SCRUMShore - French Scrum Day 2011

SCRUMShoreL. Sarrazin

Scrum Day France 2011

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Agenda

Speaker

Laurent SARRAZINlaurent.sarrazin@simplexeo.com

BioDiplômé 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 ProjectsSimplexeo (www.simplexo.com)To Succeed with Simplexity.A blend of agile value, lean principles, radical managementto transform our organizations, toward people delight

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

Return of Experience Context

Investment BankingCaptive Offshoring

Multi-Teams, ...

Speaker

Scrum Day, Paris, March 31ADELI, “Autour d’un Verre”, March 30Valtech Days, March 17Cercle Agile, March 8Master HEC / SupTelecom / Mines – 2009, 2010ITSMF Day, Paris, Oct 2010eSCM Annual Conference, Paris, Nov 2010

Publications http://sites.google.com/site/leanprove/ Contribution in a book (Dunod, Q2 2011)

#0 – IntroWe will not speak just about Scrumbecause you know it.

We’d rather focus on Intercultural Teams, and how Scrum is a strong distance reducer.

#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 ..

Storyline

#01 – Intercultural AwarenessImpacts of Remoteness/DistanceBasics to succeed Agile BenefitsBridging 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.

Cultural DifferencesCountry, corporate intercultural gaps

Loss of Client ProximityUnderstanding of the context, the expectations, getting feedback, ..

Loss of TeamnessDispersed Team vs Distributed-On-Team

Loss of ..Visibility, Control, Trust

Streched KnowledgeLimited execution scope, less autonomy

Coordination BreakdownTo foster operational efficiency

The Offshoring Problem Statement

Distance

&

Remoteness

Why ?

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)

Functional Culture

Corporate Culture

Individual Culture

National / Country Culture

Team Culture

#1 - A bit of Intercultural Awareness

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 DaySituations

Intercultural day-to-day real situations …

IST : Indian Stretchable Time

Time Boxing …

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

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

A smart definition

Culture = Learned Values & Behaviours shared by a group of people

Typically aligned with our agile manifesto ;)

The Challenge : touching the values for sustainability

DO

is not

BE Values

practices

Mindset

behaviour

Coaching REQUIRED ! To lead the change at the values level

Cultural differences : Key Models

Geert Hofstede (2002)

Classic models dealing with intercultural differences

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 ..

Quick Illustration with Hofstede

Power of the hierarchy Scrum-master

command/control to manager-coach Radical Transparency

Burn charts, ..

Inter-RelationshipsCollective ownershipDaily Meeting

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

Reactivity to the changesDEEP Backlog Iterative & Incremental

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

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, but we need to take care of the “agile intercultural paradox”

#2 - Discover the ingredients of ScrumShore

Ingredients of the SCRUMShore Recipe

Trust-Based

Sourcing

Agility

Trust-BasedRelationship

AgileIntercultural

Paradox

FlowerOf Success

Scrum + XP

Ingredient #01 : 5 Dysfunctions of a Team

Trust !!

Goodies :A great book, like a fable

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.

Step 3 : Integration into a simple operating model : SCRUMShore

ONE Team Spirit

Smart Team Work

Evolutive Iterative & Incremental

Delivery Model Features Teams

From the Flower Of Success, we created SCRUMShore : a trust-based operating model, fostering the ONE TEAM Spirit, relying on SCRUM and a SMART transition path

3 Core Components

Lead Site Client AccountabilityClient ProximityIntegration, Roll-Out

Remote Site Delivery Capabilities Execution CapacityFeature Team

ONE TeamONE Culture = We are equal Shared VisionCommon GoalsUnified Working Principles

“us” / “them” syndrome killerDistance Reducer

3 Perspectivesa good way to structure the thinking / design / implementation of your partership.

Infinite reusability …

ONE Team SpiritWe are within the same company !

No SLAs, No penalty, …But virtual distributed teams

Scrumshore Component #01 : the Foundations

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

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, …

ONETeam

#1 Roles Distribution

#2 Working Mix

#3Horizontal

Collaboration

#4 Vertical Collaboration

Scrumshore 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

Scrumshore 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,..

Scrumshore Component #03a : Evolutive Delivery Model

1

2

3

ValueScale

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

FEATURE

TEAMS

Initial

Optimized

Ultimate

Exercise Book : to Guide You in this Journey

Vision / Charter

Vision / Charter

SelfTest

WorkingAreas

HoriontalCollaborations

S.M.A.R.TGoals

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 …

#3 - Outronext steps forScrumShore

Next Steps (1/2)

Apply Scrumshore to other kinds of sourcingDistributed 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

Next Steps (2/2) : Pushing for a new Agile Iron Triangle

The journey is not over …Next move : The Radical Change of the Iron Triangle

Relationship

PersonalTouch ;)

+

+

MERCIQuestions / Réponses

Some References

Challenges in Applying Scrum Methodology on Culturally Distributed Teamshttp://hasith.net/documents/Culturally_Distributed_Scrum.pdf

Analyzing Intercultural Factors Affecting Global Software DevelopmentPhilippe Kruchten http://www.kruchten.com/site/publications.html

Investigating Cultural Differences in Virtual Software Teams, G. Dafoulashttp://www.ejisdc.org/ojs2/index.php/ejisdc/article/view/37

THE IMPACT OF INTERCULTURAL FACTORS ON GLOBAL SOFTWARE DEVELOPMENTftp://ftp.eng.auburn.edu/pub/mynenls/.../software.pdf

On Empirical Research Into Scrumwww.scrumalliance.org/resource_download/989

Geert Hofstede Cultural Dimensionswww.geert-hofstede.com/

Rosinski’s Cultural Orientation Frameworkhttp://www.philrosinski.com/