Upload
rowan-bunning
View
774
Download
1
Embed Size (px)
Citation preview
Illuminating the potential of Scrum by comparing
LeSS with SAFe
with Rowan Bunning, CST and CLP
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
Please note• Goal of this session:
awareness of the potential of ‘deep’ Scrum adoption at any scale.
• More about that than an comparison between SAFe and LeSS.
• There is lots to learn about Scrum by understanding the differences.
• This is not an introduction to Scaled Agile Framework (SAFe) and Large-Scale Scrum (LeSS).
• Appreciating the importance of some concepts may require deeper exploration than we have time for.
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
Session outline• Unrealised potential
• Key things to know about SAFe and LeSS
• Business - Development relationship
• Team structure and batching
• Organisational control
• Co-ordination
• Where Scrum’s potential can be found
Unrealised potential
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Payoff vs Extent of Scrum Adoption
Overall Payoff
Extent of Scrum Adoption
Deep Scrum including implications of Scrum and Lean principles
Implementation as per what is explicit Scrum Guide only
Superficial Scrum as typically implemented
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Scrum adoption icebergScrum as typically adoptedWhat is Explicit in Scrum Guide
The implications of Scrum that are implicit Explicit in LeSS
The endless potential of continuous improvement
Shallow adoption
Deep adoption
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Single-function job titles No job titles or sub-teams
Individuals accountable outside of team Team is accountable as a whole
Content and timing of releases decided by committee
Content and timing of releases decided by Product Owner
Sprint Review involves inspection Sprint Review involves collaborative
adaptation
Shallow Scrum as typically adopted
Wha
t is Explicit
in th
e Sc
rum
Gui
deThe Tip of the Adoption Iceberg…
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
by committee Content and timing of releases
decided by Product Owner
Sprint Review involves inspection Sprint Review involves collaborative
adaptation
Pseudo / Potential Team Real / Exceptional Team
Undone work each Sprint Potentially Shippable
Product IncrementTeam work focus
Whole Product focus
Managers decide what, how and do tracking
Managers support and build capability
Co-ordination mostly centralised Co-ordination mostly
decentralised
Contract Game Co-operative Game
Single-function specialists People with T-Shaped skills
Temporary Projects Long-lived Product
Development
Component teams Feature Teams
Bureaucratic control Market + Clan control
Steep hierarchy Minimum viable hierarchy
Team membership changes to fill skills gaps Stable teamsCentralised specifier roles
Decentralised specification
Multiple localised process improvement efforts
Whole of organisational system process improvement
ScrumMaster focussed on team ScrumMaster focussed on
organisational system
Wha
t is Explicit
in th
e Sc
rum
Gui
deD
eep
Scru
m -
Impl
icit
in S
crum
Organisation as Factory Learning Organisation
Deep Adoption…
Key things to know about SAFe and LeSS
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
150 peopleApplicability Thousands of
people
>8 teamsLeSS
LeSS Huge
SAFe - single ART
V
alue Stream of ARTs
2 teams
12 people
50 people
ART sweet spot: “100 or so”
Who is working with a group of between 12 and 50?
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Different framings of the problem
Customer-centric LearningProgram Execution
© 2014 Scrum WithStyle scrumwithstyle.com
Not agile
Thanks to: Joseph Pelrine
© 2014 Scrum WithStyle scrumwithstyle.com
Becoming agile…
Thanks to: Joseph Pelrine
© 2014 Scrum WithStyle scrumwithstyle.com
Not like this though…
Thanks to: Joseph Pelrine
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Scrum Space for context-specific elements to emerge
PrescriptivenessHow detailed, complicated and
fully-defined a framework is
High
• Not contextual enough • Over-specification makes it
difficult for org. learning • In practice, leads to
method bloat
Example: Learning Organisations (Peter Senge, Chris Argyris etc.)
Low
• Just a few principles • Not enough that is concrete
to know what to do • Easy to ‘fake-it’
Intent: • Sufficient enabling structure • Plenty of freedom for Empirical
Process Control & learning
Thanks to: Craig Larman
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
SAFe contains Scrum
Scrum ScrumTeam
Program
Value Stream
Portfolio
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
LeSS is Scrum
Team
Program
Value Stream
Portfolio
⬆
Scrum⬇
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
LeSS takes a different approach
Rather than having Scrum as a building block for a scaled framework, we need to look at Scrum and for each element ask “Why is it there?” followed by “If we have more than one team, how can we achieve the same purpose on a larger scale?”
