The Path to Agile 30 Years of Large-Scale Agile Transitions Agile Amsterdam Tobacco Theatre

Transcription

1 The Path to Agile 30 Years of Large-Scale Agile Transitions Agile Amsterdam Tobacco Theatre

2 We want the True Scrum! Akihito Fujii, GM Enterprise Product Management, KDDI Nonaka-san and Kenji Hiranabe showing Photo of Takeuchi, Sutherland, Nonaka 2

3 First: Do Things That Don t Scale In order to scale, you have to do things that don t scale. It may sound counter-intuitive. But in order to scale, you have to get your hands dirty. Hand-craft the core experience. Serve your customers one-byone. And don t stop until you know exactly what they want. That s what Airbnb CEO Brian Chesky did. Tim Ferris interviewing Reid Hoffman, host of Masters of Scale. One of the most common types of advice we give at Y Combinator is to do things that don't scale. Paul Graham 3

4 Works in Four Dimensions Scale = number of coordinating teams; complexity of projects Scale Distribution = number of different coordinated geographic locations Saturation = Agile principles pervade the Distribution organization; break down traditional silos Velocity = 10 teams going 5 times as fast Saturation is the same at 50 competitor teams and cost is 20% of the competition The fourth dimension is velocity 4

5 Lean, Scrum & Agile: What s the connection? Lean 1950 s Scrum 1990 s Agile Inspired One Parent

6 Case Studies ScrumInc Transformations 6

7 Scrum Deployment Driven by Exponential technologies 1. Sensors - Internet of Things 2. Artificial Intelligence / Machine Learning 3. Robotics 4. Solar PV 5. Energy Storage 6. 3D Printing 7. 3D Visualization 8. Mobile Internet & Cloud 9. Big Data / Open Data 10. Aerial Vehicles / Nano Satellites 11. emoney / efinance Jeff Sutherland & Scrum

8 Case Study: GE Digital 2015 $1B startup in Silicon Valley Revenue: $123.7B Market Cap: $263.36B 1000 developers by 2015 >3B revenue developers in GE moves corporate headquarters to Scrum technology area in Boston 8

9 Case Study: 3M Sales: $31 Billion R&D: $1.7 Billion Market Cap $113.52B Presented at Give Thanks for Scrum. Cambridge, Nov 2016 We have seen some teams reach, we ve been tracking the percent change, 500 percent increase in velocity. Tammy Sparrow 9

10 Case Study: 3M-HIS S C S S os C C os os CoP CR C S os Knowledge Teams (on Teams) Executive Meta Scrum EAT People Ops Infrastructure Teams (on Teams) C S os CR CoP People Ops Customer Relations and Intelligence Communities of Practice People Operations (Agile HR) 10

11 Daily Scrum from the Team Perspective Single Team SM - Protects The Team SM Servant leader. Complete Responsibility Through Trust Coaches the Team & Product Owner in Scrum. Team Implements the values of the Agile Manifesto. Facilitates Scrum ceremonies. P Ensures work & impediments are made visible. Maintains external radiators of team progress. Encourages openness & transparency. Identifies and ensures impediments are resolved. Promotes Kaizen thinking and waste reduction. 11

12 Descaling Case Study:

13 SM SM SM SM SM SM Scaling the SM SM SM SM SM SM SM SM SM SM SM Jeff Sutherland & Scrum Inc.

14 Scrum-of-Scrums Perspective Example: 5 teams Scrum of Scrums Scales the SM Surfaces & Removes Impediments Mirrors Daily Scrum Limits Communication Pathways SO Achieves Communication Saturation Cross-Team Coordination Delivers potentially shippable increment of product or service 14

15 Scrum-of-Scrums-of-Scrums Level 2 25 Teams of 5 Scrum of Scrums of Scrums Surfaces & Removes Impediments Mirrors Daily Scrum os Limits Communication Pathways Increases Communication Saturation Cross-Team Coordination Delivers potentially shippable increment of product or service 15

16 Executive Action Team Perspective Example: 125 Teams EAT - Eats Impediments Cross-Value Stream o Removes Impediments Coordination not handled closer to the Team level Mirrors Daily Scrum Limits Communication Pathways (300 vs. 195,000) o o EAT o o Ex: 625 People Coordinate in 60 min. Owns Organizational Transformation Strategy Executes Transformation Strategy or delegates it to the Agile Practice 16

17 PO PO PO PO PO PO Scaling the PO PO PO PO PO PO PO PO PO PO PO Jeff Sutherland & Scrum Inc.

18 The Team PO Builds, Refines, Plans PO - Sets Team Priorities PO Servant Leader SM Team 50% w/ Customer, 50% w/ Team Single Backlog Stories Epics What not How Systems Thinking - Oversees the Whole Sometimes referred to as Line PO Complete Responsibility Through Trust Known-Stable-Interface to the Enterprise 18

19 Meta Scrum Perspective Aligns, Refines, Plans PO Sets Priorities for MultipleTeam PO PO Mirrors Refinement and Planning Single Backlog Pulled by Line POs Meta Scrum Epics PO PO Features Cross-Team Coordination & Alignment Systems Thinking - Oversees the Whole 19

20 C Meta Scrum Perspective Aligns, Decomposes, Refines Sets Priorities for MultipleTeam Mirrors Refinement and Planning Single Backlog Pulled by Level 3 POs C Meta Scrum Features Value Streams Cross-Team Coordination & Alignment Systems Thinking - Oversees the Whole 20

