Managing Software Delivery in the Super Nova A story of practical Agile scaling

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Mervyn Fisher
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4 The Home of Scrum 90% Agile Teams Use Scrum 1,650,000+ Open Assessments Taken +12M Using Scrum Daily 117,000+ Professional Scrum Certifications Practiced everywhere 77,000+ Taught One Scrum Guide 182 Professional Scrum Trainers v Scrum.org All Rights Reserved

7 The Agile of Accelerations The Market Digital Globalization Mother Nature Climate change, population growth Technology (Moores Law) Exponential increase in computing power v Scrum.org All Rights Reserved 7

9 How Mother Nature Deals With Change (A Metaphor) Find your niche and focus on it Only the paranoid survive Mutate and test Thrive on diversity Exploit networks Always be looking for balance Long term outlook with short term focus v Scrum.org All Rights Reserved 9

Are our organizations able to respond to change?

11 What are organizations built to do A social unit of people that is structured and managed to meet a need or to pursue collective goals. All organizations have a management structure that determines relationships between the different activities and the members, and subdivides and assigns roles, responsibilities, and authority to carry out different tasks. Organizations are open systems--they affect and are affected by their environment. Read more: zation.html Efficient Cost / value Thoughtful Group decision making Hierarchical Upward accountability Short term Quarterly, annual focus v Scrum.org All Rights Reserved 11

And Culture Evolved In Response to those

14 Take The Hill It starts innocently enough An executive becomes convince that Agile is a good thing... why not do it everywhere? A decree is annouced: Everyone will be Agile by the end of the year... v Scrum.org All Rights Reserved 14

Irony: Adopting Agile Using A non Agile Approach

17 Agile Stalls When Goals Aren t Aligned Traditional Maximizing efficiency of resource utilization Agile Maximizing learning and innovation Agility Isn t About Efficiency; Agility Is About Effectiveness v Scrum.org All Rights Reserved 17

18 Traditional Organizations love plans and they often want to plan their Agile transformation... with a kind of military precision X number of people to be trained Y number of teams, each with coaches and product owners All marching toward the goal of adopting Agile With regular milestones at which they will measure progress Where success = we are on plan What could possibly go wrong? v Scrum.org All Rights Reserved 18

19 What s Really Driving Change? 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 v Scrum.org All Rights Reserved 19

20 The Traditional Organization The Modern Digital Organization Customers Delivery Teams CEO VPs Middle Managers Line Managers Line Employees LOB Leaders CEO Customers 20 v Scrum.org All Rights Reserved

Complex Problems Require Inspection And Adaptation Source: Ralph Stacey

22 Inspect and Adapt (Transparency) Deploy and Measure 5 1 Identify an Opportunity Build at Least Part Of It 4 Continue Until Happy 2 Understand Desired Outcomes 3 Evaluate Possible Solutions v Scrum.org All Rights Reserved 22

Agility Migrates Inward From The Edges customers A

Agile Teams Need Nurturing, Protection, And Support Project-based

30 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) But guided by business goals Source: Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover, 2009 v Scrum.org All Rights Reserved 30

skill development, governance, Engineering Services CI, CD, API

Metrics to help them inspect and adapt Shared Services Services

31 What Kinds of Support Do Teams Need? Leadership Services Servant leadership, portfolio management/funding, skill development, governance, Engineering Services CI, CD, API management, test automation infrastructure, Measurement Services Metrics to help them inspect and adapt Shared Services Services needed by non-agile teams as well, e.g. DBA, security, architecture, v Scrum.org All Rights Reserved 31

Growing Skills To Expand Capacity Team 1 Team 1 Team 2 Team 1 Team 2 Team

33 Communities Connect People Across Teams To Share And Improve Developer 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 v Scrum.org All Rights Reserved

Evidence based measures Revenue per Employee Product Cost Ratio Employee Satisfaction Customer Satisfaction Release frequency Release Stabilization

35 Evidence based measures Revenue per Employee Product Cost Ratio Employee Satisfaction Customer Satisfaction Release frequency Release Stabilization Cycle Time Evidence Based Measures Installed Version Index Usage Index Innovation Rate Defect Density v Scrum.org All Rights Reserved 35

37 Your Building a Natural System Find areas of the organization that are ready to change (usually driven by customer need or market threat) Recruit people who are ready to change Help them change by protecting and supporting them Remove sources of heat and friction Use the power of communities and peer networks to grow Focus on evidence to drive success v Scrum.org All Rights Reserved

The Result is Transformative, But the Process is not a Transformation https://upload.wikimedia.

Thank You! @DavidJWest Dave.West@scrum.org www.scrum.org v 3.

SCRUMOPS. David West Scrum.org All Rights Reserved

SCRUMOPS. David West Scrum.org All Rights Reserved SCRUMOPS David West Jayne Groll @ScrumDotOrg, @DevOpsInst Improving the Profession of Software Delivery 2 The Home of Scrum 90% Agile Teams Use Scrum 1,800,000+ Assessments Taken 189 Professional Scrum