Going Large Staying Small Recife2009

50 %
50 %
Information about Going Large Staying Small Recife2009
Business & Mgmt

Published on February 17, 2009

Author: borisgloger

Source: slideshare.net

Description

Going LARGE by staying small - Running Large projects and companies using Scrum.

Tom Peters called it - "Crazy times call for crazy organizations" (The Tom Peters Seminar 1994) We are in crazy times. The bubble bursts and capital gets destroyed in larger chunks than any time before. Obama tries to help his country to survive this crisis and one thing is absolutely clear - going large was a mistake.
Ford, GM, Toyota, Chrysler, Siemens, Infineon, Nokia, Sony all are in big trouble. Open the newspaper and you get scared.
What happened? Large organizations - like dinosaures survive just because they are big! They can effort to be ineffective, dull and slow because they are large. As long as the equilibrium in which they can exist does not change - they are the kings.
But - Napster and iTunes changed the Music business, the game industry is hit by self publishing game developers like tellgate, and the first line of defense of the big ones was to by the small ones. But - if you do not have big pockets anymore? You can not assimilate the smaller, the more agile companies. What will happen? The smaller will survive - and the big ones will die.
This talk will not explain how Scrum works - it will show you - What you MUST do to become flexible and competitive again and how Scrum can help you to achieve it.

goingLARGE by stayingsmall running large projects & whole organzations with Scrum presented by Recife, February 2009 Ana Christina Rouiller supported by

Who is this no-name in YOUR country?

before Scrum ...

Philosophy and Soziology

EDS | BroadVision | ONE |

I knew how to make projects work the traditional way

CMM 2 - Pilot Project

CMM 3 internal trainer at EDS in 1999

2002

and then the challenge

build it faster and more reliable again!

traditional way would not work ... No Way!

First Scrum

2003

Certified ScrumMaster

2004

1st Certified ScrumTrainer

2005 first teams with people size up to 50 persons

2006 first teams with people size up to 100 persons and distributed environment

2008 number of people trained goes beyond 3000

2009 - the circle closes ... now whole companies wants to do big bang implementations ... we help them doing it.

so let’s start ....

Most companies started with a couple of people

< than 8 people

then they grow ....

14

50

100

1000

Features Delivered per Team from a presentation of salesforce.com Scrum Gathering Stockholm 2008

Features Delivered per Team 2000 2001 2002 2003 2004 2005 2006 from a presentation of salesforce.com Scrum Gathering Stockholm 2008

Days between Major Releases Features Delivered per Team 2000 2001 2002 2003 2004 2005 2006 from a presentation of salesforce.com Scrum Gathering Stockholm 2008

Lack of visibility from a presentation of salesforce.com Scrum Gathering Stockholm 2008

Resource Bottlenecks from a presentation of salesforce.com Scrum Gathering Stockholm 2008

Unpredictable release dates from a presentation of salesforce.com Scrum Gathering Stockholm 2008

Lack of responsiveness, lack of team alignment on priorities from a presentation of salesforce.com Scrum Gathering Stockholm 2008

Unhappy customers from a presentation of salesforce.com Scrum Gathering Stockholm 2008

Gradual productivity decline as the team grew from a presentation of salesforce.com Scrum Gathering Stockholm 2008

The claim of most manager and business people is a reflex. They say ....

The claim of most manager and business people is a reflex they say .... We need to structure and organize more .... We need better processes, we need better tools, we need better people.

traditional answer ... team and line management project management portfolio managment

going LARGE

going control

work Taylor

whole is splitt into parts

profession becomes disciplines

knowledge goes checklist

whole is splitt into parts

whole is splitt into parts

organization Slone

factories are numbers

departments are numbers

people are numbers

people are numbers

Result

You loose collaboration

You loose trust

You loose motivation

You loose people

You loose quality of ...

process

product

life

in other words .... beauracracy

centralistic in other words .... beauracracy

centralistic hierarchy in other words .... beauracracy

centralistic hierarchy dominant in other words .... beauracracy

centralistic hierarchy dominant in other words .... slow beauracracy

centralistic hierarchy dominant in other words .... slow beauracracy process driven

centralistic hierarchy dominant in other words .... slow beauracracy process driven non agile

from a presentation of salesforce.com Scrum Gathering Stockholm 2008

Or you go another path .... and stay:

human-centric Or you go another path .... and stay:

human-centric flat Or you go another path .... and stay:

human-centric flat federalistic Or you go another path .... and stay:

human-centric flat federalistic distributed Or you go another path .... and stay:

human-centric flat federalistic distributed Or you go another innovative path .... and stay:

human-centric flat federalistic distributed Or you go another innovative path .... and stay: agile

human-centric flat federalistic distributed Or you go another innovative path .... and stay: agile re-inventing

human-centric flat federalistic distributed Or you go another innovative path .... and stay: agile re-inventing fast