- Craig Larman
💡Insight…
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Scrum need not be limited to the ‘team level’. It scales vertically.
Business-Development relationship
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
External contracts spawn internal contracts
Business
External customers
Development / I.T.
External contract
Internal contract
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
We want a solution. How much is it going to cost? How long is it going to take?
Product
Management
R&Dstart end
(release)
www.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
Business Development
@rowanb© 2016 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
Date & Scope
Development
@rowanb© 2016 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 Development
The date and scope contract point represents the time that
both parties have maximised the ability to shift blame when
something goes wrong.
Date & Scope
@rowanb© 2016 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 Development
Date & Scope
@rowanb© 2016 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
Responsibility
low controllow flexibility
low transparencybig batches
cannot release earlynot “done” until the end
Businesshave
completed date and
scope move
Development
shifts
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Who has seen something like this going on?
Who is working to an scope & date agreement now?
Show of hands "
@rowanb© 2016 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 status of true progress.
Development
@rowanb© 2016 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.
DevelopmentBusiness
There’s been a surprise!
But you committed!
Date & Scopesign-off
@rowanb© 2016 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 Contractwww.craiglarman.com
www.odd-e.com
Copyright © 2010
C.Larman & B. Vodde
All rights reserved.
Business Development
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
Now development pulls out the ‘Secret Toolbox’ including…
• Stopping testing
• Crappy code
• No longer thinking about the design
• No longer taking time to learn
• Not fixing weakness in organisation
• Overtime leading to attrition of the best people
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
On the SAFe PI Planning game“This planning process has history with Nokia Phones, where the upper management decided the schedule and content for the next model. Even when at the talk level this is assumed to communicate realism upwards, the process is really commitment game. Even, if the management culture accepts the spirit of realism, the process itself assumes that you are able to commit locally for the common good.
The teams are "staying in the room" until they vote yes or no for the plan. They quickly learn to vote yes, because no means re-planning :)”
- Ari Tikka (formerly at Nokia Mobile where SAFe began)
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
External contracts spawn internal contracts
Business stakeholders
External customers
Agile Release Train
PI scope and date commitment
External demand
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
External contracts spawn internal contracts
Business stakeholders
External customers
Teams
External demand
✘ No Scope and Date contract✔ Business steers directly☸PO
📖
Scrum has the potential…
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
To eliminate the win-lose contract game between Business and Development and
shift to a win-win co-operative game. To end the blame game. To begin rebuilding trust.
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
What does the Agile Manifesto have to say about this?
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Two simple but critical questions…
Who is the customer to focus on? What is the product to focus on?
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Insurance company
What is our Product really?
Insurance Sales
Underwriting Solution
Premium Billing
Claims System
Quoting engine
Leads and Opportunities
Policy provider application
Rules engine
Premium system
Insurance booking system
Premium payment system
Claim checker
Pay back engine
Underwriting workflow manager
Thanks to: Viktor Grgić for the example
The Market I see a Get Insurance system
…and a Handle Claim system
‘System of systems’ (SAFe) or
‘Product’ (LeSS)Insured Customer
Head of Department
No, This is a product
Architect
No, This is a product
Project Manager
This is a product
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Whole Product Focus
- Bas Vodde
“It is really really hard to get teams to always consider the whole product instead of just “their tasks”. And in the LeSS Framework we do everything we can to avoid sandboxing, such as not preselecting items to teams, not having separate backlogs, not having separate POs, etc.”
Lean Principle: Optimise the Whole
Scrum has the potential…
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
to help the organisation focus on the end customer by defining your product in terms
of what creates value for the customer.
Team structure and batching
@rowanb© 2016 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.
How to manage these dependencies?
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Planning around component teams
Image credit: boost.co.nz
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
LeSS emphasises Feature-teams that 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.
@rowanb© 2016 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 oflow-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.
@rowanb© 2016 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.
@rowanb© 2016 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.
