session Outline
• Why is Agility at scale difficult?
• A thought on Systems Thinking
• Quick Intro to LeSS
• Water-Scrum-Fall
• Dependency Hell
• Release Rigidity
• The Contract Game
• Lack of Cross-team Learning
• Lack of Design and Architectural Alignment
© 2015 Scrum WithStyle scrumwithstyle.com
A thought on
Systems Thinking
© 2015 Scrum WithStyle scrumwithstyle.com
• A given system has finite performance characteristics
• Your organisation is optimised to produce the results is currently produces
• To produce different results, you need to change the system
To get from Wellington to
Palmerston North…
To get from Wellington to Sydney…
Systems Thinking
© 2015 Scrum WithStyle scrumwithstyle.com
Impossible
To deliver on something outside current
capability, invest in expanding capability
Current capability
💰
Managers
© 2015 Scrum WithStyle scrumwithstyle.com
Quick Intro to LeSS
© 2015 Scrum WithStyle scrumwithstyle.com
Experiments
Guides
Framework
LeSS is based on 10+ years
of real-world experiments
Principles
© 2015 Scrum WithStyle scrumwithstyle.com
Books
2008 2010 Sept 20151995 2003
© 2015 Scrum WithStyle scrumwithstyle.com
Traditionally, all of this becomes part of a ‘Program’
Business Product > IT Product
Business Product
e.g. Transaction Banking
IT ‘Products’
(often systems or components)
Direct Entry system Domestic
payments system
Collections system International payments
In LeSS, the customer-
centric business product is
‘the product’ we focus on
© 2015 Scrum WithStyle scrumwithstyle.com
Large-Scale Scrum (LeSS) structure
PO
One
Product Backlog
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Task
Item #1
Item #2
Item #3
…
Up to about
eight teams
One Sprint Backlog
per Team
One dedicated
ScrumMaster per
1-3 Teams
One
Product Owner
© 2015 Scrum WithStyle scrumwithstyle.com
One Sprint, One ‘Done’, Many Teams
© 2015 Scrum WithStyle scrumwithstyle.com
LeSS Huge - multiple Requirement Areas
© 2015 Scrum WithStyle scrumwithstyle.com
Water-Scrum-Fall
© 2015 Scrum WithStyle scrumwithstyle.com
Is Agile being ‘contained’ within
something quite different?
Image credit: andrejkoelewijn.com
© 2015 Scrum WithStyle scrumwithstyle.com
😃😞
Water - Scrum - Fall
💡 $
ArchitectsBusiness AnalystsProject Control
Board
User Reps Operations
SIT UAT
System
Testers
Deployment
Benefits Realisation
begins
Envisioning
Big Batch
Specification
Big Batch
Project Scope
Product
Backlog
Users
Released
2 weeks
each Sprint
Many months Many months
Limited Coverage
Agile Team
Programmers & Testers only
Dependent on other functional
groups to get things specified or
released. The other groups are
using a big-batch model.
© 2015 Scrum WithStyle scrumwithstyle.com
😞😃
Scrum
$
Flow of Value
Benefits Realisation
begins
Vision &
Business Goals
Product
Backlog
Users
Feature Team that is fully
cross-functional
2 weeks
each Sprint
Released💡
Feedback re Product and Process quality
OperationsSystem
Testers
The Agile Team has the skills and
authority to create Potentially Shippable
Product Increments each Sprint
Architect
Business
Analysts
Broadening of skills
© 2015 Scrum WithStyle scrumwithstyle.com
© 2015 Scrum WithStyle scrumwithstyle.com
Dependency Hell
© 2015 Scrum WithStyle scrumwithstyle.com
Component teams lead to
planning complexity
Item 1
Item 2
Item 3
...
Item 20
…
Item 42
current release:
need more people
next release:
need more people
System
next release
current release
Comp A
Team
Comp B
Team
Comp C
Team
Component
A
Component
B
Component
C
www.craiglarman.com
www.odd-e.com
Copyright © 2009
C.Larman & B. Vodde
All rights reserved.
© 2015 Scrum WithStyle scrumwithstyle.com Image credit: boost.co.nz
© 2015 Scrum WithStyle scrumwithstyle.com
Feature-teams are multi-component
Item 1
Item 2
Item 3
Item 4
…
…
Comp A
Team
Comp B
Team
Comp C
Team
Component
A
Component
B
Component
C
Product
Owner
Feature
Team
Red
tasks for A
tasks for B
tasks for A
tasks for B
tasks for A
tasks for C
contains ex-members
from component
teams A, B, and C,
and from analysis,
architecture, and
testing groups
system
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
© 2015 Scrum WithStyle scrumwithstyle.com
Dependencies are pushed
from planning to integration
Item 1
Item 2
Item 3
Item 4
...
…
system
comp
C
Team
comp
A
Work from multiple teams is required
to finish a customer-centric feature.
These dependencies cause waste
such as additional planning and
coordination work, hand-offs
between teams, and delivery of
low-value items.
Work scope is narrow.
Product
Owner
comp
B
Team
comp
A
Team
comp
B
comp
C
Item 1
Item 2
Item 3
Item 4
...
…
Team
Wu
Product
Owner
Team
Shu
Team
Wei
system
comp
A
comp
B
comp
C
Every team completes customer-
centric items. The dependencies
between teams are related to shared
code. This simplifies planning but
causes a need for frequent
integration, modern engineering
practices, and additional learning.
Work scope is broad.
Component teams Feature teams
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
© 2015 Scrum WithStyle scrumwithstyle.com
Co-ordination is in shared code
Item 1
Item 2
Item 3
...
Item 8
…
Item 12
Team
Wei
Team
Shu
Team
Wu
Component
A
Component
B
Component
C
With feature teams, teams can always work on the highest-value features, there is less delay for
delivering value, and coordination issues shift toward the shared code rather than coordination
through upfront planning, delayed work, and handoff. In the 1960s and 70s this code coordination
was awkward due to weak tools and practices. Modern open-source tools and practices such as
TDD and continuous integration make this coordination relatively simple.
system
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
© 2015 Scrum WithStyle scrumwithstyle.com
Feature teams are customer-
centric
Team has the necessary knowledge and skills to complete
an end-to-end customer-centric feature. If not, the team is
expected to learn or acquire the needed knowledge and skill.
Feature team:
- stable and long-lived
- cross-functional
- cross-component
customer-
centric
feature
potentially
shippable
product
increment
Product
Backlog
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
© 2015 Scrum WithStyle scrumwithstyle.com
Traditional
Component
Team
Feature
Teams
Ideal
state!
Problem
Whole System
Whole Product
Sub System
Component
File / Class
Nothing Code + Design and
Unit Test
+ Analysis and
System Test
+ Co-creation
Extended Component Teams
Conflight in scope in the team
leading to duplication or
additional coordination work
Functional
over
specification
Degree of cross-functionality
Potential
Technology work
scope inside the
team
Feature team adoption path
Source: C. Larman
& B. Vodde.
© 2015 Scrum WithStyle scrumwithstyle.com
Release Rigidity
© 2015 Scrum WithStyle scrumwithstyle.com
4 releases/year using release train
and component teams
Month 11
Internal
contract
2 3 5 74 6 8 9 10 121
Internal
contract
Internal
contract
Internal
contract
Release
Release
Release
Release
© 2015 Scrum WithStyle scrumwithstyle.com
25 releases/year with Potentially
Shippable Product Increments
Month 11
Internal
contract
2 3 5 74 6 8 9 10 121
Internal
contract
Internal
contract
Internal
contract
ReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseRelease
© 2015 Scrum WithStyle scrumwithstyle.com
Smaller releases earlier =
increased benefits realised
$1M
$800K
$600K
$400K
$200K
Sprint 1 2 3 4 5 6 7 8 9 10 11 12 13
Month 1 2 3 4 5 6
$1M
$800K
$600K
$400K
$200K
Sprint 1 2 3 4 5 6 7 8 9 10 11 12 13
Month 1 2 3 4 5 6
© 2015 Scrum WithStyle scrumwithstyle.com
Potentially Shippable Product Increment
every Sprint gives the business…
• early realisation of business value
• flexible decision about when/what to deploy
• flexible re-prioritisation each short cycle based on changes in
business conditions, learning etc.
• improved quality and fitness for purpose
• improved estimates
• increased visibility of something meaningful
• early full-cycle feedback (documents don’t crash!)
• early learning
© 2015 Scrum WithStyle scrumwithstyle.com
Reality > Abstractions
© 2015 Scrum WithStyle scrumwithstyle.com
The Contract Game
© 2015 Scrum WithStyle scrumwithstyle.com
External contracts spawn
internal contracts
Business
External
customers
I.T.
External
contract
Internal
contract
© 2015 Scrum WithStyle scrumwithstyle.com
Product
Management
R&Dstart end
(release)
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
Business I.T.
© 2015 Scrum WithStyle scrumwithstyle.com
Product
Management
R&Dstart end
(release)
content freeze
(release contract agreed)
The Milestone point is arbitrary
The Contract
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
Business
Date & Scope
sign-off
I.T.
© 2015 Scrum WithStyle scrumwithstyle.com
Product
Management
R&Dstart end
(release)
content freeze
(release contract agreed)
The Milestone point is arbitrary
The Contract
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
Date & Scope
commitment
Responsibility
low control
low flexibility
low transparency
big batches
cannot release early
not “done” until the end
Business
have
completed
date and
scope move
I.T.
© 2015 Scrum WithStyle scrumwithstyle.com
Product
Management
R&Dstart end
(release)
content freeze
(release contract agreed)
* Development Phase for The Contract is controlled by R&D.
