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SCRUMShore @ SG-CIB Xebia Seminar, 23rd June 2011

Laurent SARRAZIN laurent.sarrazin@simplexeo.com

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Speaker

Laurent SARRAZIN laurent.sarrazin@simplexeo.com

Bio Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin exerce depuis 18 ans dans le secteur du développement informatique de la banque d’investissement, exigeant en terme de leadership, gourmand en méthodologies et technologies de pointe. Son parcours est marqué par la mise en œuvre de méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle interculturelle. 3 années dans la Silicon Valley Indienne de Bangalore lui ont permis de développer une expérience authentique. A son retour au siège, Laurent a créé et dirige un service d’accompagnement/coaching des équipes dans la mise en œuvre et l’amélioration continue de solutions offshores agiles.

Current Projects Simplexeo (www.simplexo.com) To Succeed with Simplexity. A blend of agile value, lean principles, radical management to transform our organizations, toward people delight

Scrumshore (www.scrumshore.com) Agility , Lean, Collective Intelligence applied to Smart Offshoring

Return of Experience Context

Investment Banking Captive Offshoring

Multi-Teams, ...

Speaker ITSMf Assemblée Générale, June 2011 Xebia Seminar, June 2011 ADELI, “Autour d’un Verre”, April 4 Scrum Days, Paris, March 31 Valtech Days, March 17 Cercle Agile, March 8 Master HEC / SupTelecom / Mines – 2009, 2010, 2011 ITSMF Day, Paris, Oct 2010 eSCM Annual Conference, Paris, Nov 2010

Agilitateur

Publications http://sites.google.com/site/leanprove/

Contribution in a book (Dunod, Q2 2011)

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#0 – Intro We will not speak just about Agility, Scrum, XP, … We’d rather focus on Intercultural Teams, and how Scrum is a strong distance reducer.

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#02 – Discover SCRUMShore A smart offshoring operating model,

based on Scrum & focused on Trust-Based Relationship

#03 – Extension ..for any Distributed Sourcing Mode Extend Scrumshore to work distribution patterns: distributed teams, fixed-price contracts ..

Story line

#01 – Intercultural Awareness Impacts of Remoteness/Distance Basics to succeed Agile Benefits Bridging with a 3rd Culture, Trust & Value Based

Attribution-NonCommercial-ShareAlike CC BY-NC-SA This license lets others remix, tweak, and build upon your work non-commercially, as long as they credit you and license their new creations under the identical terms.

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Cultural Differences Country, corporate

intercultural gaps

Loss of Client

Proximity Understanding of the

context, the expectations,

getting feedback, ..

Loss of Teamness Dispersed Team vs

Distributed-On-Team

Loss of ..Visibility,

Control, Trust

Streched

Knowledge Limited execution

scope, less autonomy

Coordination

Breakdown To foster operational

efficiency

The Offshoring Problem Statement

Distance

&

Remoteness

Why ?

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Bridging with a Third Culture

Culture 1

Culture 2

A Third Culture

What

Working with distributed teams, especially in different countries implies to take care of cultural differences. The idea is to leverage the richness of the differences AND bridge teams with the 3rd culture based on SCRUM (and other agile ingredients)

Individual Culture

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The Agile Value Proposal for Offshoring

8

Intrinsic

Quality

Quality in Built-in

eXtrem IT Engineering mindset and practices are

embedded

How

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To sum’up

« Agility is not magic for distributed teams, but a strong enabler »

Lead Site Remote Site

• High-Bandwidth Communication

• Common Goals Gatekeeping

• Continuous Feedback

• Collective Onwnership

• Radical Transparency

• « Keep It Simple »

• Courage, Discipline, Energy, Willingness XP Values

• Ambassadors, X-Fertilization, Trips

You do not buy the TRUST .. You have to build and groom it !