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
SAFe Batch Size
Thanks to: Ran Nyman and Ari Tikka, Xp2015 Scaling Agility explored - LeSS SAFe comparison
Development System
Work pre-allocated to Sprints for 8-12 weeks
Large batches to reduce cost due to component teams
Program Increment
Backlog
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
The trade-off
Pre-allocating items to Sprints ahead of time closes off options and diminishes
Sprint-to-Sprint agility.
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
LeSS Batch Size
Thanks to Ran Nyman and Ari Tikka, Xp2015 Scaling Agility explored - LeSS SAFe comparison
Development System
2 weeks
Small batches that enable fast feedback
BacklogPotentially Shippable Product Increment
SPRINTREVIEW
RETROSPECTIVE
OVERALLRETROSPECTIVE
SPRINTPLANNING1PREVIOUS
SPRINTNEXTSPRINT
PRODUCTBACKLOG
PRODUCTOWNER
SPRINTBACKLOG
SCRUMMASTER&FEATURETEAM
PRODUCTBACKLOG
REFINEMENT
DAILYSCRUMCOORDINATION
POTENTIALLYSHIPPABLEPRODUCT INCREMENT
SPRINTPLANNING2
Scrum has the potential…
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
to produce a Potentially Shippable Product Increment every fortnight…
no matter how many teams… as long as they are feature teams integrating continuously.
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5
Organisational Control
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Program
Value Stream
Program control abstraction
Value Stream control abstraction
SAFe introduces control abstractions
Teams
Customer focused Product
Customer
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Control systems in organisations
Market system
Bureaucratic system
Clan system
• Prices drive very efficient decision making • Measure Input and Output
• Formal rules, roles, processes, compliance • Supervision, direction and hierarchy • Specialisations enable clearer comparison with
like workers
• Informal value based rules • Allows innovation and collaboration • Most suitable for unique, interdependent or
ambiguous work e.g. software development Reference: A Conceptual Framework for the Design of Organizational Control Mechanisms, William G. Ouchi, Management Science, Vol. 25, No. 9. 1979.
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Control mechanisms in SAFeMarket control
Bureaucratic control
many roles, processes, written rules to
manage execution within PI
Scope & Date contract
Clan control
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Who would like less Bureaucratic control?Market control
Bureaucratic control
Clan control
You Ain’t Gonna Need It (YAGNI)
Try… direct business - development collaboration using the simplicity of Scrum patterns
for Minimum Viable Bureaucracy (MVB)
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Control mechanisms in LeSSMarket system
Bureaucratic control
Clan control
self-managing teams
self co-ordination decisions at level of richest information
PO
≪component≫ Publishing
≪component≫ Scheduling
≪component≫ Expenses
≪component≫ KPI Dashboards
Direct co-ordination
Communities for knowledge sharing and agreements Architecture, UX, Testing etc.
💡 $😀 ☸
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
LeSS is about Descaling…
• Descaling roles and organisational hierarchy
• Descaling organisational structures, policies, etc.
• Descaling architectural complexity
LeSS is More!
Scrum has the potential…
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
to decrease bureaucracy and increase business-development
collaboration
For more on this see:
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
The heart of Scrum
Thanks to: Simon Bennett.
Vision Product
Inspect & Adapt
People Capability
Inspect & Adapt
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Frequency of Demos vs Sprint Reviews
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5
Sprint Reviews - Inspect & Adapt Whole Product (2hrs max)
Team Demos
Solution Demo (After all PI System demos, 1-2 hour)
System Demos
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Frequency of overall reflection
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5
Value Stream Retrospective and Problem-solving workshop
PI Retrospective and Problem-solving workshop
Overall Retrospectives - Inspect & Adapt Organisational System
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Demos vs Sprint ReviewsSprint ReviewPurpose: “inspect the Increment and adapt the Product Backlog”
Intent: “optimise value”
Solution DemoPurpose: “stakeholder and customer feedback” “celebrate the accomplishments” “harbinger of near-term… decisions”
Mostly Value Stream and senior ART people
PI System DemoPurpose: “to test and evaluate the full system”
Intent: “stay on course or take corrective action”
Mostly PMs, POs and senior people One or more team members there to stage demo
Team DemoPurpose: “closure” “to show” “feedback” “measure the team’s progress”
Mostly teams and POs Senior people likely not interested
“The Sprint Review is an opportunity for everyone to collaborate about the product.” - less.works
😃$
Scrum has the potential…
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Business and development collaborate face-to-face on the direction of the product…
every Sprint. To focus everyone on the Whole Product.
