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by Scrum.org – Improving the Profession of Software Development
Scaled Professional Scrum
Focused.Effective. Viable.
Jeronimo Palacios Vela
Professional Scrum Trainer
Scrum.org
September 15, 2015
Berlin
2© 1993-2015 Scrum.org, All Rights Reserved
MIN
3
Have you been engaged in efforts to scale Scrum?
Raise your hand if your organizationdefines ‘scale’as…
• Multipleteams working on one product
• Multipleteams working on their individual products
• Multipleteams working on a suite of integrated products
• One team working on several products in parallel
• The complete IT organizationadopting Scrum
• A 360° organizationaltransformation toward Agile
Short Survey About You
3© 1993-2015 Scrum.org, All Rights Reserved
Scaled Scrum
Scaled Professional Scrum
“It takes two to scale.”
– Gunther Verheyen
4© 1993-2015 Scrum.org, All Rights Reserved
Focus. Transparency.ScaledScrum
5© 1993-2015 Scrum.org, All Rights Reserved
Definition of Scaled Scrum
1. Any implementation of Scrum where multipleScrum Teams build
one product or a standaloneset of product features, in one or
more Sprints.
2. Any implementation of Scrum where multipleScrum Teams build
multiplerelated products or sets of product features, in one or
more Sprints.
6© 1993-2015 Scrum.org, All Rights Reserved
A system’s components interact
purposefullytoward a shared
goal without externally exerted
power.
Frequent decisions of adaptation
are based on knowledge gained
through inspection and
experience.
Scrum’s DNA
Self-Organization Empiricism
7© 1993-2015 Scrum.org, All Rights Reserved
Scrum
1. One team pulls
work from one
Product Backlog.
2. Each Sprint
delivers a
releasable
Incrementof
product.
8© 1993-2015 Scrum.org, All Rights Reserved
Professional Scrum
Professional	
  
Scrum
Mechanical	
  
Scrum
Technical	
  
Excellence
Values	
  and	
  
Principles
Any Scrum
instance that
implements
Scrum’s
mechanics, its
values and
principles, and
technical
excellence.
9© 1993-2015 Scrum.org, All Rights Reserved
Technical Excellence
THE MEDUSA EFFECT
Poorly maintained codebases have…
10© 1993-2015 Scrum.org, All Rights Reserved
One Scrum Team Doing Work
11© 1993-2015 Scrum.org, All Rights Reserved
Three Scrum Teams Doing Work
12© 1993-2015 Scrum.org, All Rights Reserved
Nine Scrum Teams Doing Work
13© 1993-2015 Scrum.org, All Rights Reserved
• People (communication)
• Business domains and
requirements
• Technology
• Software
• Infrastructure
• Intra-team
• Cross-team
• External
Dependencies
Dimensions Where
14© 1993-2015 Scrum.org, All Rights Reserved
Identify and work around
dependencies:
– Prior to work occurring
– Ongoing
– Persistent
– In all dimensions
Reveal dependencies that
remained unnoticed:
– Frequent integration
– Acceptance testing
– Continual build and delivery
– Minimize technical debt
Dealing with Dependencies
Proactive Reification*
*Reification:
Making	
  something	
  real,	
  bringing	
  something	
  
