SUCCESSFULLY BOOTSTRAPPING A LARGE SCALABLE SCRUM PRACTICE AT ROYAL DUTCH SHELL

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1 SUCCESSFULLY BOOTSTRAPPING A LARGE SCALABLE SCRUM PRACTICE AT ROYAL DUTCH SHELL Saga of a successful transformation from a struggling software development group to a scalable Scrum practice David Segonds (d.segonds@shell.com) GeoSigns Software Development Manager 1

2 THE CHALLENGE (CA. 2006) Need to port a successful legacy application to Windows Need to productize innovative and competitive research Need to satisfy a more demanding user population Need to Meet expectations for predictability 2

3 THE GROUND TRUTH (JANUARY ) GeoSigns 1.0 is incomplete per the 2007 plan A new management team Bungled Scrum implementation Few software engineering best practices 3

4 THE NEW LEADERSHIP TEAM (SPRING ) GENERAL MANAGER PRODUCT MANAGER SW DEVELOPMENT MANAGER DEPLOYMENT MANAGER PLANNING MANAGER July

5 THE NEW LEADERSHIP TEAM (SPRING ) GENERAL MANAGER PRODUCT MANAGER SW DEVELOPMENT MANAGER DEPLOYMENT MANAGER PLANNING MANAGER July

6 VERSION 2.0: JANUARY TO APRIL January November 3.0 December April 2.0 April

7 VERSION 2.0: SMALL BEGINNINGS February : Departmental workshop Define Version 2.0 release backlog Agree upon a quality criterion based on number of defects February to May : Implement the limited scope Fix defects Deliver 2.0 Celebrate In preparation for things to come: LT decides that schedule will be fixed for subsequent releases Teams and SMEs start developing a definition of done 7

8 VERSION 2.0: LESSONS LEARNED Project Management Triangle Definition of Done 8

9 VERSION 3.0: APRIL TO NOVEMBER January November 3.0 December April 2.0 April

10 VERSION 3.0: ON THE STARTING BLOCKS Done: Implement daily Scrums Monthly iterations Hire one ScrumMaster To do: Consistent Team Size Cross-Functional Teams Implement Retrospectives Implement Review Meetings 10

11 VERSION 3.0: THE LAY OF THE LAND Team (A) Conflict with their SME, had Trouble with acceptance tests Unsustainable implementation Team (B) risky (but necessary) low-level change in SCM mainline Team (C) Overreaching change in a separate branch Team (D) and (E) Doing just fine 11

12 VERSION 3.0: THE STRUGGLE October : Team (A) and (B) are not done Team (C) postpone scope and fix defects Team (D) and (E) fix defects November : Many defects were remaining Team (A) and (B) still not done LT declares victory LT asks teams (C), (D), and (E) to fix defects while Team (A) and (B) continue to develop 12

13 VERSION 3.0: OTHER EFFORTS Beginning of a UI automated testing effort One dedicated individual Two consultants The Squish Framework Software Engineering Excellence Group Trainings Standards Health Checks 13

14 VERSION 3.0: LESSONS LEARNED Collecting Metrics is not easy Recruiting a ScrumMaster helps Index cards do not work with five teams and one application One rule does not fit all Managing the balancing act between common processes and need for autonomy 14

15 VERSION 3.1: NOVEMBER TO APRIL 2011 January November 3.0 December April 2.0 April

16 VERSION 3.1: SPRING CLEANING Fix actionable defects Remove non actionable defects Defect classification by severity Add Gate keeper to reject nonactionable defects 16

17 VERSION 3.1: GETTING SERIOUS Team Reorganization Backlog management and metrics Planning Four-week Sprints Rules of Scrum 17

18 VERSION 3.1: LESSONS LEARNED Invest in a proper planning tool Clean-up your defect database and keep it clean Invest in estimation training End-users favor quality, predictability, over scope 18

19 VERSION 4.0: APRIL 2011 TO DECEMBER 2011 January November 3.0 December April 2.0 April

20 VERSION 4.0: FULL STEAM AHEAD Teams have a proper backlog, clear goals Metrics are now in place to help the teams The newly minted QA team catches defects via automated testing Product is used by 700 users worldwide 20

21 VERSION 4.0: A COUPLE OF ISSUES In two occasions we had to intervene on site to fix defects created by Team (B) during version 3.0 development cycle The total number of defects went from about 300 to 450 during the version 4.0 development cycle Overall stress was quite elevated 21

22 VERSION 4.0: LESSONS LEARNED It takes time, and efforts to implement change Change is stressful It is difficult to maintain a low defect count You can haunted by ghosts from the past Dedicating a team to QA works Rules of scrum help tremendously S. Orrell, J. Lambert, Applying the Dreyfus Learning Model to Focus your Coaching Approach, Agile

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