An Executive Scrum Team

An Executive Scrum Team
Alexandre Magno Figueiredo

segunda-feira, 7 de dezembro de 2009
Agenda
1. What led me to use Scrum with executives? 2. Some pains in the executive world 3. The Scrum Executive
Alexandre Magno, CST - novembro.2008

1. What led me to use Scrum with executives?
Using Scrum practices to support executive teams wasnt planned at any moment
I noticed that some agile practices could help those teams, once I noticed that - surprisingly - many problems from project world also repeated in the executive world
Planning Poker in the directors board The CIO of a certain bank called me in his room to ask about something he considered curious: he was just walking by the projects oor when he saw many people playing cards during working hours!
Planning Poker in the directors board After explaining the whole Planning Poker process to the director and telling him that it stimulates communication and avoids inuencing opinions, I was amazed by a Ha...thats what I need for our management meeting!
Coffee break at IT oor I loved those boards, the CIO told me after the meeting. With them I have daily updates about the project without having to ask anyone.
TaskBoard in the CIOs room With the visibility the teams radiators gave him, it didnt take long to elaborate a Board with the projects and actions under the CIOs responsability.
TaskBoard in the CIOs room With the visibility the teams radiators gave him, it didnt take long to elaborate a Board with the projects and actions under the CIOs responsability. This model was showed in a management meeting and replicated to other elds.
Short term goals and planning aligned to the goals Attending some Review Meetings, the CIO understood how interesting it was working with short term goals within a short time-box.
Short term goals and planning aligned to the goals Attending some Review Meetings, the CIO understood how interesting it was working with short term goals within a short time-box. It didnt take long to be asked to help him - the CIO - on elaborating a way that he could work with his managers team on small sprints with short term goals.
For some time, I kept questioning myself if what I was starting was something of real value or if - because of my passion for the Agile way of working - I was involved with something ctitious and would suffer the consequences in a near future.
2. Some pains in the executive world
In software projects we are used to hearing complaints about requirements change.
In software projects we are used to hearing complaints about requirements change. However, this pain is not restricted to the software project teams - the business reality requires frequently changes in the companys strategic plan, right after being created.
The problems with silos in software projects made us to consider using multi-disciplinary teams and the same thing is happening in the business world.
The problems with silos in software projects made us to consider using multi-disciplinary teams and the same thing is happening in the business world. How to make an HR manager focus not only on his own goal but turn him into a team member, which in turn is compound of managers from different areas and make them focus on the companys goal?
The solutions dont deliver what they can, mostly because of the gap between who creates the strategic plan and who executes it.
The solutions dont deliver what they can, mostly because of the gap between who creates the strategic plan and who executes it. In the most of the companies, executives are capable to plan competitive business strategies, but are not capable to implement them.
The solutions dont deliver what they can, mostly because of the gap between who creates the strategic plan and who executes it. In the most of the companies, executives are capable to plan competitive business strategies, but are not capable to implement them. In organizations focused on long term results, projects considered strategic are sponsored and in many cases managed by higher levels.
To Norton and Kaplan (2001), there is a misbelief that the right strategy is a mandatory condition to reach success. They estimate that in 70% of the cases, the real problem is not a bad strategy but its bad execution.
3. The Scrum Executive
After the isolated experiences I mentioned before, I decided to think on how to apply something really close to Scrum as proposed by Ken Schwaber and Jeff Sutherland in an executive team.
The ow
1 day
The Executive Team (First who...then what)
30 days
Portfolio Backlog ------------------------------------------------------------------------------------------------------------------------------------------------------------------Executive Sprint Planning Meeting
Who would help?
Companys Vision (Strategical Planning)
Executive Review & Retro
PO
PO
PgO PO
Product Backlog
Product Backlog
Program Backlog
Product Backlog
PO PO
Product Backlog
Actions
The Executive Team
THE EXECUTIVE TEAM
The Executive Team was formed by managers or directors of the unit (Sales, IT, Finance, Support, HR and Marketing).
THE EXECUTIVE TEAM
The need to have a facilitator for this became apparently right in the rst meetings and because of this the team got an Executive ScrumMaster.
THE EXECUTIVE TEAM
The need to have a facilitator for this became apparently right in the rst meetings and because of this the team got an Executive ScrumMaster.
The Executive ScrumMaster was an executive (PMO) for the company with knowledge in the process Scrum and in facilitation and leadership techniques.
THE EXECUTIVE TEAM
The Portfolio Owner (or Executive Product Owner) was the Executive Director.
THE EXECUTIVE TEAM
The Portfolio Owner (or Executive Product Owner) was the Executive Director. An Executive Product Owner owns one or more portfolios.
THE EXECUTIVE TEAM
The Portfolio Owner (or Executive Product Owner) was the Executive Director. An Executive Product Owner owns one or more portfolios. This role is responsible for prioritizing Executive Backlogs.
THE EXECUTIVE TEAM
The Portfolio Owner (or Executive Product Owner) was the Executive Director. An Executive Product Owner owns one or more portfolios. This role is responsible for prioritizing Executive Backlogs. The owner makes sure the vision and strategy of the organization mirror the portfolios.
Companys Vision - Strategical Planning -
COMPANYS VISION
Executive Product Vision Increase 30% the incomings