into	
  being,	
  or	
  making	
  something	
  concrete.
15© 1993-2015 Scrum.org, All Rights Reserved
Your ability to scale depends on your ability
to continuously:
– Identify and remove dependencies
– Integrate work across all levels
– Create and inspect reified Increments
16© 1993-2015 Scrum.org, All Rights Reserved
The Nexus
Scaled Professional Scrum
“A man who carries a cat by the tail learns something he can
learn in no other way.”
- Mark Twain
17© 1993-2015 Scrum.org, All Rights Reserved
Nexus
–noun
ˈnek-səәs
: a relationship or connection between people or things
http://www.merriam-­‐webster.com/dictionary/nexus
18© 1993-2015 Scrum.org, All Rights Reserved
Scrum for MultipleTeams
1. A product has
one Product
Backlog.
2. Multiple
Teams create
integrated
Increments.
19© 1993-2015 Scrum.org, All Rights Reserved
The Nexus™ – An Exoskeleton for 3-9 Scrum Teams
20© 1993-2015 Scrum.org, All Rights Reserved
MIN
3
We have heard Scrum only works for singularteams. We have heard
Scrum is not enough at scale.
We wonder…
• Isn’t scaled Scrum through the Nexus still Scrum?
• Doesn’t the Nexus efficiently scale product development with
Scrum?
Scrum Is Not Enough?
21© 1993-2015 Scrum.org, All Rights Reserved
The Nexus Augments Scrum
Builds on Scrum principles, values, and foundations
• Creates communication pathways
• Widens and deepens inspect and adapt mechanisms
• Fosters continued transparency
• Relies on bottom-up intelligence
Eschews fixed, defined solutionsthat add overhead.
22© 1993-2015 Scrum.org, All Rights Reserved
Nexus - Roles, Events and Artifacts
Roles Events Artifacts
Development	
  Teams The	
  Sprint Product	
  Backlog
Nexus	
  Integration	
  Team* Nexus	
  Sprint Planning* Nexus	
  Sprint	
  Backlog*
Product	
  Owner Sprint Planning Sprint	
  Backlog
Scrum	
  Master Nexus	
  Daily	
  Scrum* Integrated	
  Increment
Daily	
  Scrum
Nexus	
  Sprint	
  Review*
Sprint	
  Review
Nexus	
  Sprint	
  Retrospective*
*Nexus	
  specific
23© 1993-2015 Scrum.org, All Rights Reserved
The Nexus Integration Team
• A Scrum Team
• Works off of Product Backlog
• Members are full or part time
• Compositionmay change
between Sprints
• Focus is dependenciesand
facilitationof integration
24© 1993-2015 Scrum.org, All Rights Reserved
The Nexus interconnects 3-9 Scrum Teams:
– Exhibiting Scrum’s principles and DNA
–Creating one reified Increment of product
– Minimal overhead, maximized outcome
25© 1993-2015 Scrum.org, All Rights Reserved
Managing Scaled Scrum
Scaled Professional Scrum
“Success in management requires learning as fast as the
world is changing.”
– Warren Bennis
26© 1993-2015 Scrum.org, All Rights Reserved
• What must be done to integrate
the work?
• How frequently do you need
the work integrated into
releasable product?
• How do you measure and
manage the work and the
integration?
• What is the overhead of
integrationand delivery?
• Are you balancing cost and
benefits of this overhead with
value produced?
• Is the cost systematically being
reduced?
Core Questions When Managing Any Scaling Effort
Process Cost
27© 1993-2015 Scrum.org, All Rights Reserved
Scaled Professional Scrum Practices
Dependencies Reification
Feature	
  teams ALM	
  artifact	
  automation
Micro-­‐services Test-­‐driven	
  development
Product	
  Backlog metadata Continuous	
  integration	
  of	
  all	
  work
Continuous	
  Product	
  Backlog	
  refinement Frequent	
  builds
Story	
  mapping Frequent testing
Product Backlog	
  cross-­‐team	
  dependency	
  
mapping
Limited	
  branching
Communities	
  of	
  practice Descaling	
  and	
  Scrumble
Architecture	
  contains	
  experimentation and	
  
A/B	
  switches
Thin	
  sliced	
  Product	
  Backlog	
  items	
  compose	
  Sprint	
  
backlog	
  for	
  ATDD
28© 1993-2015 Scrum.org, All Rights Reserved
Descaling
• Scale up with caution
• Add practices or tools
• Reduce the overall pace by
reducing the number of teams
to a more sustainablenumber
(and/or velocity)
• Clean up and integratethe
current software so it can be
built upon in future Sprints
Productivity Teams
29© 1993-2015 Scrum.org, All Rights Reserved
Scrumble
• When technical debt, domain
knowledge and test results
overwhelm forward progress,
Scrumble
• Scrumble is a period of unknown
duration and staffing when work is
done to allow forward progress to
resume
• Staffing should be minimized and
talent applied maximized TeamsProductivity
30© 1993-2015 Scrum.org, All Rights Reserved
How To Measure the Progression of Your Scaling Effort?
“Our highest priority is to satisfy the
customer through early and
continuous delivery of valuable
software.”
31© 1993-2015 Scrum.org, All Rights Reserved
Nexus+
Scaled Professional Scrum
“Put all your eggs in one basket and then watch that basket.”
– Mark Twain
32© 1993-2015 Scrum.org, All Rights Reserved
Yes, You Can Scale Beyond The NexusValue.Dependencies.
33© 1993-2015 Scrum.org, All Rights Reserved
The Challenge of Large Scale Development
• The Nexus starts to fray and create confusion at around 9 teams.
Communication grinds.
• Dependencies and integrationissues are magnified and create chaos.
• Additional engineering solutions are necessary, necessitating
enabling, integratingarchitectures.
There	
  is	
  no	
  guaranteed	
  recipe	
  at	
  this	
  scale	
  – EVERY	
  
