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Agenda
2
Introduction
Before we start -> Some basics
Feature teams and component teams
Introduction
3
バスはどれでしょう？
or 八斯是!？
Scaling Lean & Agile Development
Thinking and Organizational Tools for Large-Scale Scrum
Craig LarmanBas Vodde
Practices for Scaling Lean & Agile
DevelopmentLarge, Multisite, and Offshore Products
with Large-Scale Scrum
Craig LarmanBas Vodde
Some basics
6
7
Scrum
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Continuous Integration
8
Continuous Integration is a developer practice
with the goal to always keep a working system
by making small changes, slowly growing the system
and integrating them at least daily
on the mainline
typically supported by a CI system
with lots of automated tests
9
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Scaling CI system
10
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Large-scale setup
11
Customer DocDeveloperScrumMaster
Analyst
Tester ArchitectInteraction
Designer
Customer DocDeveloperScrumMaster
Analyst
Tester ArchitectInteraction
Designer
Customer DocDeveloperScrumMaster
Analyst
Tester ArchitectInteraction
Designer
Feature teams
12
Conway’s law
Any organization that designs a system (defined more broadly here than just information systems) will inevitably produce a design whose structure is a copy of the organization's communication structure.
And...
Because the design that occurs first is almost never the best possible, the prevailing system concept may need to change. Therefore, flexibility of organization is important to effective design.
- Mel Conway
One ProductOwner
Multiple Teams
Teams own a part of the system:
“Component teams”
Low value work is implemented
Everybody always busy?
“Work gets created”
Large systems... grow larger by default
One requirement does not map to one team
Dependencies never balance out
Result: Not complete requirements integrated
Assign a problem to a role
Impossible job, requirements never balance out.
Result: priority and resource fights
Large backlog items must be split in “less customer-centric backlog items”
Splitting before the iteration starts: “Architecture”
Testing after the iterations ends:“System test”
How to become good? ...
One ProductOwner
3 Teams
Give complete requirements to teams:“Feature teams”
All dependencies within the team
Feature Teams
• long-lived—the team stays together so they can ‘jell’ for higher performance; they take on new features over time
• cross-functional and co-located
• work on a complete customer-centric feature, across all components and disciplines
• composed of generalizing specialists
New problem:
Dependency moved
Modern version control (e.g. svn)
Continuous integration development practice
Automated build and test
Person specialization
Team specialization
Team specialization
Specialization good
Don’t let specialization constrain you
Learn new specializations
Emergent design
Component guardians
Community of Practice
Architect Facilitator
Same for e.g. test, ScrumMasters
Transition can often be done by reforming teams
What about large product development?
Always have one product owner and one product backlog per product
Or... a group of products...
Group requirements into “categories” called:“Requirement areas”
Grouping based on customer, NOT on architecture
Create “requirement area backlogs”
RA backlog is a view on the product backlog
Every PBI maps always to exactly one RA backlog
Every RA has their own “area product owner”
RA product owner specializes in “customer-centric domain”
Every RA has a set of feature teams
From 5-10 per RA
Teams specialize in that area
Areas are dynamic over time
Overall PO decides on moving teams between areas
Value vs velocity
Transition strategy
“Development areas” are groupings based on architecture
Helps transition, has all drawbacks of component teams
Item 1
Item 2
Item 3
Item 4
…
…
System
Comp A
Team
Comp B
Team
Comp C
Team
Component
A
Component
B
Component
C
Product
Owner
Feature
Team #1
Item 2 for A
Item 2 for B
Item 3 for A
Item 3 for B
Item 4 for A
Item 4 for C
Questions?
