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SCRUMShore @ SG-CIB Xebia Seminar, 23rd June 2011
Laurent SARRAZIN [email protected]
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Speaker
Laurent SARRAZIN [email protected]
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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