* The order of work is decided by R&D.
* Product Management does not have control, and there is low
visibility into the status of true progress.
The Contract
ineffective bonus schemes and "tracking
to plan" behaviors are injected, since
there is no real control or visibility
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
Business
• Development Phase for The Contract is controlled by the
development group
• The order of work is decided by the development group
• The Business does not have control, and there is low
visibility into the true status of progress.
I.T.
© 2015 Scrum WithStyle scrumwithstyle.com
Incentives & hierarchy encourage opacity
Business stakeholders
“Everything is going really well.”Program manager
“Things are basically on track, we’re
doing some minor risk management
to head off issues arising.”
Second level manager
“Things are kind of rough but
we’re managing the problems.”First level manager
Developer
“It’s a big mess. I have no idea
how we’re going to get this done.”
© 2015 Scrum WithStyle scrumwithstyle.com
Opacity
© 2015 Scrum WithStyle scrumwithstyle.com
Incentives are around being ‘on plan’
….rather than responding to change
© 2015 Scrum WithStyle scrumwithstyle.com
© 2015 Scrum WithStyle scrumwithstyle.com
Product
Management
R&Dstart end
(release)
content freeze
(release contract agreed)
more,
more,
more!
1
The Milestone point
is arbitrary
The Contract
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
Business I.T.
© 2015 Scrum WithStyle scrumwithstyle.com
Product
Management
R&Dstart end
(release)
content freeze
(release contract agreed)
The Milestone point
is arbitrary
more,
more,
more!
less,
less,
less!
1 2
The Contract
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
Business I.T.
The date and scope contract
point represents the time that
both parties have maximised the
ability to shift blame when
something goes wrong.
© 2015 Scrum WithStyle scrumwithstyle.com
Shifting blame
Product
Management
R&Dstart end
(release)
content freeze
(release contract agreed)
The Milestone point is arbitrary
The Contract
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
I.T.Business
There’s been a
surprise!
But you
committed!
© 2015 Scrum WithStyle scrumwithstyle.com
We have a two party
competitive game
your faultyour fault
Product
Management
R&Dstart end
(release)
your fault your fault
The Contract
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
Business I.T.
© 2015 Scrum WithStyle scrumwithstyle.com
Now development pulls out the
‘Secret Toolbox’
• Crappy code
• No longer thinking about the design
• No longer taking time to learn
• Stopping testing
• Not fixing weakness in organisation
• Overtime leading to attrition of the best people
© 2015 Scrum WithStyle scrumwithstyle.com
Secret toolbox dynamics
Goal: conform to
original schedule
actual
variance to
original
schedule
pressure to try
actions to
conform to
original schedule
QF
QF
% use of “secret
toolbox”— hacking to
generate bad code
quickly
exhortations,
bribes, and threats
to developers to
meet schedule
duration and
effort to add
new featuresO
the key dynamic under
discussion: short-term
improvement but long-
term degradation of the
same variable
long
term
short
term
management belief:
exhortations,
bribes, and threats
make things faster
management belief:
estimates are not estimates,
but commitments
management belief:
managers should not be
looking at the code
www.craiglarman.com
www.odd-e.com
Copyright © 2009
C.Larman & B. Vodde
All rights reserved.
© 2015 Scrum WithStyle scrumwithstyle.com
Internal contracts create a
competitive game
Consequences:
• Distrust.
• Increased technical debt.
• Rewrite
• Increased improvement debt.
• Outsourcing of the problem.
© 2015 Scrum WithStyle scrumwithstyle.com
Agile is meant to be a
cooperative game
© 2015 Scrum WithStyle scrumwithstyle.com
© 2015 Scrum WithStyle scrumwithstyle.com
With good Scrum…
• Contracts between the Business and I.T / Program
management are eliminated.
• Instead, there is a Product Owner from the business.
• The “more, more, more” person with the external contract /
business profitability problem is given the steering wheel.
• The Product Owner can change the content and date of
release at a fidelity of each Sprint.
• Product Owner typically Head of Business Line or Head of
Product Management
© 2015 Scrum WithStyle scrumwithstyle.com
I.T.
Before adopting LeSS
Business
Stakeholders
Program
Management
Business Analysis
team
Architecture team
Development team
Testing team
Functional teams
Business
© 2015 Scrum WithStyle scrumwithstyle.com
After adopting Less
Implications:
• Program / development management are no longer
responsible for hitting release dates or milestones.
• Good Scrum involves elimination of the contract game.
Direct collaboration
Cross-functional
teams
I.T.
Business
facilitated
by…
© 2015 Scrum WithStyle scrumwithstyle.com
Reality > Abstractions
© 2015 Scrum WithStyle scrumwithstyle.com
Skills Bottlenecks
© 2015 Scrum WithStyle scrumwithstyle.com
Team skills
E F G
Learning allows us to keep
whole feature with single team
Product Backlog
D E F
skills required
Team skills
A B CA B C
skills required
Team skills
C D E
d
Will slow down as they learn a bit of d.