PROJECT	
  IS	
  UNIQUE.
34© 1993-2015 Scrum.org, All Rights Reserved
You will need either:
• A full time integration team who work above the Nexus+ helping to
coordinateacross each Nexus
• An integration Nexus
• Architecture adequate to complexity
Nexus+ Integration
Google	
  runs	
  4,000	
  builds	
  and
60	
  million	
  tests	
  every	
  day
35© 1993-2015 Scrum.org, All Rights Reserved
Organization and ArchitectureAdequate to Complexity
• Nexuses integrateinto a
horizontal platform providing
stabilitythrough integration
standards and facilities
• An Integration Nexus
• Have Nexuses within
boundaries that denote
collaboration and unit of
purpose, like product or value
chain area teams
• The Microsoft Component
Object Model
• Build your own iOS and SDK
to enable app development
• Product family architecture
• APIs
• UI Platform
• Internal Open Source
• Microservices
36© 1993-2015 Scrum.org, All Rights Reserved
Closing
Empirical Management Explored
37© 1993-2015 Scrum.org, All Rights Reserved
“The future state of Scrum will no
longer be called ‘Scrum’. What we
now call Scrum will have become the
norm, and organizations have re-
invented themselves around it.”
Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
38© 1993-2015 Scrum.org, All Rights Reserved
About me & happy clients
Jeronimo Palacios
• Agile Coach since 2008
• Professional Scrum Trainer
• Moved to Berlin from London 3 months ago
Mail yosoy@jeronimopalacios.com
Twitter @giropa832
Blog http://jeronimopalacios.com/en/
39© 1993-2015 Scrum.org, All Rights Reserved
Scaled Professional Scrum by Scrum.org
• SPS Workshops, https://www.scrum.org/Courses/Scaled-
Professional-Scrum
• Nexus Guide
• Nexus Assessments
• Agility Index
• Agility Path, http://www.ebmgt.org/agility-path-framework/agility-
guide
40© 1993-2015 Scrum.org, All Rights Reserved
Scrum.org is a community. Connect.
Twitter
@scrumdotorg
LinkedIn
LinkedIn.com
/company/Scrum.or
g
Facebook
Facebook.com
/Scrum.org
Forums
Scrum.org
/Community
RSS
Scrum.org/RSS
41© 1993-2015 Scrum.org, All Rights Reserved
T H A N K Y O U

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Scaled Professional Srum and Nexus on the Scrum User Group Berlin