How?

agile answer ... stolen from Pixar (Ed Cutmill)

Empower your creatives

create a peer culture

free up communication

craft a learning environment

get more out of post mortems

is there a path or a guideline can help you ...?

Scrum

74 Scrum is not a ....

crum is Scrum

emphasis in on the team

A team can do 90% of the work!

“Train the team members so that every team member is able do 90% of the tasks given to the team.”(Tom Peters)

“Scrum is faster, better, cooler! It’s the way we first built software at Yahoo, yet is scalable to large, distributed, and outsourced teams.” Yahoo Chief Product Owner “It looks like the way we build software here at Rockstar Vienna in the beginning, now we use it in a large organization.”

what the companies achieved ...

look at delivery

delivery most important functionality in 2 weeks

delivery bug free in 6 weeks

delivery business had not ideas anymore after 8 weeks

look at qualitiy

quality no overtime

quality all team members know the whole code base

quality bugs get not managed they got fixed immediately

quality of life “I can contribute”

quality of life “I can grow”

quality of life “We can do it together”

case of ... salesforce.com

“ Since implementing our iterative development methodology which enables us to deliver more frequent releases, we have seen statistically significant improvements in our satisfactions scores across our service attributes from our features to our platform.   ” Wendy Close Salesforce Customer Satisfaction Survey Sr. Manager Product Marketing Salesforce.com (Source: Salesforce.com Relationship survey, conducted by independent third party CustomerSat Inc., July 07 and Feb. 08. Sample size equals 4000+ randomly selected worldwide respondents from all size companies and industry sectors.)

94 % of customers that indicate they definitely or probably will recommend salesforce.com to others * Source: Salesforce.com Relationship survey

+61 % improvement in “mean time to release” for major releases in 2007

+568%

+94 % Increase in feature requests delivered - 2007 v. 2006

+38 % Increase in feature requests delivered per developer - 2007 v. 2006

“ Simple is better.  With our agile approach to product development we've put our amazing people in charge.  They work as a team to do the right thing for the customers, their fellow employees and our shareholders. ” Todd McKinnon Sr. Vice President, Research & Development Salesforce.com

Our teams are happier…

92 % of respondents believe ADM is an effective approach for their scrum teams

88 % of respondents believe the quality of our products have improved or stayed the same * 51% say our quality has improved

89 % of respondents are having the “best time” or a “good time” at Salesforce * 49% improvement from pre-ADM

94 % of respondents would recommend ADM to their colleagues inside or outside Salesforce

from a presentation of salesforce.com Scrum Gathering Stockholm 2008

Do you want this? from a presentation of salesforce.com Scrum Gathering Stockholm 2008

What needs to be done?

#1 company backlog get one for all!

#2 define roles & responsibilities

Sprint # 1 Sprint # 2 9:00 ....... ....... Sprint Planning 1 Sprint Planning 1 CU STO MER Do your Daily Scrum every day! Do your Daily Scrum every day! #3 M ANAGER Product Idea 12:00 Review Review Sprint Sprint Sprint Planning 2 Sprint Planning 2 VISION spective spective Retro- Retro- PR ER Sprint Sprint O N DU CT OW SC R E R T UM MAS 18:00 TEAM Day 1 start immediately ... 3 days Product Backlog timation timation timation timation timation prioritized eeting eeting eeting eeting eeting PB PB PB PB

#4 stick to your teams

#5 make teams cross-functional train them so they can do the whole work

#6 synchronize sprints Sprint planning 1 Sprint planning 2

create a Product #7 Owenr Team

#8 problem no. 1 Change Agent He says “No” “He fights for the poor” Far too often, people fear to be a good ScrumMaster. They do not have the standing!

#9 professionalization ‣software development ‣product development ‣finanical numbers

#9 professionalization “we do not need to do X, we do Scrum.” ‣software development “we can do what we want.” ‣product development “I am not finanical numbers ‣important anymore - it is the team.”

