Dan LeFebvreAgile/Scrum Coach, CSC© DCL Agility, 2012-2015

Meet Scrum’s Big Brother, Dynamic Governance Effectively Delivering Large Programs John Buck

Certified Sociocracy Consultant© Sociocratisch Centrum, Rotterdam, Netherlands, 2012-2015

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Dan LeFebvreFounder & Agile Coach,DCL Agility, LLC

*Certified ScrumMaster (CSM), Certified Scrum Professional (CSP)Certified Scrum Coach (CSC)

*Extensive experience in software product development as a developer, manager, director, and coach

*Using agile practices since 2003

*Agile Coach since 2006

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John BuckDirector, GovernanceAlive LLCA division of The Sociocracy Consulting Group

*Certified Sociocracy (Dynamic Governance) Consultant since 2001

*Extensive experience managing software development and large information systems implementation.

*Prototype experience using dynamic governance to bring Agile concepts to a whole organization (AdScale, Ltd.)

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Summary*Three Dynamic Governance (DG) principles help Agile scale up:

o Circleso Double linkingo Consent

*Use the principles to design whole organizations that are Scrum and Agile friendly.

Total design toolkit

Structure:- Circles- Double linking

Decision Making: Consent to policies

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Scaling Challenges*What's happening now?

*What challenges are you facing with large scale agile?

*What techniques are you using to scale?

*Exercise*Person with the lowest birthday number is facilitator. (If you

were born May 4, 1967 your number is 4; tie breaker: born earliest in day.)

*Facilitator - lead your table in answering the above questions. Go around to each person (including you). Each speaks once and answers both questions. Complete the task in no more than 4 minutes.

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Traditional “Scrum of Scrums”*Goal is to share status

across teams

*Answer 4 questions:*What did my team do since

last time?

*What will my team do by next time?

*What are impediments we need help with?

*What will my team do that may affect you?

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Integration Scrum Teams

Scrum

Team

1.1.1.1

Scrum

Team

1.1.1.2

Scrum

Team

1.1.1.3

Integration

Scrum Team

1.1.1

Integration

Scrum Team

1.1

Integration

Scrum Team

1.1.2

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Pro*Encourages communication

*Fosters collaboration

*Surfaces issues

Con*Typically a pure status meeting

*Scrum Master may not be the right person

*Very little shared context

*No shared planning or retrospective

*No shared goal

Typical “Scrum” Scaling

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Dynamic Governance*“Operating System 2.0”

•A comprehensive and elegant feedback system

•Guides production and planning

*Agile design increases capacity (“velocity”) throughout.

*Behavior: “political” to “scrummy” = joy

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DG PrinciplesCircles (“Scrums”) - a hierarchy Lead-Do-Measure circular systems that overlays and guides the operational structure

Double-Linking – Circles/Scums connect both up and down

Consent

Department

Branch

Unit Unit

Branch

Unit Unit

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Dynamic Governance Ad-hoc Scaling

DG vs. Ad-hoc Scaling

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Designing Organizations

*Hierarchy isn’t inherently bad•Deal with abstractions

*Apply Scrum Principles at all levels

“...organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations.”

Conway’s Law

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Designing Organizations• Define aims for each

rung on the “ladder of work abstraction” (level of hierarchy)

• Define domains of doing & add guiding loops

• Elect people to accountable roles

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Program Manager

Software

Component A

Scrum 1

Scrum 2

Component B

Scrum 1

Scrum 2

HardwareMarketing &

SalesTraining

Designing Organizations

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Designing Organizations

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Your Turn*Pair up

*Draw a current structure

*Overlay circles

*Share with the table

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Elections

Explain job

Fill out & hand in nomination forms: “(name) nominates (name)”

Share reasons

Change round

Consent round

DO NOT!• Elect for an unlimited term• Ask for a volunteer• Inquire who is interested

• Have dialog during a Round• Seek the perfect candidate

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Summary*Three Dynamic Governance (DG) principles help Agile scale up:

o Circleso Double linkingo Consent

*Use the principles to design whole organizations that are Scrum and Agile friendly.

Total design toolkit

Structure:- Circles- Double linking

Decision Making: Consent to policies

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Reflections*Pair up with someone different

*What did you learn and how might you apply it?

*More during Open Space tomorrow

Dan LeFebvrewww.DCLAgility.com

Meet Scrum’s Big Brother, Dynamic Governance Effectively Delivering Large Programs John Buck

www.GovernanceAlive.com

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Instructors’ Agenda• 3:35 Fast Summary (Slide 4) Do exercise to elicit current problems with

scaling agile programs (5 min) (elicit) (Slide 5) (Dan)

• 3:40 Provide an analysis of the current scaling techniques and their flaws (5 min) (Slides 6-8) (Dan)

• 3:45 Present Dynamic Governance (DG) 3 principles: Lead-Do-Measure cycle, double-linking, and consent decision making (10 min) (Slides 9-10) (John)

• 3:55 Compare and contrast DG with Scrum and current scaling “best practices” (5 Min) (Slide 11) (Dan)

• 4:00 Present a technique for designing organizations (Slides 12-15) (5 min) (John)

• 4:05 Lead exercises to design a large program using the 3 principles of DG (25 min) (Slide 16) (draw one or two per table – rep describes) (John)

• 4:30 Demonstrate a consent election & process (Slide 17) (15 min) (John)

• 4:45 Reflection and discussion of next steps (Slide 19) (15 min) (Dan)

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9-Block Chart for Producing Software using ScrumInput

Product Backlog

TransformationSprint

OutputProduct

Increment

Lead Definition of Ready

Sprint Planning to create Sprint Backlog

Definition of Done

Do Product Backlog Grooming

Execute Tasks from Sprint Backlog, Daily Scrum

Sprint Review

Measure 2 Sprints worth of backlog items are ready

Update Task Board and Burndown

Update Release Burn Chart

Retrospective to inspect and adapt policies about each step