1. Build Mission Statement 2. Dene Business Values 3. Dene Goals 4. Develop growth strategies for Values and Goals 5. Negative propensites - risks, impediments => Create the Portfolio Backlog
The Portfolio Backlog, or The Executive Product Backlog
PORTFOLIO BACKLOG
Portfolio Backlog -------------------------------------------------------------------------------------------------------------------------------------------------------------------
PORTFOLIO BACKLOG
Having the right vision to guide our executive team, we started the creation of an Executive Product Backlog (or Portfolio Backlog) That Backlog was made of: :: Executive Stories :: Executive Themes :: Executive Epics
PORTFOLIO BACKLOG
Having the right vision to guide our executive team, we started the creation of an Executive Product Backlog (or Portfolio Backlog) That Backlog was made of: :: Executive Stories :: Executive Themes :: Executive Epics
Those Backlog Items were created by the Executive Product Owner with support of the Executive ScrumMaster and the team
PORTFOLIO BACKLOG
business case
other business informations strategic annual plan
increase incomings in 30% Executive Portfolio Owner
Executive Product Backlog (Portfolio Backlog)

In order to gain more control over the sales process closure and follow up, the sales department needs a CRM tool and methodology Sponsor: Priority: Kick-off date: ROI estimates:
Metrics
P
Metrics
Executive Story
usually an executive action
Sponsor: In order to increase the participation on the Brazilian Priority: north and northeast region, the unit needs a Kick-off date: partnership plan to work with regional companies ROI estimates: Sponsor: In order to increase our brand visibility the unit needs Priority: a marketing campaign that comprehends different Kick-off date: medias ROI estimates: In order to reduce the default in 50% the nancial department needs to elaborate an active collection strategy In order to reduce the turnover and waste in the bonus model, the unit needs to restructure the HR strategy. Sponsor: Priority: Kick-off date: ROI estimates: Sponsor: Priority: Kick-off date: ROI estimates:
Pg Executive Theme
Metrics
usually an executive project
Metrics
P usually an executive program Executive Epics
Metrics
Resource Portfolio Backlog
Asset Portfolio Backlog
PORTFOLIO BACKLOG
Besides the annual strategic plan, where the projects usually come from, there are other sources. Daily, problems and opportunities, such as market and clients demands, technological improvements, legal or environmental requirements, etc., are brought to discussion to be resolved.
Executive Sprint Planning Meeting
EXECUTIVE SPRINT PLANNING MEETING
Portfolio Backlog -------------------------------------------------------------------------------------------------------------------------------------------------------------------