To “turn on a time, for a time”📖
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Product Owner: Team or Product focused?
Team
Business Owner
Customer
Product Manager
2..4
Product Owner
1..2
TheProductOwnerTheProductOwnerisresponsibleformaximizingthevalueoftheproduct
The person with the external (market) contract problem steers directly
PO☸
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Product Owner can work with up to 8 teams when clarification is delegated
PO
Requesters Users Market / domain experts
DecisionsContent and order of Product Backlog
DetailClarification - splitting, acceptance criteria etc.
💡 $😀
“Yes” “No” “A little now, rest later” “Sooner” “Later”
☸
💡Insight…
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Scrum facilitates direct interaction between business people and development teams…
…and not just with the Product Owner.
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
1Scientific RepoRts | 5:18634 | DOI: 10.1038/srep18634
www.nature.com/scientificreports
Hierarchy is Detrimental for Human CooperationKatherine A. Cronin1,2, Daniel J. Acheson3, Penélope Hernández4 & Angel Sánchez5,6
Studies of animal behavior consistently demonstrate that the social environment impacts cooperation, yet the effect of social dynamics has been largely excluded from studies of human cooperation. Here, we introduce a novel approach inspired by nonhuman primate research to address how social hierarchies impact human cooperation. Participants competed to earn hierarchy positions and then could cooperate with another individual in the hierarchy by investing in a common effort. Cooperation was achieved if the combined investments exceeded a threshold, and the higher ranked individual distributed the spoils unless control was contested by the partner. Compared to a condition lacking hierarchy, cooperation declined in the presence of a hierarchy due to a decrease in investment by lower ranked individuals. Furthermore, hierarchy was detrimental to cooperation regardless of whether it was earned or arbitrary. These findings mirror results from nonhuman primates and demonstrate that hierarchies are detrimental to cooperation. However, these results deviate from nonhuman primate findings by demonstrating that human behavior is responsive to changing hierarchical structures and suggests partnership dynamics that may improve cooperation. This work introduces a controlled way to investigate the social influences on human behavior, and demonstrates the evolutionary continuity of human behavior with other primate species.
Determining the conditions that facilitate cooperation in humans has been a challenge embraced by many disci-plines; evolutionary biologists, psychologists, and social scientists have been attempting to tackle this question for decades1–3. Understanding when cooperation flourishes is of both theoretical and practical interest as our species faces environmental and societal challenges that may only be solved by working together4,5. Cooperation has been defined in many ways6; here we are referring to cases in which two or more individuals work together to achieve a common goal7. While this form of cooperation is not altruistic (nobody necessarily incurs a cost for cooperating), choosing with whom to cooperate and under what conditions to invest limited resources into cooperation poses a significant challenge for our species and others8–10.
The effect of the social environment on cooperation has received attention in studies of nonhuman animal behavior but has been largely overlooked in human research. Research with animals in the wild and under con-trolled conditions in captivity has consistently shown that social dynamics, and specifically the nature of the dominance hierarchy, has a large impact on cooperative outcomes9,11–19. Although variable in form, every animal society has some form of dominance hierarchy20,21. Hierarchy is defined as priority of access to resources and probability of winning competitive encounters22, and reflects underlying assymetries in power. A hierarchy can be characterized in terms of linearity and steepness22, with the former providing information about the degree of transitivity between individuals and the latter indicating the extent to which individuals differ from each other in winning encounters or accessing resources. Among nonhuman primates, it has been demonsrated repeatedly that the characteristics of dominance hierarchies impact cooperative outcomes, with steep and linear hierarchies being associated with decreased cooperation. For example, experiments have shown that cooperation is impeded among chimpanzees living in steep and linear hierarchies16,23, whereas it emerges more easily among species with more relaxed hierarchies such as cottontop tamarins15–17.
