Using Scrum to Build a Jet Fighter? Yes!
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The document discusses the scaling of Scrum methodologies at Saab Gripen, where over 100 teams operate on a unified process with three-week sprints and a collaborative project master plan. It outlines a structured daily routine involving individual and team scrums to address blockers and align priorities. Ultimately, Saab Gripen's approach has led to recognition of its aircraft as the world's most cost-effective military solution.
Using Scrum to Build a Jet Fighter? Yes!
- 1. Scaling Scrum Keeping multiple teams aligned Scrum of Scrum Model – SAAB Gripen Harvard Business Review: “Agile at Scale” May-June 2018
- 2. SAAB Gripen Integration Over 100 teams running the same process from software, fuselage, engines, navigation, testing A common rhythm of three-week sprints A project master plan that is treated as a living document, Co-location such as putting test pilots and simulators with development teams
- 3. SAAB Gripen Integration How does this process work on a typical day?
- 4. SAAB Gripen 7:30 am. Individual Teams Daily Scrum: First 15 minutes of the Day Devs, Leads, Scrum Masters, POs EAC PO SM ARCH Team Feature Team Feature Team Feature Team Feature Team
- 5. SAAB Gripen 7:45 am: Team of Teams Daily: 2nd 15 minutes of the Day Deal with technical blockers • Leads • Product Owners • Scrum Masters EAC PO SM ARCH Team
- 6. SAAB Gripen 8:00 am Scrum of Scrums Daily: 3rd 15 minutes of the Day Align priorities across teams & technical blockers • Executive Action Committee • PO’s • Architects EAC PO SM ARCH Team
- 7. SAAB Gripen Result IHS Jane’s has deemed the Gripen the world’s most cost-effective military aircraft
Editor's Notes
- #2: Agile at Scale (hbr.org) Master large-scale agile initiatives. Many executives have trouble imagining that small agile teams can attack large-scale, long-term projects. But in principle there is no limit to the number of agile teams you can create or how large the initiative can be. You can establish “teams of teams” that work on related initiatives—an approach that is highly scalable. Saab’s aeronautics business, for instance, has more than 100 agile teams operating across software, hardware, and fuselage for its Gripen fighter jet—a $43 million item that is certainly one of the most complex products in the world. It coordinates through daily team-of-teams stand-ups. At 7:30 AM each frontline agile team holds a 15-minute meeting to flag impediments, some of which cannot be resolved within that team. At 7:45 the impediments requiring coordination are escalated to a team of teams, where leaders work to either settle or further escalate issues. This approach continues, and by 8:45 the executive action team has a list of the critical issues it must resolve to keep progress on track. Aeronautics also coordinates its teams through a common rhythm of three-week sprints, a project master plan that is treated as a living document, and the colocation of traditionally disparate parts of the organization—for instance, putting test pilots and simulators with development teams. The results are dramatic: IHS Jane’s has deemed the Gripen the world’s most cost-effective military aircraft.