AgilePalooza - BigScrum - Scaling Team To Program
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The document outlines strategies for effectively scaling agile and scrum teams, emphasizing the importance of stakeholder engagement, team organization, and coordination. It discusses various aspects such as the initialization roadmap, communication models, types of stakeholders, product management models, and common challenges faced during scaling. Additionally, it highlights key success factors and pitfalls to avoid in the process of implementing agile methodologies.
AgilePalooza - BigScrum - Scaling Team To Program
- 1. Big Scrum – Team to Program Giora Morein | gmorein@bigvisible.com • Co-Founder of BigVisible Solutions • Certified Scrum Trainer (CST) • Agile Coach • Specialize in ramping up and scaling Agile and Scrum teams. © 2009 BigVisible Solutions, Inc. All Rights Reserved
- 2. ____ __ ____ _____ ____ ______ _____ _____ • Project Initiation Roadmap ____ _____ • Stakeholders _____ _____ • Program Organizational Model ____ _____ • Distributed Teams • Scaling Strategies • Challenges and Success Factors © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 3. Initiation Roadmap • Activities are concurrent ____ __ ____ _____ ____ ______ _____ _____ • All artifacts are starting-points ____ _____ • Anything can be changed _____ _____ ____ _____ Stakeholders Activity Define Goals & Objectives Stakeholder Identify Focus Meetings and Alignment Initiate Program Team Formation & Training Business Discovery Iteration 0 Assessment © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 4. ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Stakeholders © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 5. Stakeholder Model ____ __ ____ _____ ____ ______ Goals _____ _____ ____ _____ • Identify stakeholders and types _____ _____ • Define stakeholder roles ____ _____ • Align and educate stakeholders • Define communication and interaction model • Define cross-program goals • Identify success measures © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 6. Stakeholder Interaction ____ __ ____ _____ ____ ______ depends on Level of interaction _____ _____ type of stakeholder ____ _____ _____ _____ ____ _____ High: Daily Med: Weekly Low: Monthly © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 7. Stakeholder Collaboration Level of collaboration depends on ____ __ ____ _____ ____ ______ _____ _____ type of stakeholder ____ _____ _____ _____ ____ _____ High: On the Team/Program Med: Extended Team/Program Low: External to the Team © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 8. Stakeholders Types Create communication/collaboration ____ __ ____ _____ ____ ______ strategy _____ _____ ____ _____ _____ _____ high 1. Project Consumers ____ _____ 3 2 Interaction Level 2. Project Implementers 3. Visitors & Guests medium 4. Project Dependency 5. Org. Stakeholders 4 1 5 low low medium high Collaboration Level © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 9. ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Educating Stakeholders © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 10. Alignment & Education ____ __ ____ _____ ____ ______ Truth: Agile Programs are Different _____ _____ ____ _____ • New principles, practices and artifacts _____ _____ ____ _____• New vocabulary • Many traditional artifacts disappear • Education is required • It takes time to learn • It takes time to adjust • Stakeholders will need guidance © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 11. Example: Stories ____ __ ____ _____ ____ ______ _____ _____ are stories? What ____ _____ planning and building unit of Agile teams • Basic _____ _____ capability that will provide value • Small • Avoids implementation details ____ _____ • Represents invitation to a future conversation r I As a repeat va As a vac ation planne planner I w cation As a user, I want to tos of cancel a reservation wan t to see pho rebook a p ant to ast trip hotel rooms © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 12. Example: Stories ____ __ ____ _____ ____ ______ _____ _____ They are different ____ _____ • Stories are not requirements _____ _____ • Stories are not tickets • Stories are not use-cases ____ _____ • Stories are not a promise r I As a repeat va As a vac ation planne planner I w cation As a user, I want to tos of cancel a reservation wan t to see pho rebook a p ant to ast trip hotel rooms © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 13. Example: Reports ____ __ ____ _____ ____ ______ _____ _____ New Reports and Diagnostics ____ _____ • Agile reports must support decision-making _____ _____ • Focus on business objectives ____ _____ • Focus on productivity and completion rates • Little emphasis on change-reporting © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 14. ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ The Program Model © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 15. Program Organization ____ __ ____ _____ ____ ______ _____ _____ Goals ____ _____ _____ _____ • Independent team units ____ _____ • Distributed backlog management • High cross-team communication • Program-level feature prioritization • Team-level story prioritization © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 16. The Team ____ __ ____ _____ ____ ______ _____ _____ ____ _____ Each team has a ScrumMaster _____ _____ ____ _____ SM aka: Team Lead Project Manager © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 17. The Team ____ __ ____ _____ ____ ______ _____ _____ ____ _____Each team has a product owner _____ _____ ____ _____ SM PO aka: Customer Business The Voice The Truth © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 18. The Team ____ __ ____ _____ ____ ______ _____ _____ Each team has it’s own story backlog ____ _____ _____ _____ ____ _____ SM PO BL aka: team backlog backlog stories © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 19. The Team ____ __ ____ _____ ____ ______ Each team plans, sizes, manages and executes _____ _____ ____ _____ its own backlog _____ _____ ____ _____ SM PO BL Team meets daily in “stand-ups” or Scrums © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 20. Program Coordination Program comprises of multiple teams ____ __ ____ _____ ____ ______ _____ _____ ____ _____ SM SM SM SM daily _____ _____ ____ _____ SM SM SM SM PO PO PO BL BL BL PO BL Team leads meet regularly aka: Scrum-of-Scrums © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 21. Program Coordination ____ __ ____ _____ ____ ______ PM _____ _____ ____ _____ SM SM SM SM daily _____ _____ ____ _____ SM SM SM SM PO PO PO BL BL BL PO BL Program is led by Program Manager or: Uber ScrumMaster © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 22. Product Coordination ____ __ ____ _____ ____ ______ _____ _____ ____ _____ Product team leads meet regularly _____ _____ aka: Meta-Scrum ____ _____ SM SM SM SM PO PO PO BL BL BL PO BL daily PO PO PO PO © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 23. Product Coordination ____ __ ____ _____ ____ ______ Product Team is led by Product Director _____ _____ ____ _____ or: Chief Product Owner _____ _____ ____ _____ SM SM SM SM PO PO PO BL BL BL PO BL daily PO PO PO PO UPO © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 24. Product Coordination ____ __ ____ _____ ____ ______ consolidated Product Team prioritizes _____ _____ Program Backlog ____ _____ _____ Program Backlog divided into team Backlogs _____ ____ _____ SM SM SM SM PO PO PO BL BL BL PO BL PBL PO PO PO PO UPO © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 25. Product Coordination 3 Product Management Models ____ __ ____ _____ ____ ______ _____ _____ 1. Top-Down ____ _____ • Stories defined in Program Backlog _____ _____ • Program Backlog split and distributed to teams ____ _____Requires extensive investment in Program Backlog • • Only feasible in homogenous program SM SM SM SM PO PO PO BL BL BL PO BL PBL © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 26. Product Coordination 3 Product Management Models ____ __ ____ _____ ____ ______ _____ _____ 2. Bottom-up ____ _____ • Features and Stories defined in Team Backlog _____ _____ • Team feeds Program Backlog ____ _____ Typical in more heterogeneous environments • • Difficult to manage program-level priorities SM SM SM SM PO PO PO BL BL BL PO BL PBL © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 27. Product Coordination 3 Product Management Models ____ __ ____ _____ ____ ______ _____ _____ 3. Hybrid ____ _____ • Features defined and prioritized at program-level _____ _____ • Stories defined and prioritized at team-level ____ _____ • Features assigned based on capacity and subject • Supports complex prioritization SM SM SM SM PO PO PO BL BL BL PO BL PBL © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 28. Support Teams DBA’s Architects ____ __ ____ _____ ____ ______ PM D D _____ _____ A A A ____ _____ SM SM SM SM _____ _____ ____ _____ SM SM SM SM PO PO PO BL BL BL PO BL PBL PO PO PO PO Infrastructure UPO I I I © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 29. Scaling Large Programs ____ __ ____ _____ ____ ______ PM PM PM weekly _____ _____ ____ _____ _____ _____ ____ _____ weekly UPO UPO UPO © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 30. Technical Coordination ____ __ Architecture____ ______ ____ _____ team organized as program support _____ _____ ____ _____ A A A A _____ _____ ____ _____ SM A SM A SM A SM A PO PO PO BL BL BL PO BL Members of architecture team participate in functional teams Responsible for defining standards, technical debt strategy, code ownership, high-level design etc. Provide technical guidance and advice © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 31. ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Distributed Teams © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 32. Distributed vs. Virtual ____ __ ____ _____ ____ ______ _____ _____ Virtual Team Distributed Team ____ _____ Individuals in multiple Individuals co-located in _____ _____ remote locations different locations ____ _____ Never collaborate in person, Individuals collaborate in-person with regardless of location others in same location. Teams communicate virtually across locations Extremely high levels of Lower levels of geographic geographic dependencies dependencies We prefer Distributed teams not Virtual Teams © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 33. Distributed Scrum Teams B B ____ __ ____ _____ ____ ______ L L ScrumMaster SM SM SM _____ _____ PO PO Function 2 (Dev) ____ _____ location 1 location 2 Function 3 (QA) _____ _____ ____ _____ B L B L Function 4 (UI/IA) SM SM PO Product Owner PO PO location 3 location 4 B Backlog L Each Team: • has its own ScrumMaster • has its own Product Backlog • has a dedicated Product Owner • can plan sprints independently • can optimize itself • is co-located © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 34. Anti-Pattern: Functionally Silod Teams ____ __ ____ _____ ____ ______ _____ _____ Function 1 (PM) ____ _____ _____ _____ 1 location location 2 Function 2 (Dev) ____ _____ Function 3 (QA) Function 4 (Vis. Des) location 3 location 4 Each Team: • Multi-location, multi-team project • Each location is functionally organized • Cross-functional teams are virtual • High dependency across locations © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 35. ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Scaling Strategies © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 36. How to Scale? 2 Fundamental Approaches ____ __ ____ _____ ____ ______ _____ _____ ____ _____ 1. BIG BANG! _____ _____ ____ _____ 2. Phased © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 37. Big Bang ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Extremely Difficult and Inefficient • Rushed team selection • Bigger audience results in poorer training • No time to establish rhythm • Little time for coaching and maturation • Poorer adoption • Unhappy people © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 38. Phased ____ __ ____ _____ ____ ______ _____ _____Can be rapid or slow phased approach ____ _____ • 1-2 teams ramped up at a time _____ _____• Wider window to find the right people ____ _____ • Easier to schedule • Smaller audience being trained • Easier for program to focus efforts • Works best with coaching or mentoring • Better adoption • Happier people © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 39. Example of Rapid Phase Model ____ __ ____ _____ ____ ______ Week Week Week Week Week Week Week Week Week Week Week Week _____ _____1 2 3 4 5 6 7 8 9 10 11 12 ____ _____ Training, Stories and Team 1 Team 1 Team 1 _____ _____ Mgt Setup Iteration 1 Iteration 2 Iteration 3 Wave 1 Team 1 ____ _____ Training, Stories and Team 2 Team 2 Team 2 Setup Iteration 1 Iteration 2 Iteration 3 Team 2 Training, Stories and Team 3 Team 3 Team 3 Setup Iteration 1 Iteration 2 Iteration 3 Wave 2 Team 3 Training, Stories and Team 4 Team 4 Team 4 Setup Iteration 1 Iteration 2 Iteration 3 Team 4 Training, Stories and Team 5 Team 5 Setup Iteration 1 Iteration 2 Wave 3 Team 5 Training, Stories and Team 6 Team 6 Setup Iteration 1 Iteration 2 Team 6 © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 40. Example of Rapid Phase Model ____ __ ____ _____ ____ ______ Week Week Week Week Week Week Week Week Week Week Week Week _____ _____1 2 3 4 5 6 7 8 9 10 11 12 ____ _____ Training, Stories and Team 1 Team 1 Team 1 _____ _____ Mgt Setup Iteration 1 Iteration 2 Iteration 3 Wave 1 Team 1 ____ _____ Training, Stories and Team 2 Team 2 Team 2 Setup Iteration 1 Iteration 2 Iteration 3 Team 2 Week 1 Week 2 Week 3 Team Formulation Training, Stories and Team 3 Team 3 Team 3 Setup Iteration 1 Iteration 2 Iteration 3 Wave 2 Team 3 Foundation Class Training Training, Stories and Team 4 Team 4 Team 4 Setup Vision/Scope Iteration 1 Iteration 2 Iteration 3 Team 4 Workshop Story Training, Stories and Workshop Team 5 Team 5 Setup Iteration 1 Iteration 2 Wave 3 Team 5 Sizing/Est. Workshop Training, Stories and Team 6 Team 6 Setup Project Environment Setup Iteration 1 Iteration 2 Team 6 Individual and Team Assessments © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 41. ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Challenges and Success Factors © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 42. Challenges with Scaling Agile ____ __ ____ _____ ____ ______ Expect to deal with the following: _____ _____ ____ _____ • Cross-program communication challenges _____ _____ • Cross-program coordination challenges ____ _____ • Managing program backlog • Shared services and resources • Continuous education • External forces © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 43. Common Pitfalls ____ __ ____ _____ ____ ______ _____ _____Avoid doing this: ____ _____ _____ _____• Ramping up too fast ____ _____ • Focusing on standardization • Creating conflicts of interest • Focusing on efficiencies early • Focusing on effort rather than results © 2009 BigVisible Solutions, Inc.. All Rights Reserved
- 44. Keys to Success ____ __ ____ _____ ____ ______ Do This: _____ _____ ____ _____ • Get strong ScrumMasters and Product Owners _____ _____ ____ _____ executive support and dedication • Ensure • Manage to your bottlenecks • Continuously examine existing policies and practices • Think small – even when you’re Big! • Get guidance © 2009 BigVisible Solutions, Inc.. All Rights Reserved