Eat the Impediments!: A Scrum @ Scale Approach to Improving the Enterprise

location_city Hyderabad schedule Jun 20th 01:45 - 03:15 PM place Enterprise Agility people 1 Interested

Scrum practices establish visibility, remove impediments, and promote collaboration at the team level. Standup meetings, physical task boards, and focus on clearing impediments are well known practices to keep a team focused on the work, and establish a sense of flow towards frequent, tangible, and sustainable results.

What about working at a large scale , when tens, hundreds, or thousands of teams are involved? How can a large organization exploit the same core practices when there is highly interdependent work, and when there may be hundreds of people involved? How the can practices create the same level of accountability for executive leadership as they do for teams?

The Scrum @ Scale Framework offers a powerful set of practices for networks of teams to surface and act on impediments, and create hyper-productivity throughout the organization. From the team level to the Executive Action Team, an enterprise can learn to "eat" it's own impediments, and use them to nourish improvement and performance at a scale no one could have conceived of before.

This workshop will introduce valuable, proven Scrum @ Scale practices for large programs. Among the topics that will be discussed are:

  • How can the basic Scrum Master principles and practices be applied to large programs and enterprises?: The Scrum @ Scale Scrum Master Cycle

  • The Scrum of Scrums Impediment Board: Visible impediments, dependencies and milestones at an enterprise

  • The Scaled Daily Scrum: Lightweight activities to promote visibility, clear impediments and collaboration across the program

  • What does it look like when it’s working?: Optimize delivery time, increase quality, and establish improvement across the organization.

 
 

Outline/Structure of the Workshop

The workshop will include both lecture and exercise sections:

  • Introduction (5 minutes) – What are the scaling challenges ripe for improvement through Scrum @ Scale practices? What have been the traditional approaches to scaling scrum practices to a large number of teams?

  • Scrum @ Scale practices for large agile programs and enterprises (10 minutes): Significant Scrum practices that can be exploited at the enterprise level, with real world examples from a number of client organizations:
    • The Scrum of Scrums Impediment Board
    • The Scaled Daily Scrum

  • Scrum @ Scale Exercise (35 minutes): A simulation involving up to 40 workshop attendees, who will utilize Program Scrum practices in an exercise to clear impediments and promote collaboration right at the Gathering in Hyderabad! (Note: if this is a large enough session, we'll split into two groups and run two simulations, and compare results as an entire group afterwards)

  • Summary and Q & A (5 minutes): What will it look like when Scrum @ Scale practices are working well? How can you start using these practices in your own organization?

Learning Outcome

  1. Why Scrum @ Scale practices are valuable at the program level, when many teams and hundreds of people are working together.

  2. Overview of the Scrum Master Cycle of the Scrum @ Scale framework, focusing on the Scrum of Scrums, Scaled Daily Scrum, and the Executive Action Team

  3. Introduce two Scrum @ Scale practices for program-level work:
    a. Scrum of Scrums Impediment Board
    b. Scaled Daily Scrum

  4. Engage in some elementary experience of these practices through a simulation exercise

  5. Methods for evaluating whether Scaling practices are being effective.

Target Audience

Anyone who wants to apply fundamental patterns of the Scrum @ Scale Framework to their enterprise

Prerequisites for Attendees

Practical knowledge of what an impediment is, how can impact a team, and how a Scrum Master work to clear one, is assumed.

schedule Submitted 6 months ago

  • Liked Jeff Lopez-Stuit
    keyboard_arrow_down

    Jeff Lopez-Stuit - Outperforming Your Scrum Master Performance Appraisal

    Jeff Lopez-Stuit
    Jeff Lopez-Stuit
    Founder
    Improvement School, LLC
    schedule 6 months ago
    Sold Out!
    45 Mins
    Talk
    Beginner

    Although management experts have recommended to eliminate employee performance appraisals for over 40 years, they are a fact of life for many who work in traditional enterprises. For Scrum Masters and others that still have to live with them, this talk will help you learn how to use Scrum itself to prepare you to outperform any performance review, and to be able to deliver a stellar performance review in real time at any moment!

