Scrum for Services. Scrum Day MN, October 2018 Jay Blog: travelerspants.com

Transcription

1 Scrum for Services Scrum Day MN, October 2018 Jay Blog: travelerspants.com

2 Expectations Intro Engineering Scrum implementation history Scrum for Services Benefits / Struggles of Scrum Quick look at manufacturing #scrumdaymn2018

3 Nova-Tech Engineering Purpose: We create revolutionary solutions that advance our customers ability to feed the world Founded in 1992 Headquarters in Willmar, MN on the MinnWest Technology Campus Employ 200 people Startup founded upon entrepreneurial values and #scrumdaymn2018

4 MinnWest Technology Campus

5 Nova-Tech Engineering Values Communication/Collaboration Agility Strengths Innovation Excellence Servant Leadership Leased automation in 53 countries Market leader in hatchery automation/robotics Engineering, Manufacturing, & Sales & Marketing

6 Founder Beliefs Regarding the process of new product development or innovation, the process can be most simplistically reduced to a recursive process whereby the product or project progressively evolves from the unknown and undefined to a known and defined state. This happens by continually identifying what a product should or should not be by sequentially succeeding through different types of projects designed to incrementally move the process along.

7 Nova-Tech Product Development Timeline I can solve that We have a business Seize the opportunity Just not my strength This doesn t work for our mission All I know is this worked It s so close to what we used to do Never stop learning and trying new things Startup 2 Guys in a Garage Founder as a Engineering Manager and Team Member Company Growth Founder Hires Engineering Manager NPD Process DeScaling of Engineering Scrum Adoption Scale Scrum person team developing a single product Entrepreneurial Small team with common goal 1 st traditional Project Manager Continual iterations nd traditional Project Manager Growing of market and staff rapidly Product development efforts clear and understood People and culture focus Project Coordinator driving dates Functional groups form and grow Product efforts get more ambiguous as a focus to future Focus on formalizing a process Traditional 5 stage Teams formed from a pool Lot s of conflicts with founders core beliefs If we could just plan better Small Cross Functional Teams Discover Agile and Scrum Strong connections to founders beliefs Acknowledges lack of detailed product requirements 1 st Scout team using Scrum Formalize role of Scrummasters and Product Owners Formalize adoption of Scrum Support teams to adopt when ready Strong alignment, solid vision 2016-Present Implement use of LeSS on product with multiple teams Explore other Agile frameworks Support organizational Agility by coaching Product deployment successes

8 Waterfall Team Structure Team 1 Electrical Engineer Team 2 Team 3 Mechanical Engineer Software Engineer Team 4 Designer Electrical Engineer Mechanical Engineer Software Engineer Designer Electrical Engineer Mechanical Engineer Software Engineer Designer Electrical Engineer Mechanical Engineer Software Engineer Designer

9 Cross Functional Teams Team 1 Electrical Engineer Mechanical Engineer Software Engineer Designer Team 2 Electrical Engineer Mechanical Engineer Software Engineer Designer Team 3 Electrical Engineer Mechanical Engineer Software Engineer Designer Team 4 Electrical Engineer Mechanical Engineer Software Engineer Designer

10 Prior Struggles and Frustrations Multiple teams on a single product working from multiple backlogs Teams focused on localized product area s instead of the global product Product area s that are at different readiness levels Getting the right people in the right roles Sprint planning was brutal Finding a tool for backlog management that suits our needs Training and education of our staff

11 Initial Product Development Structure Interdependent individual products split into 10 area s all at different levels of maturity 10 separate backlogs 4 teams 3 Scrum Masters 2 week sprints 2 teams ceremonies every week on different days

12 Current Product Development Structure A PO with a Single Product 1 prioritized backlog 3 to 4 teams 1 Scrum Master 2 week sprints All teams on the same cadence

13 Change agents Small cross functional teams Continuous improvement commitment Keep an open mind even as you get more confident Proactively seeking new learning opportunities Ex. LeSS training class presented by Craig Larman Networking outside our company Networking with Digi-Key Patience

