Rawsthorne ScrumPatterns AgileDC v0d - Scrum Master · Scaling Scrum with Scrum Dan Rawsthorne,...
Transcript of Rawsthorne ScrumPatterns AgileDC v0d - Scrum Master · Scaling Scrum with Scrum Dan Rawsthorne,...
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Patterns and Principles of Scaling Scrum with Scrum
Dan Rawsthorne, PhD, PMP, CST
Senior Trainer at [email protected]
425-269-8628
Agile DC
October 8, 2013
Washington, DC
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Agenda
�My View of Patterns
�Patterns in Original Scrum
�Patterns in Modern Scrum
�Scaling Patterns
�Simple Analysis of LeSS
�Large Team Patterns
�Simple Analysis of SAFe
�Q&A
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Patterns
�A Pattern is a “solution to a problem in a context”
�It’s not that simple…
�A Pattern is not a recipe, it is a concept; but is often seen as a recipe – and is often sold as one…
�Who do you blame if a cook follows a recipe, but the meal is inedible?
�Recipe?
�Cook?
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My Basic Philosophy Here…
�I see a Framework as a collection of Patterns. Scrum, LeSS, and SAFe are Frameworks, so…
Structures, Rules,
and Frameworks
Solutions
Not really…
Replace thinking
and accountability
Useful
PatternsThinking
They often
Can Capture
or Embody
Can Produce
Can Produce
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Well-Formed Team (WFT)
�Self-Organized: determines what Tasksare necessary
�Self-Contained: has all the knowledge and skills needed
�Value-Driven:
� they value working together;
� they are constantly working to Improve
� they do their due diligence to meet the appropriate Standard of Care
� they do their Chores that are not directlyinvolved in working on Items.
�They have Integrity -- they are Professionals
SHs
Request Done Item
Item Item
Tasks
Standard of Care
Improvements& Chores
�The Well-Formed Team is the fundamental concept of Scrum. It is:
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Original Scrum, 1995-2005
�Well-Formed Team, Plus
�Team Coach�Helps Team become and
remain a WFT
�Becomes ScrumMaster
�Business Owner�Represents Stakeholders
�Manages Value Stream
�Delivers Product
�Project Leader�Estimates Delivery Dates
PO=BO/PLItem
Item
SHs
Delivered
Prod
nth Increment
Prod
(n)Item
DeliveryDates
ProductBacklog
Item
Item
Item
SM=TL
Tasks
Standard of Care
Improvements& Chores
SprintBacklog
DevelopmentTeam
WorkStream
Value Stream
Updated
every
Sprint
PO
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Modern Scrum, 2006 - present
�Original Scrum, plus
�SMEs�Skills and knowledge the
Team needs
�Team Leader�Tactical Accountability
�Refines Work Stream
�Prioritizes Work Stream�Includes Chores
�Product Owner
�Changed Places and Roles
�Causes Confusion…
SMTasks
Definition of Done
Improvements& Chores
BO/PL
Delivered
Prod
nth Increment
Prod(n)
PO=TLSME
SME
SHs
Item
Item
Item
Value Stream
DeliveryDates
WorkStream
ProductBacklog
SprintBacklog
Improvement& Chores
Refinement
Updated
every
Sprint
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Modern Scrum, 2006 - present
SMTasks
Definition of Done
Improvements& Chores
BO/PL
Delivered
Prod
nth Increment
Prod(n)
PO=TLSME
SME
SHs
Item
Item
ItemValue Stream
DeliveryDates
WorkStream
ProductBacklog
SprintBacklog
Improvement& Chores
Refinement
Updated
every
Sprint
PL
PO
Prod
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Basic Lessons from Scrum…
�Here are some lessons that Scrum taught me…
�Complex Work requires WFTs
�Trivial Decisions can be made by Rule
�Easy Decisions can be made by an Accountable Person
�Hard Decisions require a Scrum Team�Requires complex work �WFT
�Requires accountability � PO
�Don’t dismantle existing WFTs
�Don’t overload Decision-Makers – can’t assume Heroes
�I will use these lessons when moving forward looking at Scaling issues…
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Distribution Team
�Problem: Need to populate multiple Work Streams from single Value Stream
PlanBO/PL
PlanBO/PL
DistributionTeam
VirtualMember
TeamBacklog
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Analysis: LeSS-1
PO
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Analysis: LeSS-2
PO
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Consolidation Team
�Problem: Need to Combine multiple Value Streams
PL
PL
BO
ConsolidationTeam
PLPL
BO
TeamBacklog
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Program Team
�Problem: Multiple Value Streams to multiple Work Streams
PlanPlan
BO/PL
VirtualMember
BO
ProgramTeam
PlanPLPlan PL
TeamBacklog
BO
ConsolidationTeam
PlanPLPlan
DistributionTeam
VirtualMember
BO
TeamBacklog
PL
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SME
Cross-Cutting Workgroup
�Problem: Some Issues need to be dealt with by people from “all over” the Organization. These could be Scrum Teams, or simple WFTs…
Arch
UX
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Integration and Integration (I&E) Team
�Problem: In a large development, you’d like to test and review the System as a whole…
Reviews
Testing- Usability- Performance- Exploratory- Acceptance- Etc.
PO
I&E Team
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SAFe
Backlog Development
Agile Release
Train
(ART)
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SAFe as Patterns…
Portfolio
Program
Release
ProductManager
?PPM
?
Vision
Roadmap,Vision, &
Release Plan
PPM: Program Portfolio Mgmt is a Program Team, and is the highest-level fiduciary and content authority in the framework
RMT: The Release MgmtTeam is a Cross-Cutting Workgroupresponsible for synchronized releases
PMT: The Program MgmtTeam is an implied Distribution Team; members imply additional Cross-Cutting Workgroups.
ART: The Agile Release Train is a hierarchical WFT
System Team: an I&E Team, among other things
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Typical Product Organization
ProjectPlan
ProjectPlan
ProjectPlan
Product Manager
Project ManagerProject ManagerMTC
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Multiple Backlogs
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Any Questions?
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Thank You Very Much!
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