  • Liked Zahid Hasan
    keyboard_arrow_down

    Zahid Hasan - Governing Agile Team to increase effectiveness

    45 Mins
    Talk
    Intermediate

    I am Zahid Hasan, an Agile practitioner from Bangladesh working for ICT segment for last 14 years. I like to discuss about Agile governance & governance supported Agile practices which helps to increase the effectiveness of agile team. it will cover the importance & principles of Agile governance, its manifestos, life cycle, milestones etc.

    Also, cover the steps to govern agile team & Agile framework. Hope to describe widely the agile governance practices with examples; and the key challenges to govern agile team. There will be a hands-on to define and measure metrics for agile governed team by using Goal Question Metrics (GQM).

  • Liked Bhanu Golconda
    keyboard_arrow_down

    Bhanu Golconda - The first step towards Agility!(With insights from a Survey)

    Bhanu Golconda
    Bhanu Golconda
    Scrum master
    Pega Systems
    schedule 8 months ago
    Sold Out!
    30 Mins
    Experience Report
    Intermediate

    One of the prime goals of successful Agile transformation is delivering small chunk of value that has big chunk of returns. Every organization has many features in their To-Do list, but how can we identify that small chunk of value from a plethora of customer needs? What is that one primary skill needed which helps individuals at all levels to build the culture of Agility? If we observe closely, simple questions like "What is the benefit from developing this feature?" will enable us with more insights and surfaces right value for development. It is clearly evident that Asking questions comes before Agility and it is the first step to Agility!

    With small steps, incrementally, we can improve Team's Asking skills and this presentation highlights the importance of "Asking". This presentation also lays its foundation on a survey, which I conducted recently. The results of the survey clearly show that teams, which did more asking, have witnessed effective value delivery more often. In the process, the presentation also introduces two new measures called "Team asking quotient" and "Value delivery quotient" which are calculated by assessing 7 important areas that determine the overall asking maturity of a team.

  • Liked Deepti Jain
    keyboard_arrow_down

    Deepti Jain - Learning Fast and Small for Agility with PROBES

    Deepti Jain
    Deepti Jain
    Social Scientist
    AgileVirgin
    schedule 6 months ago
    Sold Out!
    45 Mins
    Talk
    Beginner

    Agility requires experimenting continuously in order to Inspect & Adapt continuously and to Learn continuously. So, it's not just failing fast, but learning fast. In this workshop, which is based on the concept of 'Probes' from BOSSA nova, we will learn what learning fast means for every individual and the organization as a whole.

    By definition, Probes are small, safe-to-fail experiments based on hypotheses derived from reflection via per-learning on the current situation as well as on theory. This is such a great tool not just for Agility enablers but for anyone who wants to bring in change. They can design their own safe-to-fail experiments considering all aspects, and not just but also get validation from peers, users and approvers of the experiment.

    We will learn to define experiments that you can use in your company for bringing agility. This will allow you to create an environment for continuous innovations, an environment where everyone is enrolled which will further create a win-win for everyone.

  • Liked Jerry Rajamoney
    keyboard_arrow_down

    Jerry Rajamoney - Story of an Teal Organization

    Jerry Rajamoney
    Jerry Rajamoney
    Sr. Program Manager
    Visa Inc.
    schedule 7 months ago
    Sold Out!
    30 Mins
    Experience Report
    Beginner

    As an agilist, you all heard about the organizational transformation, leadership agility, etc. Also, you might be a change agent working as part of this adoption.

    Many people refer or point out to the Organization reinvented book as a reference as part of the agile adoption journey.

    Here is a true story of a small NGO, from the very southern part of India, in existence for the past 15+ years and serving humanity by doing a grassroots level change. They have shown the meaning of empowerment, self-managing and self-organizing in an absolutely different way.

    I want to talk about this group (though they have never heard of the agile movement, though the founder had a background of Software development).

  • Liked HARISH THAMPI S
    keyboard_arrow_down

    HARISH THAMPI S - Agility & Transformation - The other side of the Coin

    45 Mins
    Talk
    Advanced

    Transformation has become the buzz word of the times with it spreading over various manifestations like agile, devops, business agility, organizations transformation etc. At the same time most transformation initiatives are driven in a global organizational and team environment.