21 Executive Meta Scrum Perspective Aligns and Sets Strategic Priorities for the Organization Owns Organizational Vision Lead by the CC Servant Leader CEO SVP Single Backlog Pulled by C C Executive Meta Scrum C Inhales Technical Priorities Exhales Organizational Priorities Mirrors Refinement & Planning C Value Streams Initiatives Sets Organizational Priorities C C 21

22 Case Study: Scrum Team at SAAB Technologies 22

23 Scaling SAAB Technologies to Hundreds of Teams Over 2000 People in 1 Hour! 8:30 Executive Action Team 8:15 Scrum of Scrum of Scrum of Scrums 8:00 Scrum of Scrum of Scrums 7:45 Scrum of Scrums 7:30 Daily Scrum S S S C C C os os os 23

24 Case Study: Toyota USA 2017 CSM and CSPO training for senior management Executive Action Team Agile Practice Executive MetaScrum Rank ordered all Toyota projects Some initial projects did better than 3 times the work in 1/3 the time Toyota Corporate Leadership committed to Scrum pilots in Nagoya Challenges Educating traditional waterfall management Dealing with 70% outsourced to waterfall 24

25 Mike Tromans, Engineering Manager, Digital Engineering, Toyota Production Engineering,

26 Case Study: BMW Revenue: 94.16B Euro Market Cap: 53.67B Euro All IT to Scrum immediately (>4000) No waterfall will be allowed Scrum will be pushed into manufacturing Move from 70% outsourced to 70% insourced Many experiments Advantages Senior team is Knowledgeable Connected, electric, autonomous cars are upon us Extreme sense of urgency Culture of innovation Challenges Connecting senior team vision with teams 26

27 Scrum Training July 2017 Tesla Factory Market caps as of June 19 and 2016 worldwide sales 1. Toyota, $ billion market cap, 10.1 million sales 2. Daimler, (Mercedes-Benz), $70.35 billion, 3 million sales 3. Volkswagen, $67.24 billion, 10.3 million sales 4. Tesla, $60.28 billion, 76,230 sales 5. BMW, $54.77 billion, 2.4 million sales 6. GM, $51.45 billion, 9.6 million sales 7. Ford, $44.65 billion, 6.7 million sales 27

28 Case Study: Maersk 2016 Revenue: $47.57B Market Cap: $243.50B Mr. Skou said costs in Maersk Line were at an all-time low, dropping for the first time below $2,000 per container. Maersk Oil has pushed down its break-even level to between $40 and $45 a barrel from around $50 to $ Jeff Sutherland & Scrum Inc.

29 The MoneyBall of Scrum 30% of staff have no clear priorities (GE better than average) 64% of features are never or rarely used (Standish Group) Average process efficiency is less than 15% (Mary and Tom Poppendieck and Jeff Sutherland Lean Workshops MIT and Stockholm) (.70)(.36)(.15) = 3.8% company performance The good news about these horrifying averages is that increasing performance is easy!!! 29

30 What if We Applied Scrum? Cut useless work in half - Who is responsible for that? (only 15% of organization does obviously useless work) Double value delivery - Who is responsible for that? (only 33% of features delivered are rarely or ever used) Halve waste - Who is responsible for that? (improve process efficiency 15% -> 30%) Leadership * Product Owner * Scrum Master (85%) (67%) (30%) = 17.1% company performance 3.8% to 17.1% = twice the work in half the time 30

31 starts with Agile Leadership 2011 Scrum Inc Jeff Sutherland & Scrum Inc.

32 Moore s Law Applied to Software Transistors on a Chip Stories in a Sprint Beginner Ready Ready Done Done Continuous Delivery 32

33 Understanding Dual Operating Systems John P. Kotter. Accelerate: Building Strategic Agility for a Faster Moving World. HBR Press

34 Moving from Windows API to Mac OS 1. Question I'm a Windows (native, not.net) programmer and I'd like to port an application to the Mac. Actually, I believe it will be more of a rewrite, as the original depends on many ActiveX controls. As I have never used a Mac in my entire life, I'll need some guidance. O:-) Thanks in advance 2. Answer Cocoa [Mac framework] is a very different way of thinking then MFC and its kin [Windows framework] It is possible to write MFC-style code for Mac, but you will always be fighting the framework if you do. You would be amazed how fast Objective-C can be to code once you understand the patterns. It really can be stunning compared to C++ in my experience 34

35 FrAgile - Shu State CEO does not have Agile Mindset Traditional management hierarchy creates project teams Scaling frameworks are often used to provide scaffolding for the legacy organization until it can evolve This is a translation layer that protects the waterfall from Agile and must ultimately be removed to get high performance Usually get 20-30% improvement in production although bureaucracy or changes in management often cripple and/or destroy agile implementation Waterfall Translation Layer FrAgile 35

36 Only Restructing the Organization Can Deal With Organizational Debt Agile Enterprise Metrics th Hawaii International Conference on System Sciences Daniel R Greening, Senex Rex dan@senexrex.com 36

37 Agile - Ha State CEO changes management roles Management coaches the teams to self-organize and self-manage. Managers become leaders. Teams self-form against a prioritized backlog to maximize production. Leaders create virtual teams that drive communities of practice across company. Leadership refactors the organization - target is minimum % increase in production and reduction in time to market Managers become leaders Sustainable Teams self-manage 37

38 Anti-Fragile - Ri State The Leading Edge of Organizational Development Hierarchy still exists but becomes competency based and enabling Teams self-organize product direction and refactor the organization Leadership supports wherever their skills are needed Swarming makes organization stronger under stress and can generate % increase in production Anti-fragile Teams drive strategy Company is customer facing 38

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40 Scrum is a productivity superweapon - it is shockingly efficient! Rick Horgan, Sr. Editor, Crown Business Jeff Sutherland & Scrum