#10 fight the resistance traditional management traditional engineering laciness of thinking

What did we do with our clients?

organizational level get the buy in from executive management

example we worked with the executives to create the overall company backlog

implementation choose for you pilot the most important project/part of you company sense of urgency

example the most important functionality is the one you build first -> that let to the fact that all other projects could be implemented faster

implementation Create a in-house roll-out team, that leads the implementation organizational wide. the guiding team

example we get one or two person in a company who are responsible in-house

implementation know where you are and where you want to be vision and strategies

example we work with setting up ScrumMasterWeekly`s that help us to guide the implementation in case we are not there.

implementation training and short introductions into what we do, intranet and our checklists communication

example a three hour tutorial before the next big sprint planning helped everybody to understand what is expected from them

implementation working with managers to understand the empowerment of the teams empowerment

example helping middle managers to understand the new role. The new responsibilities they have to live and we helped them to understand what they do not know about leadership.

implementation deliver one functionality the first time - fully done!!! short term win

example 1 sprint - most imporant thing 2 sprint - focus on improvement 3 sprint - bug free environment

implementation work with your client on long term relationship ... No! it is not about business grow never letting up

example we work now with the architects, we help to improve leadership skills.....

implementation work with the next part of your organization, and keep walking around making change stick

example salesforce.com

Continuous Improvement “Agile Launch” Big Bang Rollout 144 146 154 148 150 152 October January October January April April July Expansion Rollout Adoption Excellence

137 LeadingChange 1. A sense of urgency 2. The guiding team 3. Vision and strategies 4. Communication 5. Empowerment 6. Short-term wins 7. Never letting up 8. Making change stick

? CHECK it - Daily Scrum HOW to do - Sprint Planning 2 WHAT to do - Sprint Planning 1 The Scrum Analyse PB Flow Tactical © 2009 Level Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4 9:00 ....... ....... ....... ....... Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 Sprint Planning 1 CU ER STO M Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day! M ANAGER Product Idea Estimation Meeting 12:00 Review Review Review Sprint Sprint Sprint Sprint Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 Sprint Planning 2 VISION spective spective spective Retro- Retro- Retro- Retro- PR ER Sprint Sprint Sprint Sprint O N DU CT OW SC R E R Version 1.2 T UM MAS 18:00 TEAM Day 1 Release Product Backlog Estimation Estimation Estimation Estimation Estimation Estimation Estimation Estimation prioritized Meeting Meeting Meeting Meeting Meeting Meeting Meeting Meeting PB PB PB PB PB PB PB 1 Under 100 20 stand ? 52 Strategic Planning Poker Play! CU CU 13 30 8 40 M M STO MER STO MER ANAGER ANAGER USER USER Level 3 Releaseplan Releaseplan Update 5 20 8 8 13 version 0.0 version 1.0 version 1.3 version 2.0 version 0.0 version 1.0 version 1.2 version 2.0 5 TEAM SIZE it - Estimation Meeting

Add a comment

Related presentations

Related pages

Going LARGE by Staying small | macaubas.com

Esta semana foi a última semana do RSS, e contou com um evento que foi marcante e excepcional: Workshop de práticas ágeis, promovido pelo C.E.S.A.R ...
Read more

Escalonamento | macaubas.com

Going LARGE by Staying small. Esta semana foi a última semana do RSS, ... Going Large Staying Small Recife2009. View more presentations from Boris Gloger.
Read more

Going Large with Scrum | Dusan Kocurek

Citát Going Large Staying Small Recife2009 http://static.slideshare.net/swf/ssplayer2.swf?doc=goinglargestayingsmallrecife2009 ...
Read more

Borisgloger | macaubas.com

Going LARGE by Staying small. Esta semana foi a última semana do RSS, ... Going Large Staying Small Recife2009. View more presentations from Boris Gloger.
Read more

Going LARGE by staying small – 3o encontro user-group ...

O Boris compartilhou com o público (cerca de 25 pessoas) sua experiência em fazer planning com 11 equipes ao mesmo tempo (115 pessoas!), e utilizou como ...
Read more

Scrum user-group Recife/Brasil - Part 4

Going Large Staying Small Recife2009. View more presentations from Boris Gloger. (tags: scrum agile) O Boris compartilhou com o público (cerca de 25 ...
Read more