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#1 - A bit of

Intercultural Awareness

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True Stories : Cultural Differences

Opinion

Anger

Problem Solving

The Manager

Self Esteem

• Objectives Setting (definition, understanding, commitments)

• Expectations : Explicit / Implicit, Assumptions

• Decision Making

• Perception of what is challenging

• Meetings : agenda to conclusion

• Communication (phone, meetings, interviews, …)

• Cross-Visits, Protocols

• Absences

• Learning Schemes

• Leadership Style

• Sense of Quality

• Yes / No

• Definition of ‘Done’

• Clarifications, Troubleshooting, ..

• Physical Distance, Timelag

Day to Day Situations

Intercultural day-to-day real situations …

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IST : Indian Stretchable Time

Time Boxing …

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Direct / Indirect Intercultural Communication Patterns http://www.danielnester.com/uploaded_images/Kaplan_RB_Cultural_Thought_Patterns_in_Intercultural_Communication_Diagram-790122.JPG

Daily Standups, Retrospective, … Core Protocols, XP Values, ..

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The Challenge : touching the values for sustainability

DO is not

BE

Coaching REQUIRED ! To lead the change at the values level

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Cultural differences : Key Models

Geert Hofstede (2002)

Classic models dealing with intercultural differences

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Why and How to use these models ?

To manage the « agile intercultural paradox »(*)

-Helper ? how agility can mitigate cultural gaps ? -Blocker ? how the cultural orientations can impact (block or help) agile effectiveness

(*) tentative name ..

Better to be aware before than after ..

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Quick Illustration with Hofstede

Power of the hierarchy Scrum-master command/control to manager-coach

Radical Transparency Burn charts, ..

Inter-Relationships Collective ownership Daily Meeting

Tolerance to ambiguity, uncertainty No Upfront spec/design KISS Rules, LEAN Process

Reactivity to the changes DEEP Backlog Iterative & Incremental

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Overview of Scrum vs Cultural Attributes http://hasith.net/documents/Culturally_Distributed_Scrum.pdf

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Conclusion : Agility as a NEGOTIATED Third Culture

Culture 1

Culture 2

The Third Culture

<!> Agile Intercultural Paradox <!>

Good to have Agility as an opportunity to bridge teams with a 3rd Culture, AND take care of the “agile intercultural paradox”

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#2 - Discover

ScrumShore

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The 3 Components of SCRUMShore

ONE Team Spirit

Smart Team Work

Evolutive Iterative & Incremental

Delivery Model

Features Teams

SCRUMShore is a trust-based operating model, fostering the ONE TEAM Spirit, relying on SCRUM and a SMART transition path

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Lead Site Client Accountability Client Proximity Integration, Roll-Out

Remote Site Delivery Capabilities Execution Capacity Feature Team

ONE Team ONE Culture = We are equal Shared Vision Common Goals Unified Working Principles “us” / “them” syndrome killer Distance Reducer

3 Perspectives a good way to structure the thinking / design / implementation of your partnership.

Infinite reusability …

ONE Team Spirit We are within the same company !

No SLAs, No penalty, … But virtual distributed teams

Component #01 : the Foundations

The key enabler : 2 simple concepts to envision the ONE TEAM Spirit. Leveraging Edouard De Bono : Lateral Thinking

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View 1 : High-level Goals & Roles Distribution Mutual Expectations

View 2 : Detailed Work Distribution Working Mix

View 3 : Horizontal Interactions Expectations, Communication, Deliverables, Tools, …

View 4 : Vertical Interactions Expectation, Communication, Deliverables, Tools, …

ONE Team

#1 Roles Distribution

#2

Working Mix

#3 Horizontal

Collaboration

#4 Vertical Collaboration

Component #02 : The SMART TeamWork Foundations

We push teams to define a clear cut working manifesto, write down their mutual expectations, shared commitment. Real Coaching (with an exercise book) We avoid the RACI spirit

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Component #03a : Distributed SCRUM + XP

Distribute across the 2 sites : the agile and lean software principles Apply SCRUM as-it-is (SCRUM is enough lean and “kiss”. Kill the “yes/buts” )

Iteration-pipelining has been introduced on need basis (C. Larman in Bangalore in 2006)

We apply XP Core Engineering Practices : TDD, CI, JIT Design,..

