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Scrum Meeting Lisbon 2010 By Mario Andre Araujo

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Scrumpt.com provides an overview of how to implement Scrum for enterprise projects. It discusses challenges such as dealing with fixed price projects through user story estimation and release planning, identifying product owners when stakeholders are distributed, coaching immature teams, and facilitating communication and consensus across distributed teams in different time zones. The document uses OutSystems, a low-code platform provider, as an example to demonstrate how they have addressed these challenges at scale on large enterprise projects.

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http://scrumpt.com/ Scrum for the enterprise Mário André Araújo mario.araujo@outsystems.com
Scrum Meeting Lisbon 2010 By Mario Andre Araujo
Agenda • Why listen to OutSystems? • Challenges when delivering for the Enterprise 1. Deal with fixed price projects 2. Where’s the Product Owner? 3. Dealing with immature teams 4. Handling distributed teams
Let’s look at OutSystems Software Houses IT Consulting Shops • Make and sell software • Implement and deploy IT products solutions – SalesForce – Professional Services – Alert – Staffing firms – Adobe – Independent consultants Source: Wikipedia
R&D + • Software House • Several scrum teams – Over 2,000,000 lines of code – 100,000 lines of code per developer – 6185 installations
Professional Services • IT Consultancy Shop If it’s bold, it must be important • Delivered over 600 enterprise agile projects • 128 customers • 16 industries – Banking, Telecom, Insurance, HealthCare,… • 51 implementation partners
Agenda • About OutSystems • Challenges when delivering for the enterprise 1. Deal with fixed price projects Let’s focus! 2. Where’s the Product Owner? 3. Dealing with immature teams 4. Handling distributed teams
1. Deal with fixed price projects 1. The budgeting process
1. Deal with fixed price projects • Guess what? – The Product Owner is not available. – The team is not available. – The customer has to know: It’s about • How much will it cost? predictability • When will it be released?
1. Deal with fixed price projects Step 1 Create high level user stories Step 3 Step 2 Calculate effort Size the user and release plan stories
1. Deal with fixed price projects 2. Size 1. Scope 3. Release Plan
1. Deal with fixed price projects • Supply chain management – Budgeting effort: 1 day – 150 days, 12 weeks • Business support to a start-up – Budgeting effort: 2 days – 250 days, 16 weeks • Insolvency services management – Budgeting effort: 3 days – 875 days, 36 weeks
Agenda • About OutSystems • Challenges when delivering for the enterprise 1. Deal with fixed price projects Let’s focus! 2. Where’s the Product Owner? 3. Dealing with immature teams 4. Handling distributed teams
WHERE’S THE PRODUCT OWNER? Source: http://media.photobucket.com/image/Where%252527s%20waldo/premium2125/waldo.jpg
2. Where’s the Product Owner? Business Sponsor – Provides the vision of the overall solution – Agrees and approves business timelines – Ensure the vision is executed by the team – Empower the Business Manager to act in – Agrees and approves behalf of the organization in bringing about business timelines a successful project – Owns the product backlog Business Manager Product Owner – PO is empowered to prioritize – Provides guidance in the overall scope of – PO has direct contact with the project the team – Reviews the features, stories, and estimates – PO has direct contact with and provide input stakeholders – Ensures that the Key Business Users are available for the Budgeting stage Key Business User – Works with the Engagement Manager and IT Business Analyst to identify and detail the user stories – Involves other users as necessary to clarify the business requirements – Confirms the features and stories
2. Where’s the Product Owner? Business Sponsor – Provides the vision of the overall solution – Agrees and approves business timelines – Ensure the vision is executed by the team – Empower the Business Manager to act in – Agrees and approves behalf of the organization in bringing about business timelines a successful project – Owns the product backlog Business Manager Product Owner – PO is empowered to prioritize – Provides guidance in the overall scope of – PO has direct contact with the project the team – Reviews the features, stories, and estimates – PO has direct contact with and provide input stakeholders – Ensures that the Key Business Users are available for the Budgeting stage Key Business User – Works with the Engagement Manager and IT Business Analyst to identify and detail the user stories – Involves other users as necessary to clarify the business requirements – Confirms the features and stories