PO Who would help? PO PgO
---------- ---------- ----------
Our Sprints, which were 30 days long, started with a Sprint Planning Meeting
Our Sprints, which were 30 days long, started with a Sprint Planning Meeting
In this meeting the Executive Team met to plan what they would work with in the following Sprint.
Balance Portfolio
Sprints Goal
Identify tasks Who would help? Select what t on the Sprint
Dene Velocity
Estimate it if needed Estimate it if needed
The Executive Product Owner presented the goal and explained all the priority items.
The Executive Product Owner presented the goal and explained all the priority items.
The team claried all doubts and discussed which roles would be involved in each item, in an activity called Who Would help?
IT IT
IT IT
support support support HR
Executive Backlog
In order to reduce the turnover and waste in the bonus model, the unit needs to restructure the HR strategy. Sponsor: Priority: Kick-off date:
Identifying premisses for the project
Identifying the team for the project
Gathering the history of all plans used up to now Gathering nancial data from the currently plan Dening the budget for the project
During the Sprint Planning Meeting, the team started to identify what tasks would be needed to execute each item, anticipating any problems and risks.
Executive Sprint
THE EXECUTIVE SPRINT
30 days
Who would help? PO PgO PO Product Backlog Product Backlog Program Backlog
PO
Product Backlog
PO PO
Those projects were executed inside the departments using Scrum and, in most of them, had the Executive Scrum team member as the (Chief) Product Owner or Program Owner.
Product Backlog
Actions
The Executive Daily Meeting
THE EXECUTIVE DAILY MEETING 1 day
30 days
PO
Product Backlog
PO PO
Product Backlog
Actions
THE EXECUTIVE DAILY MEETING
Everyday, the team did a Daily Meeting. Believe me, its a hard task!
Executive Review & Retro
THE EXECUTIVE REVIEW & RETRO 1 day
30 days
Portfolio Backlog ------------------------------------------------------------------------------------------------------------------------------------------------------------------Executive Sprint Planning Meeting Executive Review & Retro
PO
Product Backlog
PO PO
Product Backlog
Actions
THE EXECUTIVE REVIEW & RETRO
At the end of the Sprint the executives presents the results to the Executive Product Owner, just like a regular Sprint Review. Thru those results he evaluated if the Sprint Goal was met or not.
THE EXECUTIVE REVIEW & RETRO
At the end of the Sprint the executives presents the results to the Executive Product Owner, just like a regular Sprint Review. Thru those results he evaluated if the Sprint Goal was met or not.
Finally, the team did an Executive Retrospective.
CONCLUSION
Despite being just the rst step in reaching more adequate techniques for executive projects and programs, using Scrum in this scenario was a very good experience.
Despite being just the rst step in reaching more adequate techniques for executive projects and programs, using Scrum in this scenario was a very good experience. As a result: :: a new behavior of their executives.
Despite being just the rst step in reaching more adequate techniques for executive projects and programs, using Scrum in this scenario was a very good experience. As a result: :: a new behavior of their executives. :: execution and strategy were closer.
Despite being just the rst step in reaching more adequate techniques for executive projects and programs, using Scrum in this scenario was a very good experience. As a result: :: a new behavior of their executives. :: execution and strategy were closer. :: greater visibility of how executive actions were aligned to the business goals.
If you wish to know where your company is heading to, don't look at the static strategic plans. Instead, look at your projects portfolio
Thank you!
alexandre.magno@adaptworks.com.br

An Executive Scrum Team

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An Executive Scrum Team

Alexandre Magno Figueiredo

segunda-feira, 7 de dezembro de 2009

Alexandre Magno, CST - novembro.2008

1. What led me to use Scrum with executives?

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

2. Some pains in the executive world

segunda-feira, 7 de dezembro de 2009

In software projects we are used to hearing complaints about requirements change.

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

3. The Scrum Executive

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009

The Executive Team (First who...then what)

Companys Vision (Strategical Planning)

Executive Review & Retro

segunda-feira, 7 de dezembro de 2009

The Executive Team

segunda-feira, 7 de dezembro de 2009

THE EXECUTIVE TEAM

The Executive Team (First who...then what)

THE EXECUTIVE TEAM

segunda-feira, 7 de dezembro de 2009

THE EXECUTIVE TEAM

segunda-feira, 7 de dezembro de 2009

THE EXECUTIVE TEAM

segunda-feira, 7 de dezembro de 2009

THE EXECUTIVE TEAM

segunda-feira, 7 de dezembro de 2009

THE EXECUTIVE TEAM

segunda-feira, 7 de dezembro de 2009

THE EXECUTIVE TEAM

segunda-feira, 7 de dezembro de 2009

Companys Vision - Strategical Planning -

segunda-feira, 7 de dezembro de 2009

Executive Product Vision Increase 30% the incomings

Companys Vision (Strategical Planning)

segunda-feira, 7 de dezembro de 2009

The Portfolio Backlog, or The Executive Product Backlog

segunda-feira, 7 de dezembro de 2009

The Executive Team (First who...then what)

Companys Vision (Strategical Planning)

Portfolio Backlog -------------------------------------------------------------------------------------------------------------------------------------------------------------------

segunda-feira, 7 de dezembro de 2009

segunda-feira, 7 de dezembro de 2009