FULLY DISTRIBUTED SCRUM THE SECRET SAUCE FOR .

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FULLY DISTRIBUTED SCRUM: THE SECRETSAUCE FOR HYPERPRODUCTIVE OUTSOURCEDDEVELOPMENT TEAMSWith help from Google, Yahoo, Microsoft, IBM, Oracle, MySpace, Adobe, GE, Siemens,BellSouth, GSI Commerce, Ulticom, Palm, St. Jude Medical, DigiChart, RosettaStone,Healthwise, Sony/Ericson, Accenture, Trifork, Systematic Software Engineering, ExigenServices, SirsiDynix, Softhouse, Philips Medical, Barclays Global Investors, ConstantContact, Wellogic, Inova Solutions, Medco, Saxo Bank, