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Scaling Scrum @ Thales with Emergent Innovation
CESARIO RAMOS (AGILIX), SANDRA ROIJAKKERS (THALES) SCRUM DAY EUROPE, AMSTERDAM, JULY 2, 2015
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Speakers
▌ Cesario Ramos (AgiliX)
▌ Sandra Roijakkers (Thales)
Mathematics Empowerment
Thales
People manager
Energetic
Agile Management Consultant
Professional
Scrum Trainer
Author of
EMERGENT
Founder
Of AgiliX WORK should be FUN
ScrumPlop®
Professional
Team Coach
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Thales Mission
▌ Wherever Safety and Security are critical, Thales delivers. Together, we innovate with our customers to build smarter solutions. Everywhere.
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Thales Surface Radar
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About how we work
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Thales Surface Radar Development
Systems Engineering & SIVV
TU RF
Mechanical & Electrical Design
TU Processing
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Agility?
▌ Customer contracts are
Fixed scope
Fixed price
Fixed leadtime
▌ TU Processing makes fixed price quotation
▌ Within budget and leadtime freedom in
How to realise customer requirements
How to optimise customer expectations
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Thales Surface Radar Development TU Processing
Least jammed frequency
processing
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Thales Surface Radar Development TU Processing
Least jammed frequency
processing
CMS CMS Sensor Mgmt
An
ten
na
FPG
A
SP Ext
Platform Software
Trk
Systems Engineering
SM/F
M
Co
re
Au
x
Sensor Mgmt
Generic Software Generic Software
Architecture Architecture
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Initial Challenges
Least jammed frequency
processing
CMS CMS Sensor Mgmt
An
ten
na
FPG
A
SP Ext
Platform Software
Trk
Systems Engineering
SM/F
M
Co
re
Au
x
Sensor Mgmt
Generic Software Generic Software
Architecture Architecture
Project Teams
Project Teams
Project Teams
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First Structure Change
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Line Mgr
Line Mgr
Head
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Development Model
Processing Architect Processing Tester
System Architect System Tester
carrier
Re
qu
irem
en
ts
Re
lea
ses
Sprin
ts In
cre
- m
en
ts
Team 1 Team 2 Team 3 Team 4
Software Architect Software Integrator
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Challenges
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Start of the Agile era
▌ Component Scrum teams
Increased project transparency & knowledge sharing
… but teams not improving and stakeholders not enthusiastic
▌ Get outside help
… to improve on the agile mindset of engineers and teams
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Value each sprint
▌ Goal is NOT to produce requirements
Deliverables of “component teams” have no customer value
Integrated features (across teams) have customer value
Goal is to create VALUE Customer value
Knowledge value
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Specialize The Work
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Line Mgr
Line Mgr
Head
Feature 1
Feature 2
Feature 3
Feature N
.
.
.
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Specialize The Work
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Line Mgr
Line Mgr
Head
Feature 1
Feature 2
Feature 3
Feature N
.
.
.
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Specialize The Work
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Line Mgr
Line Mgr
Head
Feature 1
Feature 2
Feature 3
Feature N
.
.
.
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Specialize The Work
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Line Mgr
Line Mgr
Head
Feature 1
Feature 2
Feature 3
Feature N
.
.
.
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First Structure Change
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Line Mgr
Line Mgr
Head
Feature 1
Feature 2
Feature 3
Feature N
.
.
.
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First Structure Change
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Line Mgr
Line Mgr
Head
Feature 1
Feature 2
Feature 3
Feature N
.
.
.
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OPEN
First Structure Change
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Line Mgr
Line Mgr
Head
Feature 1
Feature 2
Feature 3
Feature N
.
.
.
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Flaccid Results with Scrum-But Component Teams
▌ Who does testing?
▌ Who does analysis?
▌ Who does architecture?
▌ Who does coordination?
▌ How do you measure progress?
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First Structure Change
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
PO Mgr
Comp. Team
Comp. Team
Comp. Team
Comp. Team
Comp. Team
SW
integr.
Proc. tester
System tester
Line Mgr
Line Mgr
Head
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Flaccid Results with Scrum-But Component Teams
▌ The separate component teams optimized their own productivity.
▌ The responsibility of delivering an integrated functional working product was still being handed over to separate test teams.
▌ Project managers still had the inconceivable task of managing requirements dependencies among all the component teams.
▌ Stakeholders complained about the lack of project transparency as project progress was measured on individual components.
▌ Line managers played the role of fake POs limiting team-customer interaction and inhibiting self-managing teams to arise.
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Approach to Adoption
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Main areas for change
▌ Organizational structure
▌ Policies, working agreements.
▌ Whole product and customer centric focus
▌ Agile development skills.
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Start situation visualised (recap)
Processing Architect Processing Tester
System Architect System Tester
carrier
Re
qu
irem
en
ts
Re
lea
ses
Sprin
ts In
cre
- m
en
ts
Team 1 Team 2 Team 3 Team 4
Software Architect Software Integrator
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Scaling scrum to department level visualized
Software Architecture & Integration Team
Processing Architect Processing Tester
System Architect System Tester
carrier
Re
qu
irem
en
ts
Re
lea
ses
Sprin
ts In
cre
- m
en
ts
Team 1 Team 2 Team 3 Team 4
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Scaling scrum to department level next step visualized (1/2)
Software Architecture & Integration Team
Processing Architect Processing Tester
System Architect System Tester
carrier
Re
q’s
Re
lea
ses
Sprin
ts
Team 1 Team 2 Team 3 Team 4
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Scaling scrum to department level next step visualized (2/2)
Software Architecture & Integration Team
Processing Architect Processing Tester
System Architect System Tester
carrier
Re
q’s
Re
lea
ses
Sprin
ts
Team 1 Team 2 Team 3 Team 4
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Structure Change
Line Mgr
Line Mgr
Head
Team
Team
Team
Team
Team
Team
Team
System tester
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Results
▌ The hierarchy is minimized and a networked organizational structure is used.
▌ The department head is the PO of the Processing deliverables.
▌ Fine Grained Prioritization
▌ The PO/Mgr role at the team level is removed. The line managers now focus on coaching the relationships between the people, teams and the customers.
▌ The teams take the responsibility to deliver working integrated software instead of handing it over to others.
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How we do Large Scale Scrum
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Feature refinement
High priority
Low priority
System Architect /
System tester
Proces. Architect / Processing Tester
Processing Integrator
Domain Architect
Tea
m1
Tea
m2
Tea
m3
Tea
m4
Feature #1
Feature #2
Feature #3
Feature #4
Release #1
Releases based on Epics
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Department Sprint Planning High priority
High priority
Low priority
Low priority
Department Sprint
Backlog
Department (Product Owner)
Do not go for 100% utilization
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Scaled Scrum
Department Sprint Backlog
Team PO
PO
Department Product Backlog
Team
Team
Team
Team
Team
…
…
ToDo In Prog Done
Team Team Team Team
Team Team Team Team
SP1
SP2
Daily Scrum
Daily SoS
Ordering
Refinement
Department Product Backlog
Stakeholders
PO
Team representatives
Review
Team Team Team Team
Retrospective PO
Scrum Masters
Department Retrospective
Team representatives
Sprint Backlog
PO
Stakeholders Team
representatives
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Bottom up coordination
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Department Sprint Review
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Department Sprint Review
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Department Sprint retrospective
▌ Sprint retrospective
Every scrum team has own retrospective
Department Sprint retrospective with scrum team’s Scrum Masters, focus
- Issues affecting multiple teams - Impediments teams cannot solve themselves
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What about Management?
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So far…
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Results so far
▌ More Fun and Engagement
▌ Clear and more reliable status information
Clear focus within the whole department
Enables priority setting and possibility to take corrective action
▌ Knowledge sharing within the scrum teams
Except for legacy activities no single knowledge sources
▌ Quality of deliverables has increased
E.g., integration of processing chain on radar in days instead of weeks
▌ Management part of the team
Team coach, removing impediments, Go See
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Current improvements…
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Team Based Incentives
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Cross Components Teams
Least jammed frequency
processing
CMS CMS Sensor Mgmt
An
ten
na
FPG
A
SP Ext
Platform Software
Trk
Systems Engineering
SM/F
M
Co
re
Au
x
Sensor Mgmt
Generic Software Generic Software
Architecture Architecture
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Increase Whole Product Focus
▌ Increase the areas of Scope & Actions of the teams.
▌ Increase Collaboration
Deliver what the customer really wants, when he wants it, and with the needed quality
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Take away
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Thank You!
Cesario Ramos | PST Agile Management Consultant AgiliX Agile Consulting cesario@agilix.nl
Sandra Roijakkers Cluster Manager Thales