Principles:
• Whenever we can use specialisation to maximum advantage, we use it.
• Whenever specialisation becomes a constraint, we break the constraint.
• Better to do a high value thing slower than a low value thing fast.
•Expanding skills capability is valuable.
© 2015 Scrum WithStyle scrumwithstyle.com
Lack of Cross-team
Learning
© 2015 Scrum WithStyle scrumwithstyle.com
Sprint
Backlog
Product
Owner
Product
Backlog
2-4 week
Sprint
Daily
Scrum
(15 min)
1 day
Sprint
Retrospective
(1.5-3 h)
Sprint
Planning
Part 2
(2-4 h)
+
+
+
(Feature)
Team
+
ScrumMaster
Sprint
Planning
Part 1
(2-4 h)
Joint
Retrospective
(1.5 h)
ScrumMasters and one
representative from each team
meet early in next Sprint to deal
with systemic issues
Product Backlog
Refinement
(5-10% of Sprint)
Potentially
Shippable
Product
Increment
Sprint
Review
(2-4 h)
Using ‘science-fair’ style diverge -
converge format
Product Backlog
Refinement
(5-10% of Sprint)
Big Room Refinement
All teams in one room with
own learning tools
(whiteboards, projectors etc.)
© 2015 Scrum WithStyle scrumwithstyle.com
The regular teams do the Undone
Release work
• This creates opportunities for cross-functional learning
• May start with pairing specialist group with regular teams
• Perfection vision: no release Sprint necessary
Undone
Work actual
release
Product Owner
wants to release
Release Sprint:
teams only do
Undone Work
. . .
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
© 2015 Scrum WithStyle scrumwithstyle.com
Lack of Design and
Architectural Alignment
© 2015 Scrum WithStyle scrumwithstyle.com
Component teams lead to waterfall
Backlog Item 1
Backlog Item 2
...
Comp A
Team
Comp B
Team
Comp
C
Team
Analyst System
Engineer
System
Testers
Iteration 1 Iteration 2
(probably later)
Iterations 3-5
(probably later
and more)
At least
iteration 6
(probably later)
Item 1
requirement
details
for Item 1
'backlog' by
component
not all teams start Item
1 at the same iteration;
they are multitasking
on multiple features system testers
cannot start
immediately on
Item 1; they are
multitasking on
multiple features
not available
until the analyst
is finished
Analysis
Design
Implementation
Test
Component teams lead to a sequential life cycle with handoff, queues, and
single-specialist groups and not true cross-functional teams without handoff.
code
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
© 2015 Scrum WithStyle scrumwithstyle.com
2-4 week
Sprint
Daily
Scrum
(15 min)
1 day
SAD workshop
Joint Backlog
Refinement
Team design
Design workshop at start of
each feature
Big room Backlog Refinement
All teams in one room with own
learning tools (whiteboards,
projectors etc.)
Cross-team architecture
Joint design workshop
initiated by Community of
Practice facilitator
Shared understanding of
existing architecture
Agile System Architecture
Document (SAD) workshop
every few Sprints
Joint design workshop
Cross-team analysis and design
© 2015 Scrum WithStyle scrumwithstyle.com
Collaborative modelling over
specification
Image credit: less.works
© 2015 Scrum WithStyle scrumwithstyle.com
What LeSS is not…
• The ‘Contract Game’ which sets up win-lose dynamics between Business & Development
• Continuing heavy dependency load and delay inherent with component teams
• A relatively heavy method that needs to be tailored down to smaller groups (<50 ppl)
• Scrum being ‘contained’ within something less adaptable
• Requiring big batch Release Train planning with scope commitments made to executives
• Product Owners from IT who are specifiers and not empowered to make commercial
decisions
• Prioritisation by formula
• Disallowing developers and stakeholders from collaborating at the same product review
• Many roles with intermediated communication up and down hierarchies
• Recommending part-time, temporary ScrumMasters
• Limiting retrospectives to individual teams without overall cross-team retrospectives
© 2015 Scrum WithStyle scrumwithstyle.com
Learn more about LeSS at less.works
© 2015 Scrum WithStyle scrumwithstyle.com
@rowanb au.linkedin.com/in/rowanbunning
Rowan Bunning
rowan@scrumwithstyle.com scrumwithstyle.com
Thankyou!