  • 1. by Scrum.org – Improving the Profession of Software Development Scaled Professional Scrum Focused.Effective. Viable. Jeronimo Palacios Vela Professional Scrum Trainer Scrum.org September 15, 2015 Berlin
  • 2. 2© 1993-2015 Scrum.org, All Rights Reserved MIN 3 Have you been engaged in efforts to scale Scrum? Raise your hand if your organizationdefines ‘scale’as… • Multipleteams working on one product • Multipleteams working on their individual products • Multipleteams working on a suite of integrated products • One team working on several products in parallel • The complete IT organizationadopting Scrum • A 360° organizationaltransformation toward Agile Short Survey About You
  • 3. 3© 1993-2015 Scrum.org, All Rights Reserved Scaled Scrum Scaled Professional Scrum “It takes two to scale.” – Gunther Verheyen
  • 4. 4© 1993-2015 Scrum.org, All Rights Reserved Focus. Transparency.ScaledScrum
  • 5. 5© 1993-2015 Scrum.org, All Rights Reserved Definition of Scaled Scrum 1. Any implementation of Scrum where multipleScrum Teams build one product or a standaloneset of product features, in one or more Sprints. 2. Any implementation of Scrum where multipleScrum Teams build multiplerelated products or sets of product features, in one or more Sprints.
  • 6. 6© 1993-2015 Scrum.org, All Rights Reserved A system’s components interact purposefullytoward a shared goal without externally exerted power. Frequent decisions of adaptation are based on knowledge gained through inspection and experience. Scrum’s DNA Self-Organization Empiricism
  • 7. 7© 1993-2015 Scrum.org, All Rights Reserved Scrum 1. One team pulls work from one Product Backlog. 2. Each Sprint delivers a releasable Incrementof product.
  • 8. 8© 1993-2015 Scrum.org, All Rights Reserved Professional Scrum Professional   Scrum Mechanical   Scrum Technical   Excellence Values  and   Principles Any Scrum instance that implements Scrum’s mechanics, its values and principles, and technical excellence.
  • 9. 9© 1993-2015 Scrum.org, All Rights Reserved Technical Excellence THE MEDUSA EFFECT Poorly maintained codebases have…
  • 10. 10© 1993-2015 Scrum.org, All Rights Reserved One Scrum Team Doing Work
  • 11. 11© 1993-2015 Scrum.org, All Rights Reserved Three Scrum Teams Doing Work
  • 12. 12© 1993-2015 Scrum.org, All Rights Reserved Nine Scrum Teams Doing Work
  • 13. 13© 1993-2015 Scrum.org, All Rights Reserved • People (communication) • Business domains and requirements • Technology • Software • Infrastructure • Intra-team • Cross-team • External Dependencies Dimensions Where
  • 14. 14© 1993-2015 Scrum.org, All Rights Reserved Identify and work around dependencies: – Prior to work occurring – Ongoing – Persistent – In all dimensions Reveal dependencies that remained unnoticed: – Frequent integration – Acceptance testing – Continual build and delivery – Minimize technical debt Dealing with Dependencies Proactive Reification* *Reification: Making  something  real,  bringing  something   into  being,  or  making  something  concrete.
  • 15. 15© 1993-2015 Scrum.org, All Rights Reserved Your ability to scale depends on your ability to continuously: – Identify and remove dependencies – Integrate work across all levels – Create and inspect reified Increments
  • 16. 16© 1993-2015 Scrum.org, All Rights Reserved The Nexus Scaled Professional Scrum “A man who carries a cat by the tail learns something he can learn in no other way.” - Mark Twain
  • 17. 17© 1993-2015 Scrum.org, All Rights Reserved Nexus –noun ˈnek-səәs : a relationship or connection between people or things http://www.merriam-­‐webster.com/dictionary/nexus
  • 18. 18© 1993-2015 Scrum.org, All Rights Reserved Scrum for MultipleTeams 1. A product has one Product Backlog. 2. Multiple Teams create integrated Increments.
  • 19. 19© 1993-2015 Scrum.org, All Rights Reserved The Nexus™ – An Exoskeleton for 3-9 Scrum Teams
  • 20. 20© 1993-2015 Scrum.org, All Rights Reserved MIN 3 We have heard Scrum only works for singularteams. We have heard Scrum is not enough at scale. We wonder… • Isn’t scaled Scrum through the Nexus still Scrum? • Doesn’t the Nexus efficiently scale product development with Scrum? Scrum Is Not Enough?
  • 21. 21© 1993-2015 Scrum.org, All Rights Reserved The Nexus Augments Scrum Builds on Scrum principles, values, and foundations • Creates communication pathways • Widens and deepens inspect and adapt mechanisms • Fosters continued transparency • Relies on bottom-up intelligence Eschews fixed, defined solutionsthat add overhead.
  • 22. 22© 1993-2015 Scrum.org, All Rights Reserved Nexus - Roles, Events and Artifacts Roles Events Artifacts Development  Teams The  Sprint Product  Backlog Nexus  Integration  Team* Nexus  Sprint Planning* Nexus  Sprint  Backlog* Product  Owner Sprint Planning Sprint  Backlog Scrum  Master Nexus  Daily  Scrum* Integrated  Increment Daily  Scrum Nexus  Sprint  Review* Sprint  Review Nexus  Sprint  Retrospective* *Nexus  specific
  • 23. 23© 1993-2015 Scrum.org, All Rights Reserved The Nexus Integration Team • A Scrum Team • Works off of Product Backlog • Members are full or part time • Compositionmay change between Sprints • Focus is dependenciesand facilitationof integration