14 Formation of Teams Forming Performing Storming Norming Every team scales through this process. The sooner the start, the sooner the team will perform at new levels

15 Scrum for Services this isn t for Sales Let s just start Let s let the teams self-organize We re really doing this! Oh the pain! Model the behavior Keep the momentum Scale CLI training of leadership staff Started forming team 1 (Atlas) All others selfselected their own teams Launch Launched other teams, but heavy storming Sales leadership team launches standups Last two remaining teams are launched Meta-Scrum across entre company 2016 Multiple training session to lay the foundation with Sales team leadership Unsure but committed 2016 summer Asked for volunteers to pilot the program Started chartering process (6 month process) 2016 December Collected all noncommitted team members into a room and said GO! Pick your own teams 2017 January Held first planning, daily standups, and reviews Borrowed Scrum Master from Engineering for first 6 sprints Lots of curiosity around the system and storming 2017 March Launched team Works, team Tech Services, team Beast Coast, and team Admin Significant, long, arduous philosophical conversations Stretched leadership 2018 May Sales leadership begins standups Scaled scrum Communication tool 2018 August Team I.T. and team B.A.N.K. (market development) hold first reviews Both I.T. and Admin resemble more Kan-Ban style teams due to predictability in the work 2018 ongoing All company continually pushed into SCRUM format All Product Owners meet monthly to align backlogs Built information radiator

16 Information Radiators Drive Conversation

17 Information Radiators Drive Conversation

18 Sales Team Structure Account Managers Account Managers Technical Services Technical Services Admin Admin I.T. I.T. Account Managers Technical Services Admin I.T. Account Managers Technical Services Admin I.T. Account Managers Technical Services Admin I.T. Found cross disciplines just didn t work for us (initially had tech service and admin mixed into the teams). Too difficult to share the work.

19 Team leadership structure Product Owner A Product Owner B Scrum Master 1 Sales Admin Tech Services Scrum Master 2 Sales Sales Business Development I.T. Product Owner C Product Owner D Product Owner E

20 Team leadership structure Product Owner A Product Owner B Primary Product Owner (Department Manager) Scrum Master 1 Sales Admin Tech Services Sales Leadership Scrum Team Scrum Master 2 Sales Sales Business Development I.T. Product Owner C Product Owner D Product Owner E

21 Benefits Struggles Transparency/Communication Quickly filter up to leadership Stakeholders make better decisions Accountability Team Collaboration Work the company must do Reviews! Alignment (P.O. collaboration) Challenge status quo Understanding the why Improved execution across company Cross pollination of skillsets Nimbleness (reduce bureaucracy) Shortened new employee learning curve Teams pre-committed to work* Team silo-ing (spending so much time together, not spending time with other teams) Understanding the product Business systems (trello vs. tfs) P.O. by committee Working product owners Reviews in the work doesn t get valued Overstimulated Sizing (time + [individual] capacity) Too many meetings H.R. (no more managers ) Advancement opportunities

22 Manufacturing (6mo ago) Four (4) cross-functional teams created by skill and experience Parts loader (1 st & 2 nd shift) Machinist (1 st & 2 nd shift) Programmer (1 st shift) Hold stand-up at shift turnover Capacity based planning Based on availability/time-off Assembly (1yr ago) Three (3) cross-functional teams created by skill levels Basic Assembly Build and Test Advanced Assembly Size and commit to a velocity

23 Tips for implementing Scrum Work with the willing! Invest in the chartering process Team building Invest in scrum training Ideally, servant leadership principles is the foundation Vision, empowering the team, autonomy, strengths etc Easiest to start at the top Reaffirm commitment to Scrum Take away invisible gun sooner Help the teams form (try crossfunctional first) Look at skills and experience Clarify the product (why are we here) Strong Scrum Master Understand Scrum principles Pushing continuous improvement Single backlog Comfortable in the grey zone

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