Keepintouch

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More Agile and LeSS dysfunction - may 2015

  • 1. © 2015 Scrum WithStyle scrumwithstyle.com Overcome common Agile problems by using Large-Scale Scrum (LeSS) Real-world scaling problems and solutions from Large-Scale Scrum May, July 2015 with Rowan Bunning, CST
  • 2. © 2015 Scrum WithStyle scrumwithstyle.com Credit: This slide deck includes diagrams that are © C. Larman and B. Vodde. Thanks to Craig and Bas for sharing these and other diagrams at less.works This material or a variation of this was presented at: • May 7 at Project Management Institute (PMI) Sydney, Sydney Australia • May 19 at Agile @ Scale meetup, Sydney Australia • July 1 at Equinox IT webinar. View the recording at: equinox.co.nz/resources Thanks to the following event sponsors Equinox IT equinox.co.nz Sirius Technology siriustechnology.com.au Suncorp suncorp.com.au
  • 3. © 2015 Scrum WithStyle scrumwithstyle.com Our IT organisations have been optimising around Waterfall for years
  • 4. © 2015 Scrum WithStyle scrumwithstyle.com Was your project / product organisation designed with this in mind?
  • 5. © 2015 Scrum WithStyle scrumwithstyle.com How many of these principles is your organisation based on? Image credit: less.works
  • 6. © 2015 Scrum WithStyle scrumwithstyle.com Q: What challenges are there? A: Organisational design flaws (in comparison to Agile and Lean principles) The organisation was not designed with Agile and Lean principles in mind. Traditional organisations become more complicated over time. Large product development groups typically feature… • Functional groups • Big batches • Sequential processes • Weak feedback loops • Lots of handoffs
  • 7. © 2015 Scrum WithStyle scrumwithstyle.com Session Outline • Why is Agility at scale difficult? • A thought on Systems Thinking • Quick Intro to LeSS • Water-Scrum-Fall • Dependency Hell • Release Rigidity • The Contract Game • Lack of Cross-team Learning • Lack of Design and Architectural Alignment
  • 8. © 2015 Scrum WithStyle scrumwithstyle.com A thought on Systems Thinking
  • 9. © 2015 Scrum WithStyle scrumwithstyle.com • A given system has finite performance characteristics • Your organisation is optimised to produce the results is currently produces • To produce different results, you need to change the system To get from Wellington to Palmerston North… To get from Wellington to Sydney… Systems Thinking
  • 10. © 2015 Scrum WithStyle scrumwithstyle.com Impossible To deliver on something outside current capability, invest in expanding capability Current capability 💰 Managers
  • 11. © 2015 Scrum WithStyle scrumwithstyle.com Quick Intro to LeSS
  • 12. © 2015 Scrum WithStyle scrumwithstyle.com Experiments Guides Framework LeSS is based on 10+ years of real-world experiments Principles
  • 13. © 2015 Scrum WithStyle scrumwithstyle.com Books 2008 2010 Sept 20151995 2003
  • 14. © 2015 Scrum WithStyle scrumwithstyle.com Traditionally, all of this becomes part of a ‘Program’ Business Product > IT Product Business Product e.g. Transaction Banking IT ‘Products’ (often systems or components) Direct Entry system Domestic payments system Collections system International payments In LeSS, the customer- centric business product is ‘the product’ we focus on
  • 15. © 2015 Scrum WithStyle scrumwithstyle.com Large-Scale Scrum (LeSS) structure PO One Product Backlog Task Task Task Task Task Task Task Task Task Task Task Task Task Task Task Item #1 Item #2 Item #3 … Up to about eight teams One Sprint Backlog per Team One dedicated ScrumMaster per 1-3 Teams One Product Owner
  • 16. © 2015 Scrum WithStyle scrumwithstyle.com One Sprint, One ‘Done’, Many Teams
  • 17. © 2015 Scrum WithStyle scrumwithstyle.com LeSS Huge - multiple Requirement Areas
  • 18. © 2015 Scrum WithStyle scrumwithstyle.com Water-Scrum-Fall
  • 19. © 2015 Scrum WithStyle scrumwithstyle.com Is Agile being ‘contained’ within something quite different? Image credit: andrejkoelewijn.com
  • 20. © 2015 Scrum WithStyle scrumwithstyle.com 😃😞 Water - Scrum - Fall 💡 $ ArchitectsBusiness AnalystsProject Control Board User Reps Operations SIT UAT System Testers Deployment Benefits Realisation begins Envisioning Big Batch Specification Big Batch Project Scope Product Backlog Users Released 2 weeks each Sprint Many months Many months Limited Coverage Agile Team Programmers & Testers only Dependent on other functional groups to get things specified or released. The other groups are using a big-batch model.
  • 21. © 2015 Scrum WithStyle scrumwithstyle.com 😞😃 Scrum $ Flow of Value Benefits Realisation begins Vision & Business Goals Product Backlog Users Feature Team that is fully cross-functional 2 weeks each Sprint Released💡 Feedback re Product and Process quality OperationsSystem Testers The Agile Team has the skills and authority to create Potentially Shippable Product Increments each Sprint Architect Business Analysts Broadening of skills
  • 22. © 2015 Scrum WithStyle scrumwithstyle.com
  • 23. © 2015 Scrum WithStyle scrumwithstyle.com Dependency Hell
  • 24. © 2015 Scrum WithStyle scrumwithstyle.com Component teams lead to planning complexity Item 1 Item 2 Item 3 ... Item 20 … Item 42 current release: need more people next release: need more people System next release current release Comp A Team Comp B Team Comp C Team Component A Component B Component C www.craiglarman.com www.odd-e.com Copyright © 2009 C.Larman & B. Vodde All rights reserved.
