SCRUMOPS. David West Scrum.org All Rights Reserved

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1 SCRUMOPS David West

2 Improving the Profession of Software Delivery 2

3 The Home of Scrum 90% Agile Teams Use Scrum 1,800,000+ Assessments Taken 189 Professional Scrum Trainers 105,000+ Professional Scrum Masters Over 83,000 Taught 17,000+ Professional Scrum Product Owners Americas, Europe, Africa, Oceania & Asia 4,000+ Professional Scrum Developers Scrum.org, All Rights Reserved 3

4 There is no such thing as ScrumOps 4

5 And That Means.. 5

6 At the Heart of the Super Nova This radical shift in focus Customer The Firm Customer needs change Frequent adaptation is essential The Firm Customer is leading to vast economic, social and political change 6

7 But Customers Are NOT predictable 7

8 Decision-Making in an Uncertain World An Empirical Approach it Required.. Source: Stacey RD. Strategic Management and Organizational Dynamics: The Challenge of Complexity. 3rd ed. Harlow: Prentice Hall,

9 An Empirical Approach - Inspect and Adapt (Transparency) Deploy and Measure 5 1 Identify an Opportunity Continue learning Build at Least Part Of It 4 2 Understand Desired Outcomes 3 Evaluate Possible Solutions 9

10 But. 10

11 Where do you sit? Deployment Frequency Lead time for change Mean Time To Recovery High Medium Low On Demand 1 per week to 1 per month 1 per week to 1 per month < 1 Hour 1 Week to 1 Month 1 Week to 1 Month < 1 Hour < 1 Day 1 day to 1 week Change Failure Rate 0 15% 0 15% 31-45% Note Low performers were lower on average, but had the same medium 2017 State of DevOps Report - DORA 11

12 But maybe there is a problem Desired Release Ability Minutly Hourly Daily Weekly Delivery Speed Monthly Quarterly Yearly Time 12

13 And we budget "Uncertainty in the economy, society, politics has become so great as to render futile, if not counterproductive, the kind of planning most companies still practice: forecasting based on probabilities. Peter Drucker, 1992 The Wall Street Journal 13

14 Shouldn t It Be Simple? 14

15 OK, Someone Has To Pay For It 15

16 And it might be in an existing organization 16

17 Which in fact might feel like. 17

18 Let s play a thought experiment What does a customer centric organization look like? 18

19 It All Begins With Agile Teams 19

20 Shouldn t It Be Simple? 20

21 The Reality of Scrum is Water Scrum Fall 21

22 Not Surprising Really Project Management and funding lifecycles add complexity Service Management and Release Process are designed to slow stuff down 22

23 Organizations are not built to support an empirical approach 23

24 Traditional Organizations Legacy Evolved complexity of the software / systems People Cultural norms, silos, management traditions and finance :-) Market Pressure on short term needs and lack of understanding by owners 24

25 Scrum has always focused on releasing software to learn Release Frequently Inspect Frequently Release Frequently Sprint review IS NOT a release gate Professional Scrum requires technical excellence Scrum aspires to DONE = Released Inspect Frequently PBI s should include the way to measure value Measurement is required to be empirical 25

26 DevOps Came From Agile At the Agile 2008 conference Andrew Clay Shafer and Patrick Debios discussed Agile Infrastructure Which led to DevOps Days in Belgium in 2009 Agile DevOps 26

27 Initial Focus Was To Solve the Scrum / Agile Fall Problem Scrum Fall Applying Agile development approach to release management and infrastructure Taking the practices of Continuous Integration and adding a deployment orientation Led to Continuous Delivery 27

28 But this problem is much harder than it looks Release Frequently Inspect Frequently Operations Operations are focused on stability and TCO Running IT has lots of moving parts (other software) What about Helpdesks, Security, Infrastructure vendors, etc.. 28

29 DevOps Values In Response To The Problem CULTURE SHARING DevOps Values AUTOMATION MEASUREMENT LEAN 29

30 Where is Agile in this picture? 30

31 You Will Find Professional Scrum All Over This Team 31

32 And What About The Scrum Team Self-organized We do not tell them what to do, we tell them what outcomes we seek. Has all the necessary skills to deliver the work Is small 7 +/- 2 Small enough that communication is not a huge overhead Is safe Feels empowered to make decisions without fear Has a clear focus on outcomes A clear vision for success with measurements Can get stuff done Supported by an organization that removes impediments 32

33 Has All The Skills Necessary to Deliver the Work! 7 + / - 2 People Front End, Back End Mobile Security, performance Operations and Infrastructure Release Management UX / Design Business / Customer knowledge Testing Dependencies Easy to say, hard to do 33

34 Self-Organize to Form Teams What motivates people? 1. Autonomy 2. Mastery 3. Purpose Form teams naturally with: Team members who want change (Opt-in) Team members who want to work together (selforganization) Mutually-agreed commitments and decision processes (selfdirection) Guided by business goals Source: Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover,

35 The Need For Comb Shaped Team Members 35

36 Enabled by Ever Changing Shared Services Agility is undermined by queues Infrastructure Supplier management Automation Architecture User Experience 36

37 Supporting Teams - The Spotify Tribe Model Squad similar to a Scrum Team Tribe collection of Squads that work in a related area. Similar to a Nexus Chapter, small family of people inside a Tribe with similar skills Guild is a community of practice cross Tribe 37

38 Communities Connect People Across Teams To Share And Improve Community Team 1 Team 1 Team 1 Team 2 Team 2 Share experiences and grow skills through immersion & pairing Use peer coaching to share knowledge and increase professionalism, consistency Remove common impediments Team 4 Team 3

39 But What About Processes. Test Results Idea Business leaders, Marketing, Security, Ops, Legal, Product Owner Product Backlog Developer Dev tools Automated Tests Testers Stakeholders Customer SCM Build Test Environments Release Decision Deploy Production Environments Automation supports competency 39

40 Tool Providers Also Recognize the Need for Alignment 40

41 Moving to a customer centric organization Agility is required to respond to the challenges of the modern world Scrum provides a way to build a process on top of a inspect and adapt loop DevOps was ALWAYS required to be effective But introducing frequently release and feedback loops is difficult Some Ideas Focus on Teams and Nexus DONE means DONE Look to DevOps for improving flow Skill up those teams with Security and operations Support with STRONG community Enable with SHARED services that will always be changing (agile too) 41

42 Thank You! 42

43 Working Slide Fund Frequently Release Frequently Inspect Frequently 43