  • 24. 24© 1993-2015 Scrum.org, All Rights Reserved The Nexus interconnects 3-9 Scrum Teams: – Exhibiting Scrum’s principles and DNA –Creating one reified Increment of product – Minimal overhead, maximized outcome
  • 25. 25© 1993-2015 Scrum.org, All Rights Reserved Managing Scaled Scrum Scaled Professional Scrum “Success in management requires learning as fast as the world is changing.” – Warren Bennis
  • 26. 26© 1993-2015 Scrum.org, All Rights Reserved • What must be done to integrate the work? • How frequently do you need the work integrated into releasable product? • How do you measure and manage the work and the integration? • What is the overhead of integrationand delivery? • Are you balancing cost and benefits of this overhead with value produced? • Is the cost systematically being reduced? Core Questions When Managing Any Scaling Effort Process Cost
  • 27. 27© 1993-2015 Scrum.org, All Rights Reserved Scaled Professional Scrum Practices Dependencies Reification Feature  teams ALM  artifact  automation Micro-­‐services Test-­‐driven  development Product  Backlog metadata Continuous  integration  of  all  work Continuous  Product  Backlog  refinement Frequent  builds Story  mapping Frequent testing Product Backlog  cross-­‐team  dependency   mapping Limited  branching Communities  of  practice Descaling  and  Scrumble Architecture  contains  experimentation and   A/B  switches Thin  sliced  Product  Backlog  items  compose  Sprint   backlog  for  ATDD
  • 28. 28© 1993-2015 Scrum.org, All Rights Reserved Descaling • Scale up with caution • Add practices or tools • Reduce the overall pace by reducing the number of teams to a more sustainablenumber (and/or velocity) • Clean up and integratethe current software so it can be built upon in future Sprints Productivity Teams
  • 29. 29© 1993-2015 Scrum.org, All Rights Reserved Scrumble • When technical debt, domain knowledge and test results overwhelm forward progress, Scrumble • Scrumble is a period of unknown duration and staffing when work is done to allow forward progress to resume • Staffing should be minimized and talent applied maximized TeamsProductivity
  • 30. 30© 1993-2015 Scrum.org, All Rights Reserved How To Measure the Progression of Your Scaling Effort? “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.”
  • 31. 31© 1993-2015 Scrum.org, All Rights Reserved Nexus+ Scaled Professional Scrum “Put all your eggs in one basket and then watch that basket.” – Mark Twain
  • 32. 32© 1993-2015 Scrum.org, All Rights Reserved Yes, You Can Scale Beyond The NexusValue.Dependencies.
  • 33. 33© 1993-2015 Scrum.org, All Rights Reserved The Challenge of Large Scale Development • The Nexus starts to fray and create confusion at around 9 teams. Communication grinds. • Dependencies and integrationissues are magnified and create chaos. • Additional engineering solutions are necessary, necessitating enabling, integratingarchitectures. There  is  no  guaranteed  recipe  at  this  scale  – EVERY   PROJECT  IS  UNIQUE.
  • 34. 34© 1993-2015 Scrum.org, All Rights Reserved You will need either: • A full time integration team who work above the Nexus+ helping to coordinateacross each Nexus • An integration Nexus • Architecture adequate to complexity Nexus+ Integration Google  runs  4,000  builds  and 60  million  tests  every  day
  • 35. 35© 1993-2015 Scrum.org, All Rights Reserved Organization and ArchitectureAdequate to Complexity • Nexuses integrateinto a horizontal platform providing stabilitythrough integration standards and facilities • An Integration Nexus • Have Nexuses within boundaries that denote collaboration and unit of purpose, like product or value chain area teams • The Microsoft Component Object Model • Build your own iOS and SDK to enable app development • Product family architecture • APIs • UI Platform • Internal Open Source • Microservices
  • 36. 36© 1993-2015 Scrum.org, All Rights Reserved Closing Empirical Management Explored
  • 37. 37© 1993-2015 Scrum.org, All Rights Reserved “The future state of Scrum will no longer be called ‘Scrum’. What we now call Scrum will have become the norm, and organizations have re- invented themselves around it.” Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
  • 38. 38© 1993-2015 Scrum.org, All Rights Reserved About me & happy clients Jeronimo Palacios • Agile Coach since 2008 • Professional Scrum Trainer • Moved to Berlin from London 3 months ago Mail yosoy@jeronimopalacios.com Twitter @giropa832 Blog http://jeronimopalacios.com/en/
  • 39. 39© 1993-2015 Scrum.org, All Rights Reserved Scaled Professional Scrum by Scrum.org • SPS Workshops, https://www.scrum.org/Courses/Scaled- Professional-Scrum • Nexus Guide • Nexus Assessments • Agility Index • Agility Path, http://www.ebmgt.org/agility-path-framework/agility- guide
  • 40. 40© 1993-2015 Scrum.org, All Rights Reserved Scrum.org is a community. Connect. Twitter @scrumdotorg LinkedIn LinkedIn.com /company/Scrum.or g Facebook Facebook.com /Scrum.org Forums Scrum.org /Community RSS Scrum.org/RSS
  • 41. 41© 1993-2015 Scrum.org, All Rights Reserved T H A N K Y O U