    In a global environment, we look at scaling and standardization quite frequently. Organizations train everyone alike with same content, same philosophy, same tools, and standards yet we struggle in producing exceptional/uniform results that are sustainable. We see teams falling back to their old ways of working leaving a question on the transformation itself.

    Transformation is often seen as a series of changes in the way we work, the process rules, the way we are structured and several other things. However none of the changes mentioned above guarantees a transformation that is sustainable in delivering business value.

    In this talk, we explore

    • The possible areas to look at why often we fail in sustainable transformation
    • Even after a transformation exercise, why do organizations have to still deal with areas of accountability, commitment and ownership and delivery at cadence.
    • What really matters in a transformation exercise, are we focusing on the right things?
    • Essential ingredients for a sustainable transformation
  • Liked Deepti Jain
    keyboard_arrow_down

    Deepti Jain - How Agile Transformation in India differ from rest of the world. A case study to be taken with a pinch of salt!

    Deepti Jain
    Deepti Jain
    Social Scientist
    AgileVirgin
    schedule 6 months ago
    Sold Out!
    30 Mins
    Experience Report
    Advanced

    The Indian subcontinent has not seen many successful Agile Transformations. In this report we share how a group of 30 Lean Agile Practitioners and thought leaders from industry came together to better understand why Agile Transformations have not achieved or sustained the results in India that we hoped for. This special report was shepherded by Agile Alliance (under Rebecca Wirfs-Brock), with the intention of bringing out key challenges and success factors for any attempted or possible Agile Transformation in Indian IT and Software Development Centers.

    At gatherings all around India, the talk is about different tools, techniques and agile experiences. But many of the experiences are either not from India or only partially achieved here. Agile experiences in India invariably fall short of full-fledged organization-scale self-sustaining irreversible transformations. Most are about rather short-term limited-scale team-level externally-supported “agile adoptions” or about lower-order internal efficiency gains such as faster builds, or higher code coverage, lower tech debt, or quicker deployments. No doubt these accomplishments are important from a product development standpoint, i.e. “building the product right”, as well as a product management standpoint, i.e., “building the right product”.

    However, in most cases, any objective assessment or quantitative demonstration of improved agility in terms of market-facing metrics (such as revenue impact, percentage of market share, number of paying customers, etc.) is conspicuously absent! Roles in functions such as product management or user-experience design have only begun to spring up in last few years. So the matter of fact is not many have seen real Agile Transformation in India, and those who have seen it, recognize that scaling it across the organization and sustaining it over a reasonable period of time is a wider and chronic problem.

    On paper, it all looked familiar and appeared highly successful. However, given that most organizations were either IT outsourcing operations working per or alongside a client’s given process (often in a tight contract lest there be legal disputes around delivery not matching the specs or project plans), or the so-called GICs (the Global In-house Centers, i.e. the in-house delivery arm for MNCs typically headquartered overseas) working on derivative versions (as opposed to “1.0” problems) or smaller-scale problems (compared to their headquarters) or on “lights on” work, or the Startups that were predominantly in early phases of acquiring or post-product/market fit; it often stood out that the landscape looked very different from the US / West Europe (where the work flowed from, for the most part).

    So, to bring out the real state of Agile in India in the open, we (Deepti Jain and Tathagat Varma) called for a Summit—a “Change Agents Summit,” to create an authentic account of the situation.

    Lessons Learned from Collective Experience:
    1) Agile Transformation in India is a far fetched dream
    2) Headquarters of these IDCs need to truly invest (and have intentions) to bring true agility
    3) There is so much power in the people if they come forward authentically, and so it's important to create a social movement that bring out a real report on Agility and Agile Transformation in India.
    4) One such gathering is not enough, but a recurring approach is needed. Hence we have set an yearly gathering called Change Agents Summit, which is also India's first Flip Conference that focuses on

  • Liked Rucha Ramchandra Kapare
    keyboard_arrow_down

    Rucha Ramchandra Kapare - Embracing Performance Kaizen - a performance case study at Springer Nature Pune

    30 Mins
    Experience Report
    Intermediate

    Every organisation hopes / expects / demands high performance from their employees and teams. It's not very long ago when most effective organisations in the world had a ritual called yearly goal - setting. Many organisations still continue with this where the HR cascades a set of goals set by the organisation's leaders for their employees. This is usually followed by a quarterly to yearly review cycle which with most organisations are linked with incentives. In general terms, there ain't any flaw with this system; goal setting is an efficient way to continuously improve oneself. However, the execution of this process may be flawed and may lead to unoptimized results.

