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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 8, 2013

Washington, DC

3BACK.COM

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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

�Q&A

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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?

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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

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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 their 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:

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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 Stream

�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=TL

Tasks

Standard of Care

Improvements& Chores

SprintBacklog

DevelopmentTeam

WorkStream

Value Stream

Updated

every

Sprint

PO

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Modern Scrum, 2006 - present

�Original Scrum, plus

�SMEs�Skills and knowledge the

Team needs

�Team Leader�Tactical Accountability

�Refines Work Stream

�Prioritizes Work Stream�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 Stream

DeliveryDates

WorkStream

ProductBacklog

SprintBacklog

Improvement& Chores

Refinement

Updated

every

Sprint

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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 Stream

DeliveryDates

WorkStream

ProductBacklog

SprintBacklog

Improvement& Chores

Refinement

Updated

every

Sprint

PL

PO

Prod

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Basic Lessons from Scrum…

�Here are some lessons that Scrum taught me…

�Complex Work requires WFTs

�Trivial Decisions can be made by Rule

�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

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

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

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Distribution Team

�Problem: Need to populate multiple Work Streams from single Value Stream

PlanBO/PL

PlanBO/PL

DistributionTeam

VirtualMember

TeamBacklog

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Analysis: LeSS-1

PO

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Analysis: LeSS-2

PO

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Consolidation Team

�Problem: Need to Combine multiple Value Streams

PL

PL

BO

ConsolidationTeam

PLPL

BO

TeamBacklog

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Program Team

�Problem: Multiple Value Streams to multiple Work Streams

PlanPlan

BO/PL

VirtualMember

BO

ProgramTeam

PlanPLPlan PL

TeamBacklog

BO

ConsolidationTeam

PlanPLPlan

DistributionTeam

VirtualMember

BO

TeamBacklog

PL

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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

UX

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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

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SAFe

Backlog Development

Agile Release

Train

(ART)

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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 hierarchical WFT

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

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Typical Product Organization

ProjectPlan

ProjectPlan

ProjectPlan

Product Manager

Project ManagerProject ManagerMTC

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Multiple Backlogs

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Any Questions?

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Thank You Very Much!

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