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Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
SCRUMBIG AND SMALLSimilarities and differences of implementing Scrum into a small core banking software company "Smanking" and into a big insurer "Binsure"
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Companies
Binsure
• BIg INSURancE• Since 2014• > 2'000 people
Smanking
• SMAll baNKING• 2010 – 2013• 45 – 30 people
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Reasons to go Agile
Binsure
• Gartner said so.• Bi-modal IT: Fast IT vs. Core IT• We need to find out, and for that
we start a project.• (Initially, management thought
that a few "brushstrokes of paint" would suffice to become agile)
• Currently, after learning what can be achieved, three goals• Time to Market• Quality• Effectivity
Smanking
• Project Leader had experience using Scrum
• Sounds cool• Improve quality• Natural continuation of what we had
started• … but adding more discipline
• Attendance of Scrum Master course convinces management that Scrum• … improves quality• … improves speed• … leads to better collaboration• … focuses on deliverables
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Starting Point
Binsure
• Well-working company.• Efficiency driven• Process driven• Detailed job descriptions with exact
competencies required• Everybody needs to be involved• Formalistic on paper, but not strictly
enforced• Hierarchy-driven
• Decisions are correct, but it takes too long• Decisions that are taken often re-evaluated by
higher level of hierarchy (Infrage-stellen)
• Very good culture, people help each other
• One big family
Smanking
• Work done mostly ad-hoc• Processes?• People driven• Free-style• Open doors, management
easily accessible• Coffee breaks• Once-monthly full company
meeting with information and drinks / snacks
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Mindgames
Binsure
• Sense of urgency?• IT-driven initiative• Multiple initiatives, not
always aligned
• Top-management not aligned• Hesitant• Unsure
• "Let's define the target picture"
Smanking
• Management convinced the company must do better• Quality of software needs
improving• Speed of development needs
improving
• Continuation of improvement efforts
• Trusting people• Let's try!
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Mindgames cont.
Binsure
• Team Leads, Department Leads, Project Leaders: what will they do?• Loss of status percieved big
• Formalistic HR system, job valuation linked to number of direct reports and budget
Smanking
• Team Leads not keen on leading teams• Still: no longer being team
lead perceived loss of status
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Mindgames
Binsure
• Many managers with vastly different mindsets• Alignment difficult• Different speed of different
organizations
Smanking
• Easy to achieve alignment• Small communication ways• At least once-monthly meet-
ups of the whole company for information, drinks, snacks and socializing
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Mindset of People
Binsure
• Generally positive• People help each other• Feels like a big family• Some hesitant (change!)• Some eager!• Often heard: "this cannot be
done because …"• Rules are not challenged, old
habits die hard• Career (title) seen as the only
way to earn more
Smanking
• Mostly positive• People help each other• Feels like a small family• Some hesitant, others
open• Focused on delivering
software, not adhering to processes
• More of a "let's try" mentality
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
"Drive of Change"
Binsure Smanking
Senior and MiddleManagement
TopManagement
AgileTeams
Management
Developers andBusiness Engineers
Rest ofOrganization
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Organizational Setup
Binsure
• Strong fragmentation• Organization• IT landscape
• Many interdependencies• Meetings!
• Self-organization!!
Smanking
• Small, lean• Fast reorganization, so
organization follows value chain
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Self-Organization
Binsure
• Teams start self-organizing
• Only partly• Examples
• Education / courses up to a certain amount can be booked by the team without further approval
• Teams do their own performance reviews internally without managers
Smanking
• Quickly achieved• Management presses
teams to self-organize• Accepts that the teams
sometimes work differently from each other
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Frameworks – Scaling
Binsure
• SAFe as starting point / blue-print
• People understand it• Many roles, so everybody
(manager) finds a place• Agile Release Trains as
way to align and coordinate between (component) teams
• Danger: we get stuck
Smanking
• Collaboration between teams done via Scrum-of-Scrums
• Aligned Sprints• One overall Product
Owner• Subconsciously following
LeSS principles• Size makes it easy
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Communication
Binsure
• Difficult to reach everybody
• Time-consuming• Standard containers like
Email, Powerpoint, Word
Smanking
• Easy to reach everybody• Short communication
ways• Once-monthly full
company meet and drink• Ad-hoc as needed
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
External Consultants
Binsure
• Yes• No prophet is accepted in
his own country.• Multiple consultants
needed• Only the third consultant is
successful
Smanking
• No.• If management wants it,
they can do it. Scrum is not rocket science.• If not, why hire somebody for
something that is not wanted.