  • 25. © 2015 Scrum WithStyle scrumwithstyle.com Image credit: boost.co.nz
  • 26. © 2015 Scrum WithStyle scrumwithstyle.com Feature-teams are multi-component Item 1 Item 2 Item 3 Item 4 … … Comp A Team Comp B Team Comp C Team Component A Component B Component C Product Owner Feature Team Red tasks for A tasks for B tasks for A tasks for B tasks for A tasks for C contains ex-members from component teams A, B, and C, and from analysis, architecture, and testing groups system www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved.
  • 27. © 2015 Scrum WithStyle scrumwithstyle.com Dependencies are pushed from planning to integration Item 1 Item 2 Item 3 Item 4 ... … system comp C Team comp A Work from multiple teams is required to finish a customer-centric feature. These dependencies cause waste such as additional planning and coordination work, hand-offs between teams, and delivery of low-value items. Work scope is narrow. Product Owner comp B Team comp A Team comp B comp C Item 1 Item 2 Item 3 Item 4 ... … Team Wu Product Owner Team Shu Team Wei system comp A comp B comp C Every team completes customer- centric items. The dependencies between teams are related to shared code. This simplifies planning but causes a need for frequent integration, modern engineering practices, and additional learning. Work scope is broad. Component teams Feature teams www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved.
  • 28. © 2015 Scrum WithStyle scrumwithstyle.com Co-ordination is in shared code Item 1 Item 2 Item 3 ... Item 8 … Item 12 Team Wei Team Shu Team Wu Component A Component B Component C With feature teams, teams can always work on the highest-value features, there is less delay for delivering value, and coordination issues shift toward the shared code rather than coordination through upfront planning, delayed work, and handoff. In the 1960s and 70s this code coordination was awkward due to weak tools and practices. Modern open-source tools and practices such as TDD and continuous integration make this coordination relatively simple. system www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved.
  • 29. © 2015 Scrum WithStyle scrumwithstyle.com Feature teams are customer- centric Team has the necessary knowledge and skills to complete an end-to-end customer-centric feature. If not, the team is expected to learn or acquire the needed knowledge and skill. Feature team: - stable and long-lived - cross-functional - cross-component customer- centric feature potentially shippable product increment Product Backlog www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved.
  • 30. © 2015 Scrum WithStyle scrumwithstyle.com Traditional Component Team Feature Teams Ideal state! Problem Whole System Whole Product Sub System Component File / Class Nothing Code + Design and Unit Test + Analysis and System Test + Co-creation Extended Component Teams Conflight in scope in the team leading to duplication or additional coordination work Functional over specification Degree of cross-functionality Potential Technology work scope inside the team Feature team adoption path Source: C. Larman & B. Vodde.
  • 31. © 2015 Scrum WithStyle scrumwithstyle.com Release Rigidity
  • 32. © 2015 Scrum WithStyle scrumwithstyle.com 4 releases/year using release train and component teams Month 11 Internal contract 2 3 5 74 6 8 9 10 121 Internal contract Internal contract Internal contract Release Release Release Release
  • 33. © 2015 Scrum WithStyle scrumwithstyle.com 25 releases/year with Potentially Shippable Product Increments Month 11 Internal contract 2 3 5 74 6 8 9 10 121 Internal contract Internal contract Internal contract ReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseReleaseRelease
  • 34. © 2015 Scrum WithStyle scrumwithstyle.com Smaller releases earlier = increased benefits realised $1M $800K $600K $400K $200K Sprint 1 2 3 4 5 6 7 8 9 10 11 12 13 Month 1 2 3 4 5 6 $1M $800K $600K $400K $200K Sprint 1 2 3 4 5 6 7 8 9 10 11 12 13 Month 1 2 3 4 5 6
  • 35. © 2015 Scrum WithStyle scrumwithstyle.com Potentially Shippable Product Increment every Sprint gives the business… • early realisation of business value • flexible decision about when/what to deploy • flexible re-prioritisation each short cycle based on changes in business conditions, learning etc. • improved quality and fitness for purpose • improved estimates • increased visibility of something meaningful • early full-cycle feedback (documents don’t crash!) • early learning
  • 36. © 2015 Scrum WithStyle scrumwithstyle.com Reality > Abstractions
  • 37. © 2015 Scrum WithStyle scrumwithstyle.com The Contract Game
  • 38. © 2015 Scrum WithStyle scrumwithstyle.com External contracts spawn internal contracts Business External customers I.T. External contract Internal contract
  • 39. © 2015 Scrum WithStyle scrumwithstyle.com Product Management R&Dstart end (release) www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved. Business I.T.