1 inco n ar oo ester . is er enter for t e tu an onser ation of reat pes ica o I 60614 . a anc Institute for s c o in uistics omparati e o niti e nt ropo o roup 65 5 D i me en e
et er an s. 3Don ers Institute for rain o nition an e a iour i me en e et er an s. 4 ni ersitat e a ncia I Departamento e n isis con mico pain. 5 ni ersi a ar os III e a ri rupo
Inter iscip inar e istemas omp e os I Departamento e atem ticas an Institute 3 of inancia i Data 8 11 e an s a ri pain. 6 ni ersi a e ara o a Instituto e iocomputaci n sica e istemas omp e os I I 50018 ara o a pain. orrespon ence an re uests for materia s s ou e a resse to . . .
emai : cronin p oo.or
recei e : 30 a 015
accepte : 0 o em er 015
Pu is e : Decem er 015
OPEN
@rowanb© 2016 Scrum WithStyle scrumwithstyle.comCPJ inspired by Jeff Bezos' most recent annual letter. https://medium.com/21st-century-organizational-development/type-2-organizations-df3f1f53c66c
Which is Scrum enabling?
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
The responsive organisation“The future of work is...
an organisation — a decision system — built to break down big decisions and jobs into smaller pieces that can be processed much more rapidly, replacing the illusion of top-down control over the future with realtime, active control over the present. It’s an organisation where very few decisions are made for others, but many more decisions are being made in the open.”
From CPJ inspired by Jeff Bezos' most recent annual letter. https://medium.com/21st-century-organizational-development/type-2-organizations-df3f1f53c66c
Who would prefer something like this?
Co-ordination
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Scrum of Scrums: ScrumMaster vs Team representative
“The ScrumMaster is typically the representative in the Scrum of Scrums meeting, and he passes information from that meeting back to the team.”
“ScrumMasters… meet to update their progress toward Milestones, program
PI objectives and internal dependencies…”
“A healthy Scrum of Scrums meeting is attended by team members who do
actual development work and not ScrumMasters or the Product Owner.”
Intermediation Point-to-point connection
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Co-ordination overheads can be reduced
Source: less.works/resources/graphics.html
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Co-ordination mechanismsCentralised mechanisms
Scheduled meetings
Disadvantages: • bottlenecks • handoffs • delays • inhibit emergent behaviour • teams owning these processes • inhibit empirical process control
Decentralised mechanismsNetworks of people interacting
Disadvantages: • more difficult to get an overview • less broad and consistent info
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Co-ordination: Centralised vs Decentralised
• Just talk
• Communicate in Code
• Integration Continuously
• Communities
• Cross-Team Meetings
• Multi-Team Design Workshops
• Current-Architecture Workshops
• Component Mentors
• Open Space
• Travellers
• Scouts
• Maybe don’t do Scrum of Scrums
• Leading Team
• PI Planning
• Pre-PI Planning
• Post-PI Planning
• Scrum of Scrums
• Weekly Release Management meetings
Mostly Centralised mechanisms Mostly Decentralised mechanisms
Scrum has the potential…
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
to radically simplify organisational structure without the overheads of unnecessary
specification, co-ordination and reporting roles.
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
ScrumMaster: Part-time vs Full-time
“SAFe takes a pragmatic approach and assumes, in general, that the ScrumMaster is a part-time role”
Dedicated full-time roleIn LeSS, the ScrumMaster role is vital. We’ve seen many organizations try part-time ScrumMasters, which usually leads to no ScrumMasters at all. This then affects the LeSS adoption enormously. In LeSS the ScrumMaster is a dedicated, full-time role in the same way that being a Scrum Team member is a dedicated, full-time role. Having said that, it is possible for one full-time ScrumMaster fill the role for up to three teams, depending on any number of factors.