• Frequent input from outside• GOTO Nights• Articles, blogs, discussions
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Processes
Binsure
• Terminology is key, Buzz-Word-Driven• Continuous Integration not
part of McKinsey, Gartner, etc. terminology.
• DevOps as new concept• Tweaking of everything:
our compay is different, this cannot be done.
Smanking
• DevOps not known• Operations done by the
customer, only third level support necessary
• Focus on Automation (costs!)• Continuous Integration and
Delivery• Test automation• Quality is key (costs)
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Processes
Binsure
• Processes at the core of everything
• Scrum viewed as yet another process
• Strong governance
Smanking
• Processes?• Mostly ad-hoc• Expectation that Scrum
could add more self-discipline
• Slack-time (no more hyperactivity)
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Whatever we do, we must ensure that nobody can risk or harm the company
Binsure
• Controls to ensure the company cannot be put to risk.
• Fear that DevOps increases risk
• Management does not have capacity to visit Sprint reviews
• Live demo of software not seen as sufficient
• Centrally created guild organization with strong governance
• Little trust in people
Smanking
• Quality needs to be built into the software
• Everybody is responsible for quality
• Management visits every Sprint review
• Live demo of software diminishes risk
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Infrastructure and Tools
Binsure
• Very heterogenous• Java• Host, PL/1• Smalltalk• .NET• Mobile
• Tools for Continuous Integration• Jenkins• Brain• Nexus• Selenium• Git• Stash• SonarQube
Smanking
• More homogenous• Java• PL/SQL• Visual Basic
• Continuous Integration tools• Jenkins• Concordion• Subversion• Crucible• SonarQube
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Results
Binsure
• Happiness increased in general• Teams• Individuals• Customer• Some paople are unhappy
• Quality increased• Speed increased
• Undertaking the Agile Transformation helps us getting better.
• Many shortcomings are now transparent and are being addressed.
• It's a long journey.
Smanking
• Happiness increased in general• Teams• Individuals• Customer• Some people left (or had to go)
• Quality increased• Release of Core Banking suite delivered was
without any bug.
• Scrum helped us getting better.• Doing twice the work in half the time
• Did we achieve perfect Scrum – Scrum Nirvana?• No. It is a journey, and the target is ever moving.
with half the people
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Results
Similarities
• Change of behavior and mindset, resulting in a changed culture
• Delivers products (mostly software)
• Loss of control• Move towards culture
Differences
• Size matters• Mindset• Sense of urgency• History• Politics• Business model(s)
• Business vs. IT• "We are too poor to buy
cheap shoes"
• Regulations
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Recommendations• Management must want the change!• Focus on collaboration• Create an environment of trust• Psychological safety• Continue to use good engineering practices, introduce
new ones• Create an environment of psychological safety
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Recommendations• Wisdom is learning what to overlook. William James
Relax
Peter Geiser, @peterMgeiser, GOTO Night, 15. September 2016
Recommendations• Invest in Continuous Integration and Delivery, Test
Automation• Releasing your product needs to be automated, effortless, reliable
and reproducible
• Tools are necessary, but don't be distracted by them• There is always a better tool around somewhere• Focus on using the tool well rather than finding the best tool
• Keep a physical Product Backlog and Scrum Board• Quicker, less administration (also: hinders control freaks from
adding unnecessary KPIs)• More transparency• Increases collaboration• Great sense of achievement when a story can be moved to done
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