1

Patterns and Principles of Scaling Scrum with Scrum

Dan Rawsthorne, PhD, PMP, CST

Senior Trainer at 3Backdan.rawsthorne@3Back.com

425-269-8628

Agile DC

October 21, 2014

Washington, DC

3BACK.COM

V4.2 © 20132

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

�Other Scaling Examples…

�Q&A

2

V4.2 © 20133

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?

V4.2 © 20134

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

3

V4.2 © 20135

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 necessary 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:

V4.2 © 20136

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 Backlog

�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=TC

Tasks

Standard of Care

Improvements& Chores

SprintBacklog

DevelopmentTeam

WorkBacklog

Value Backlog

Updated

every

Sprint

PO

4

V4.2 © 20137

Modern Scrum, 2006 - present

�Original Scrum, plus

�SMEs�Skills and knowledge the

Team needs

�Team Leader�Tactical Accountability

�Refines Work Backlog

�Prioritizes Work Backlog�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 Backlog

DeliveryDates

WorkBacklog

ProductBacklog

SprintBacklog

Improvement& Chores

Refinement

Updated

every

Sprint

V4.2 © 20138

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

Backlog

DeliveryDates

WorkBacklog

ProductBacklog

SprintBacklog

Improvement& Chores

Refinement

Updated

every

Sprint

PL

PO

Prod

5

V4.2 © 20139

Basic Lessons from Scrum…

�Here are some lessons that Scrum taught me…

�Complex Work requires WFTs

�Trivial Decisions can be made by Rules

�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

�POs should spend approx half their time outside their Team, figuring out what to build, and half their time inside their Team, helping them build it (Jeff Sutherland).

�Don’t overload Decision-Makers – can’t assume Heroes

� I will use these lessons when moving forward looking at Scaling issues…

V4.2 © 201310

Distribution Team

�Problem: Need to populate multiple Work Backlogs from single Value Backlog

PlanBO/PL

PlanBO/PL

DistributionTeam

VirtualMember

TeamBacklog

6

V4.2 © 201311

Analysis: LeSS-1

PO

V4.2 © 201312

Analysis: LeSS-2

PO

7

V4.2 © 201313

Consolidation Team

�Problem: Need to Combine multiple Value Backlogs

PL

PL

BO

ConsolidationTeam

PLPL

BO

TeamBacklog

V4.2 © 201314

Program Team

�Problem: Multiple Value Backlogs to multiple Work Backlogs

PlanPlan

BO/PL

VirtualMember

BO

ProgramTeam

PlanPLPlan PL

TeamBacklog

BO

ConsolidationTeam

PlanPLPlan

DistributionTeam

VirtualMember

BO

TeamBacklog

PL

8

V4.2 © 201315

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

V4.2 © 201316

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

9

V4.2 © 201317

SAFe

Backlog Development

Agile Release

Train

(ART)

V4.2 © 201318

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 2-level hierarchical WFT (like LeSS-1)

System Team: an I&E Team, among other things

10

V4.2 © 201319

Two Common Workgroups

�In the structures we see here, there are two Workgroups that we commonly see…

PO

SMSMSM

SMSM

SM SM SM Scrum of ScrumsScrumMaster Team

• Informational WFT

• Keeping Teams on

‘same page’

• Extension of Daily

Scrum

• Working Scrum Team

• “Chief” ScrumMaster

• Synchronizing improvements

• Managing “ScrumMaster”

Backlog

V4.2 © 201320

Typical Product Organization

TL

TC

TL

TC

ProjectManager

Project Plan

ProjectManager

ProjectPlan

Project Plan

OC

ProductManager

TC

TL

11

V4.2 © 201322

Typical Product Organization

ProductManager

1

1

2 ProjectManager

4

ProjectManager

Chores Chores

6

555

Legend1 – Project Backlogs2 – Initiatives Backlog3 – Bug/Defect List4 – Overall Product Backlog5 – Team Backlogs6 – Product Mgmt Team Backlog

3

OC

Project Plan

ProjectPlan

Project Plan

1

TL

TC

TL

TC

Chores

TC

TL

OC

TCTC

TC

V4.2 © 201323

Science Fair Review

�There are four Sprint Reviews (each Team and the Integrated product) here:

�They share Stakeholders and SMEs

�The Teams are each other’s Stakeholders

�Have the “Science Fair” Review

�Each Team presents a 10-minute overview

�Each Team sets up a demo area

�The Stakeholders wander around asking questions, trying things out, and making suggestions (up to 2 hours)

�You will have to tune this to your organization…

12

V4.2 © 201324

Layered Planning(Progressive Elaboration)

� Planning can be done in many ways, but there is an intrinsic layering inherent in the structures I’ve discussed here.

�Development Teams (lowest level) need small Stories prioritized for them to work on.

�What work should we do next?

�Functional Stories should be a ‘single acceptance test’ at a time.

�Prioritize Capabilities versus Chores

�The next layer up should prioritize at the Feature Level

�Which feature should we focus on / Release Next?

�And so on… (feature sets, projects, programs, …)

�And we have a Scrum Team at each level� People do do the thinking…

�A Product Owner to make the decisions…

�This is the power of SSwS…

V4.2 © 201325

Spotify – Henrik Kniberg

Scaling Agile @ Spotify, Kniberg & Ivarsson, Oct 2012

13

V4.2 © 201326

Any Questions?

V4.2 © 201327

Thank You Very Much!

Join Our Scrum Community!

@scrum-coach

facebook.com/3Back

3back.com/linkedin