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Component #03b : Evolutive Delivery Model

1

2

3

Value Scale

Foster Loose-Coupling, Enable Remote Empowerment Build Remote Autonomy Minimize Back & Forth, Latency

Initial

Optimized

Ultimate

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HOW-TO (1/3): Sketch your operating model by following the user stories …

Lead Site

Business IT

Remote Site

IT

On a whiteboard, together Apply the various SCRUM + XP elements to define •Who is charge of what •How you will manage the various scrum ceremonies •How you will monitor the activities based on scrum indicators + outcomes of your engineering Carve your working manifesto in the “Sourcing Agreement”

Governance

Functional

Technical

Sourcing Engagement

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HOW-TO (2/3): Sketch your operating model by following the user stories …

Lead Site

Business IT

Remote Site

IT

Product Backlog

Day

Products Increments

Product Owner

Lead Scrum Master

Remote Scrum Master

Remore Scrum Team

Sprint Planning

Local Scrum Team

Day

Iteration Backlog

Retrospective Sprint Review

User Stories

SCRUM Checklist

SCRUM Roles Product Owner Scrum Master Scrum Team

SCRUM Artefacts Product Backlog Product Burn Up Chart Iteration backlog Iteration Burndown Velocity

SCRUM Ceremonies Iteration Planning Daily Scrum Meeting Iteration Review Iteration Retrospective

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HOW-TO (3/3): Sketch your operating model by following the user stories …

Project X

Project Y

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Exercise Book : to Guide You in this Journey

Vision / Charter

Vision / Charter

Self Test

Working Areas

Horiontal Collaborations

S.M.A.R.T Goals

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Checklist : : « Flower of Success »

Based of our experience, here are the basics to succeed

(teams called it the ‘flower of success’, and also used it as a simple and quick diagnosis-checklist).

Easy to see where agility is at stakes

Good Starts / Bad Starts begin

here …

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#3 - Outro Next Steps Q&A ROTI

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Next Steps

Apply Scrumshore to other kinds of sourcing Distributed Team, ATG, Fixed Price

Leverage « Agile Contracting

Models » Going beyond Captive Offshoring, and leverage ScrumShore to support our Sourcing Strategy … comin’ soon : Scrumshore & eSCM mapping

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ScrumShore Lean Distance

Reducer

Trust Builder

Take Aways

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Q&A

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Merci

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Some References

Challenges in Applying Scrum Methodology on Culturally Distributed Teams http://hasith.net/documents/Culturally_Distributed_Scrum.pdf Analyzing Intercultural Factors Affecting Global Software Development Philippe Kruchten http://www.kruchten.com/site/publications.html Investigating Cultural Differences in Virtual Software Teams, G. Dafoulas http://www.ejisdc.org/ojs2/index.php/ejisdc/article/view/37 THE IMPACT OF INTERCULTURAL FACTORS ON GLOBAL SOFTWARE DEVELOPMENT ftp://ftp.eng.auburn.edu/pub/mynenls/.../software.pdf On Empirical Research Into Scrum www.scrumalliance.org/resource_download/989 Geert Hofstede Cultural Dimensions www.geert-hofstede.com/ Rosinski’s Cultural Orientation Framework http://www.philrosinski.com/

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Ingredient #02 : Lateral Thinking, Edouard de Bono

A powerful approach for creative thinking, problem solving. Enable a group to be synchronized on a single perspective at a time, and go perspective by perspective. Agile Tip : a great way to conduct retrospective.

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Ingredient #01 : 5 Dysfunctions of a Team Trust !!

Without trust, nothing will work

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