  • 40. © 2015 Scrum WithStyle scrumwithstyle.com Product Management R&Dstart end (release) content freeze (release contract agreed) The Milestone point is arbitrary The Contract www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved. Business Date & Scope sign-off I.T.
  • 41. © 2015 Scrum WithStyle scrumwithstyle.com Product Management R&Dstart end (release) content freeze (release contract agreed) The Milestone point is arbitrary The Contract www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved. Date & Scope commitment Responsibility low control low flexibility low transparency big batches cannot release early not “done” until the end Business have completed date and scope move I.T.
  • 42. © 2015 Scrum WithStyle scrumwithstyle.com Product Management R&Dstart end (release) content freeze (release contract agreed) * Development Phase for The Contract is controlled by R&D. * The order of work is decided by R&D. * Product Management does not have control, and there is low visibility into the status of true progress. The Contract ineffective bonus schemes and "tracking to plan" behaviors are injected, since there is no real control or visibility www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved. Business • Development Phase for The Contract is controlled by the development group • The order of work is decided by the development group • The Business does not have control, and there is low visibility into the true status of progress. I.T.
  • 43. © 2015 Scrum WithStyle scrumwithstyle.com Incentives & hierarchy encourage opacity Business stakeholders “Everything is going really well.”Program manager “Things are basically on track, we’re doing some minor risk management to head off issues arising.” Second level manager “Things are kind of rough but we’re managing the problems.”First level manager Developer “It’s a big mess. I have no idea how we’re going to get this done.”
  • 44. © 2015 Scrum WithStyle scrumwithstyle.com Opacity
  • 45. © 2015 Scrum WithStyle scrumwithstyle.com Incentives are around being ‘on plan’ ….rather than responding to change
  • 46. © 2015 Scrum WithStyle scrumwithstyle.com
  • 47. © 2015 Scrum WithStyle scrumwithstyle.com Product Management R&Dstart end (release) content freeze (release contract agreed) more, more, more! 1 The Milestone point is arbitrary The Contract www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved. Business I.T.
  • 48. © 2015 Scrum WithStyle scrumwithstyle.com Product Management R&Dstart end (release) content freeze (release contract agreed) The Milestone point is arbitrary more, more, more! less, less, less! 1 2 The Contract www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved. Business I.T. The date and scope contract point represents the time that both parties have maximised the ability to shift blame when something goes wrong.
  • 49. © 2015 Scrum WithStyle scrumwithstyle.com Shifting blame Product Management R&Dstart end (release) content freeze (release contract agreed) The Milestone point is arbitrary The Contract www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved. I.T.Business There’s been a surprise! But you committed!
  • 50. © 2015 Scrum WithStyle scrumwithstyle.com We have a two party competitive game your faultyour fault Product Management R&Dstart end (release) your fault your fault The Contract www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved. Business I.T.
  • 51. © 2015 Scrum WithStyle scrumwithstyle.com Now development pulls out the ‘Secret Toolbox’ • Crappy code • No longer thinking about the design • No longer taking time to learn • Stopping testing • Not fixing weakness in organisation • Overtime leading to attrition of the best people
  • 52. © 2015 Scrum WithStyle scrumwithstyle.com Secret toolbox dynamics Goal: conform to original schedule actual variance to original schedule pressure to try actions to conform to original schedule QF QF % use of “secret toolbox”— hacking to generate bad code quickly exhortations, bribes, and threats to developers to meet schedule duration and effort to add new featuresO the key dynamic under discussion: short-term improvement but long- term degradation of the same variable long term short term management belief: exhortations, bribes, and threats make things faster management belief: estimates are not estimates, but commitments management belief: managers should not be looking at the code www.craiglarman.com www.odd-e.com Copyright © 2009 C.Larman & B. Vodde All rights reserved.
  • 53. © 2015 Scrum WithStyle scrumwithstyle.com Internal contracts create a competitive game Consequences: • Distrust. • Increased technical debt. • Rewrite • Increased improvement debt. • Outsourcing of the problem.