WHERE’S THE PRODUCT OWNER? PO Source: http://media.photobucket.com/image/Where%252527s%20waldo/premium2125/waldo.jpg
Agenda • About OutSystems • Challenges when delivering for the enterprise 1. Deal with fixed price projects Let’s focus! 2. Where’s the Product Owner? 3. Dealing with immature teams 4. Handling distributed teams
3. Dealing with immature teams Team Individual
3. Dealing with immature teams • Team evolution towards self-management: – Stage 1: the typical hierarchical structure – Stage 2: the leader is a team coordinator/coach – Stage 3: members coached to take on more leadership tasks – Stage 4: the team assumes most of the duties previously reserved for the group manager – Stage 5: The group manager is a resource for the team Source: http://www.saferpak.com/teamwork_articles/ensuring_success.pdf Zawacki, R. A. and C. A. Norman. "Successful Self-Directed Teams and Planned Change: A Lot in Common." OD Practitioner
3. Dealing with immature teams • Dreyfus model of skill acquisition – Beginner – Advanced Beginner – Competent – Proficient – Expert Secret sauce for Agile Teams
3. Dealing with immature teams Team Individual Start from Coaching tasks and towards exit move to stories Technology It’s my way or with fast the highway ramp-up
Agenda • About OutSystems • Challenges when delivering for the enterprise 1. Deal with fixed price projects Let’s focus! 2. Where’s the Product Owner? 3. Dealing with immature teams 4. Handling distributed teams
New York fly.com GMT -4 e.g. 14:00 Lisbon Customer Product GMT Managers e.g. 18:00 Integrations team Lisbon San Francisco GMT GMT -8 e.g. 18:00 e.g. 10:00 Web development team Customer IT OutSystems PO OutSystems PO 7 team members
4. Handling distributed teams • Duration – 32 weeks – Number of Sprints: 14 – Demos and retrospectives at the end of Sprint – 250 change requests (using Agile Platform Embedded Change Technology) – 4 week tuning sprint & 4 versions released during tuning • Team – 1 Business Sponsor – 1 Business Analyst – 2 Product Owners – 1 Scrum Master – 6 Developers – 7 Key users
4. Handling distributed teams • Challenges – Globally distributed stakeholders • Time zones – Feedback • Get feedback from all stakeholders • Make that feedback available to process • Make it easy to give and process that feedback – Getting consensus and avoiding entropy • Arbitration of all stakeholders • OutSystems PO is a facilitator – Communication • Where’s the team board?
Thank you www.outsystems.com mario.araujo@outsystems.com

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Scrum Meeting Lisbon 2010 By Mario Andre Araujo

  • 1. http://scrumpt.com/ Scrum for the enterprise Mário André Araújo mario.araujo@outsystems.com
  • 3. Agenda • Why listen to OutSystems? • Challenges when delivering for the Enterprise 1. Deal with fixed price projects 2. Where’s the Product Owner? 3. Dealing with immature teams 4. Handling distributed teams
  • 4. Let’s look at OutSystems Software Houses IT Consulting Shops • Make and sell software • Implement and deploy IT products solutions – SalesForce – Professional Services – Alert – Staffing firms – Adobe – Independent consultants Source: Wikipedia
  • 5. R&D + • Software House • Several scrum teams – Over 2,000,000 lines of code – 100,000 lines of code per developer – 6185 installations
  • 6. Professional Services • IT Consultancy Shop If it’s bold, it must be important • Delivered over 600 enterprise agile projects • 128 customers • 16 industries – Banking, Telecom, Insurance, HealthCare,… • 51 implementation partners
  • 7. Agenda • About OutSystems • Challenges when delivering for the enterprise 1. Deal with fixed price projects Let’s focus! 2. Where’s the Product Owner? 3. Dealing with immature teams 4. Handling distributed teams
  • 8. 1. Deal with fixed price projects 1. The budgeting process
  • 9. 1. Deal with fixed price projects • Guess what? – The Product Owner is not available. – The team is not available. – The customer has to know: It’s about • How much will it cost? predictability • When will it be released?