    With the advent of business agility, this focus shifted towards continuously learning & improving organisations. This meant that faster feedback was highly recommended for performance improvement and the idea of year-long goal setting seemed a talk of the yesteryears. Many organisations embraced this change by completely abolishing the yearly goal setting practice and instead relying on mentor relationships for an individual's performance improvement. This did improve relationships at the same time hindered transparency since the organisation goals were no longer directly accessed by every employee.

    When seen from the perspective of game theory, it's evident that optimum results are obtained when employees achieve goals which are highly beneficial to them at the same time aligned with the organisation's goals. With the former approach explained above, it's pretty clear that the employees in the first case were aware of the organisation's goals, even if the goals were not aligned with their personal goals. Whereas in the latter case, the lack of transparency meant that the individual's goals were highly focused and may not be in-line with the organisation's objectives.

    This is where Performance Kaizen aligns these two systems with a flavour of Management 3.0 in order to create an optimum setup where high performing individuals, teams, and organisations can thrive. In this session, we present a case study of this implementation at Springer Nature along with our results and learnings; followed by a brief hands-on exercise for the attendees

  • Liked AMOL PRADHAN
    keyboard_arrow_down

    AMOL PRADHAN - How to stop FAKE Agility; and start BUSINESS Agility?

    30 Mins
    Experience Report
    Intermediate

    Established large firms struggle with business agility, due to fake agility. McKinsey’s agility survey shows that 90% of senior executives prioritize firms to become agile, but only 10% achieve business agility. So how to identify (and avoid) FAKE Agility; and start achieving BUSINESS Agility?

  • Liked Anand Pandey
    keyboard_arrow_down

    Anand Pandey - Individual's journey in an organizational transformation

    Anand Pandey
    Anand Pandey
    Senior Manager
    WTW
    schedule 6 months ago
    Sold Out!
    90 Mins
    Workshop
    Intermediate

    Any change fails predominantly because of 2 reasons – because it tries to change the way WE work; and because it tries to change the way I work.

    WE denote an organization – with all its culture and structures. And if any change interferes with the organization’s existing belief system itself, it treats that new change as a virus – as a threat to its existence and way of living – and kills it. Much like a bad organ transplant.

    But, there is also an equally, if not more, important “I” part… “How I work”. This is purely an individual decision. And these individuals, who are the most complex system within an organization. How people will respond to change is difficult to predict. It’s all about understanding the perspective of the people affected by the change.

    We need to transform how our brain thinks in order to transform how our organization works.

  • Liked Lakshmidhar Dhulipala
    keyboard_arrow_down

    Lakshmidhar Dhulipala / Amol Jain / Shalini Joshi / Syed Tamkeen - Transformers on a Mission

    45 Mins
    Talk
    Intermediate

    We partnered with one of the largest US financial organization for a large scale Agile transformation. The transformation involved 250+ Agile teams, 6 LOBs and multiple locations for the globally distributed client organization. 3 key aspects of Coaching toolkit include the following:

    • Gamification: Game assisted learning for transforming people to agile ways of working
    • Teamification: Cross functional and autonomous feature team formation of the people, by the people and for the people
    • Academies: Dedicated hands-on training programs to build skills and competencies for Scrum Master, Agile Coach, Product Owner etc.

    Key Outcomes and Benefits achieved include:

    • 250+ Agile teams and 1500+ Agile practitioners transformed to Agile
    • 250+ Agile teams moved towards higher maturity within 1 year of team formation
    • 100+ Scrum Masters and Agile Coaches trained and coached
    • Contribution towards faster build cycles
    • Continuous Planning & Feedback
    • Better Business & IT alignment
    • Improvement in Time to Market and MVP increments
    • High customer satisfaction with high quality of coaching and thought leadership demonstrated

    We will talk about how we used each of these tools from coaching tool kit to improve maturity of the agile teams, get them transformed to agile ways of working and achieve desired business outcomes.