  • 54. © 2015 Scrum WithStyle scrumwithstyle.com Agile is meant to be a cooperative game
  • 55. © 2015 Scrum WithStyle scrumwithstyle.com
  • 56. © 2015 Scrum WithStyle scrumwithstyle.com With good Scrum… • Contracts between the Business and I.T / Program management are eliminated. • Instead, there is a Product Owner from the business. • The “more, more, more” person with the external contract / business profitability problem is given the steering wheel. • The Product Owner can change the content and date of release at a fidelity of each Sprint. • Product Owner typically Head of Business Line or Head of Product Management
  • 57. © 2015 Scrum WithStyle scrumwithstyle.com I.T. Before adopting LeSS Business Stakeholders Program Management Business Analysis team Architecture team Development team Testing team Functional teams Business
  • 58. © 2015 Scrum WithStyle scrumwithstyle.com After adopting Less Implications: • Program / development management are no longer responsible for hitting release dates or milestones. • Good Scrum involves elimination of the contract game. Direct collaboration Cross-functional teams I.T. Business facilitated by…
  • 59. © 2015 Scrum WithStyle scrumwithstyle.com Reality > Abstractions
  • 60. © 2015 Scrum WithStyle scrumwithstyle.com Skills Bottlenecks
  • 61. © 2015 Scrum WithStyle scrumwithstyle.com Team skills E F G Learning allows us to keep whole feature with single team Product Backlog D E F skills required Team skills A B CA B C skills required Team skills C D E d Will slow down as they learn a bit of d. Principles: • Whenever we can use specialisation to maximum advantage, we use it. • Whenever specialisation becomes a constraint, we break the constraint. • Better to do a high value thing slower than a low value thing fast. •Expanding skills capability is valuable.
  • 62. © 2015 Scrum WithStyle scrumwithstyle.com Lack of Cross-team Learning
  • 63. © 2015 Scrum WithStyle scrumwithstyle.com Sprint Backlog Product Owner Product Backlog 2-4 week Sprint Daily Scrum (15 min) 1 day Sprint Retrospective (1.5-3 h) Sprint Planning Part 2 (2-4 h) + + + (Feature) Team + ScrumMaster Sprint Planning Part 1 (2-4 h) Joint Retrospective (1.5 h) ScrumMasters and one representative from each team meet early in next Sprint to deal with systemic issues Product Backlog Refinement (5-10% of Sprint) Potentially Shippable Product Increment Sprint Review (2-4 h) Using ‘science-fair’ style diverge - converge format Product Backlog Refinement (5-10% of Sprint) Big Room Refinement All teams in one room with own learning tools (whiteboards, projectors etc.)
  • 64. © 2015 Scrum WithStyle scrumwithstyle.com The regular teams do the Undone Release work • This creates opportunities for cross-functional learning • May start with pairing specialist group with regular teams • Perfection vision: no release Sprint necessary Undone Work actual release Product Owner wants to release Release Sprint: teams only do Undone Work . . . www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved.
  • 65. © 2015 Scrum WithStyle scrumwithstyle.com Lack of Design and Architectural Alignment
  • 66. © 2015 Scrum WithStyle scrumwithstyle.com Component teams lead to waterfall Backlog Item 1 Backlog Item 2 ... Comp A Team Comp B Team Comp C Team Analyst System Engineer System Testers Iteration 1 Iteration 2 (probably later) Iterations 3-5 (probably later and more) At least iteration 6 (probably later) Item 1 requirement details for Item 1 'backlog' by component not all teams start Item 1 at the same iteration; they are multitasking on multiple features system testers cannot start immediately on Item 1; they are multitasking on multiple features not available until the analyst is finished Analysis Design Implementation Test Component teams lead to a sequential life cycle with handoff, queues, and single-specialist groups and not true cross-functional teams without handoff. code www.craiglarman.com www.odd-e.com Copyright © 2010 C.Larman & B. Vodde All rights reserved.
  • 67. © 2015 Scrum WithStyle scrumwithstyle.com 2-4 week Sprint Daily Scrum (15 min) 1 day SAD workshop Joint Backlog Refinement Team design Design workshop at start of each feature Big room Backlog Refinement All teams in one room with own learning tools (whiteboards, projectors etc.) Cross-team architecture Joint design workshop initiated by Community of Practice facilitator Shared understanding of existing architecture Agile System Architecture Document (SAD) workshop every few Sprints Joint design workshop Cross-team analysis and design
  • 68. © 2015 Scrum WithStyle scrumwithstyle.com Collaborative modelling over specification Image credit: less.works
  • 69. © 2015 Scrum WithStyle scrumwithstyle.com What LeSS is not… • The ‘Contract Game’ which sets up win-lose dynamics between Business & Development • Continuing heavy dependency load and delay inherent with component teams • A relatively heavy method that needs to be tailored down to smaller groups (<50 ppl) • Scrum being ‘contained’ within something less adaptable • Requiring big batch Release Train planning with scope commitments made to executives • Product Owners from IT who are specifiers and not empowered to make commercial decisions • Prioritisation by formula • Disallowing developers and stakeholders from collaborating at the same product review • Many roles with intermediated communication up and down hierarchies • Recommending part-time, temporary ScrumMasters • Limiting retrospectives to individual teams without overall cross-team retrospectives
  • 70. © 2015 Scrum WithStyle scrumwithstyle.com Learn more about LeSS at less.works
  • 71. © 2015 Scrum WithStyle scrumwithstyle.com @rowanb au.linkedin.com/in/rowanbunning Rowan Bunning rowan@scrumwithstyle.com scrumwithstyle.com Thankyou! Keepintouch