Where Scrum’s potential can be found
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Single-function job titles No job titles or sub-teams
Individuals accountable outside of team Team is accountable as a whole
Content and timing of releases decided by committee
Content and timing of releases decided by Product Owner
Sprint Review involves inspection Sprint Review involves collaborative
adaptation
Shallow Scrum as typically adopted
Tip
of th
e Ic
eber
g - E
xplic
it in
Scr
umWhat SAFe explicitly encourages (1)
(See items in black)
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Pseudo / Potential Team Real / Exceptional Team
Undone work each Sprint Potentially Shippable
Product IncrementTeam work focus
Whole Product focus
Managers decide what, how and do tracking
Managers support and build capability
Co-ordination mostly centralised Co-ordination mostly
decentralised
Contract Game Co-operative Game
Single-function specialists People with T-Shaped skills
Temporary Projects ✔ Long-lived Product
Development
Component teams Feature Teams
Bureaucratic control Market + Clan control
Steep hierarchy Minimum viable
hierarchy
Team membership changes to fill skills gaps ✔ Stable teamsCentralised specifier roles
Decentralised specification
Multiple localised process improvement efforts
Whole of organisational system process improvement
ScrumMaster focussed on team ScrumMaster focussed on
organisational system
Dee
p Sc
rum
- Im
plic
it in
Scr
um
Organisation as Factory Learning Organisation
What SAFe explicitly encourages (2)(See items in black)
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Single-function job titles ✔ No job titles or sub-teams
Individuals accountable outside of team ✔ Team is accountable as a whole
Content and timing of releases decided by committee
✔ Content and timing of releases decided by Product Owner
Sprint Review involves inspection ✔ Sprint Review involves collaborative
adaptation
Shallow Scrum as typically adopted
Tip
of th
e Ic
eber
g - E
xplic
it in
Scr
umWhat LeSS explicitly encourages (1)
(See items in black)
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Pseudo / Potential Team ✔ Real / Exceptional Team
Undone work each Sprint ✔ Potentially Shippable
Product IncrementTeam work focus
✔ Whole Product focus
Managers decide what, how and do tracking
✔ Managers support and build capability
Co-ordination mostly centralised ✔ Co-ordination mostly
decentralised
Contract Game ✔ Co-operative Game
Single-function specialists ✔ People with T-Shaped skills
Temporary Projects ✔ Long-lived Product
Development
Component teams ✔ Feature Teams
Bureaucratic control ✔ Market + Clan control
Steep hierarchy ✔ Minimum viable
hierarchy
Team membership changes to fill skills gaps ✔ Stable teamsCentralised specifier roles
✔ Decentralised specification
Multiple localised process improvement efforts
✔ Whole of organisational system process improvement
ScrumMaster focussed on team ✔ ScrumMaster focussed on
organisational system
Dee
p Sc
rum
- Im
plic
it in
Scr
um
Organisation as Factory ✔ Learning Organisation
What LeSS explicitly encourages (2)(See items in black)
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
Structure has a first-order impact on CultureExcerpt from Larman’s Laws of Organisational Behaviour…
4. Culture follows structure. Or, Culture/behavior/mindset follows system & organisational design. …systems such as Scrum (that have a strong focus on structural change at the start) tend to more quickly impact culture — if the structural change implications of Scrum are actually realized.
Source: craiglarman.com
💡Insight…
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Scrum is a catalyst for meaningful structural change.
Structure has a first-order impact on Culture.
Process is a lower order influencer.
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
Review1. Scale vertically, not just horizontally to help thousands pull together as one.
2. Reduce bureaucracy and increase business-development collaboration.
3. Transform the win-lose contract game between business and IT into a win-win collaboration game.
4. Focus everyone on the end-customer and re-structure around this.
5. Produce a potentially shippable product increment every fortnight.
6. Enable the organisation to "turn on a dime, for a dime".
7. Enable resilient self-adapting of both What customer value is created and How it is created.
8. Radically simplify organisational structure without the overheads of unnecessary specification, co-ordination and reporting roles.
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
Conclusions
• The implications of Scrum extend well beyond ‘team level’
• Few organisations have come close to realising the potential pay-offs from Scrum’s implications in the large
• LeSS provides more explicit guidance on Scrum’s implications in the bigger picture
• The biggest initial barriers to realising potential is understanding and buy-in
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
@rowanb© 2016 Scrum WithStyle scrumwithstyle.com
Where Scrum’s potential is articulatedless.works
Coming soon…
© 2016 Scrum WithStyle scrumwithstyle.com @rowanb
We’re @rowanb au.linkedin.com/in/rowanbunning
Rowan [email protected] scrumwithstyle.com