  • 10. 1. Deal with fixed price projects Step 1 Create high level user stories Step 3 Step 2 Calculate effort Size the user and release plan stories
  • 11. 1. Deal with fixed price projects 2. Size 1. Scope 3. Release Plan
  • 12. 1. Deal with fixed price projects • Supply chain management – Budgeting effort: 1 day – 150 days, 12 weeks • Business support to a start-up – Budgeting effort: 2 days – 250 days, 16 weeks • Insolvency services management – Budgeting effort: 3 days – 875 days, 36 weeks
  • 13. Agenda • About OutSystems • Challenges when delivering for the enterprise 1. Deal with fixed price projects Let’s focus! 2. Where’s the Product Owner? 3. Dealing with immature teams 4. Handling distributed teams
  • 14. WHERE’S THE PRODUCT OWNER? Source: http://media.photobucket.com/image/Where%252527s%20waldo/premium2125/waldo.jpg
  • 15. 2. Where’s the Product Owner? Business Sponsor – Provides the vision of the overall solution – Agrees and approves business timelines – Ensure the vision is executed by the team – Empower the Business Manager to act in – Agrees and approves behalf of the organization in bringing about business timelines a successful project – Owns the product backlog Business Manager Product Owner – PO is empowered to prioritize – Provides guidance in the overall scope of – PO has direct contact with the project the team – Reviews the features, stories, and estimates – PO has direct contact with and provide input stakeholders – Ensures that the Key Business Users are available for the Budgeting stage Key Business User – Works with the Engagement Manager and IT Business Analyst to identify and detail the user stories – Involves other users as necessary to clarify the business requirements – Confirms the features and stories
  • 16. 2. Where’s the Product Owner? Business Sponsor – Provides the vision of the overall solution – Agrees and approves business timelines – Ensure the vision is executed by the team – Empower the Business Manager to act in – Agrees and approves behalf of the organization in bringing about business timelines a successful project – Owns the product backlog Business Manager Product Owner – PO is empowered to prioritize – Provides guidance in the overall scope of – PO has direct contact with the project the team – Reviews the features, stories, and estimates – PO has direct contact with and provide input stakeholders – Ensures that the Key Business Users are available for the Budgeting stage Key Business User – Works with the Engagement Manager and IT Business Analyst to identify and detail the user stories – Involves other users as necessary to clarify the business requirements – Confirms the features and stories
  • 17. WHERE’S THE PRODUCT OWNER? PO Source: http://media.photobucket.com/image/Where%252527s%20waldo/premium2125/waldo.jpg
  • 18. Agenda • About OutSystems • Challenges when delivering for the enterprise 1. Deal with fixed price projects Let’s focus! 2. Where’s the Product Owner? 3. Dealing with immature teams 4. Handling distributed teams
  • 19. 3. Dealing with immature teams Team Individual
  • 20. 3. Dealing with immature teams • Team evolution towards self-management: – Stage 1: the typical hierarchical structure – Stage 2: the leader is a team coordinator/coach – Stage 3: members coached to take on more leadership tasks – Stage 4: the team assumes most of the duties previously reserved for the group manager – Stage 5: The group manager is a resource for the team Source: http://www.saferpak.com/teamwork_articles/ensuring_success.pdf Zawacki, R. A. and C. A. Norman. "Successful Self-Directed Teams and Planned Change: A Lot in Common." OD Practitioner
  • 21. 3. Dealing with immature teams • Dreyfus model of skill acquisition – Beginner – Advanced Beginner – Competent – Proficient – Expert Secret sauce for Agile Teams
  • 22. 3. Dealing with immature teams Team Individual Start from Coaching tasks and towards exit move to stories Technology It’s my way or with fast the highway ramp-up
  • 23. Agenda • About OutSystems • Challenges when delivering for the enterprise 1. Deal with fixed price projects Let’s focus! 2. Where’s the Product Owner? 3. Dealing with immature teams 4. Handling distributed teams
  • 24. New York fly.com GMT -4 e.g. 14:00 Lisbon Customer Product GMT Managers e.g. 18:00 Integrations team Lisbon San Francisco GMT GMT -8 e.g. 18:00 e.g. 10:00 Web development team Customer IT OutSystems PO OutSystems PO 7 team members
  • 25. 4. Handling distributed teams • Duration – 32 weeks – Number of Sprints: 14 – Demos and retrospectives at the end of Sprint – 250 change requests (using Agile Platform Embedded Change Technology) – 4 week tuning sprint & 4 versions released during tuning • Team – 1 Business Sponsor – 1 Business Analyst – 2 Product Owners – 1 Scrum Master – 6 Developers – 7 Key users
  • 26. 4. Handling distributed teams • Challenges – Globally distributed stakeholders • Time zones – Feedback • Get feedback from all stakeholders • Make that feedback available to process • Make it easy to give and process that feedback – Getting consensus and avoiding entropy • Arbitration of all stakeholders • OutSystems PO is a facilitator – Communication • Where’s the team board?
  • 27. Thank you www.outsystems.com mario.araujo@outsystems.com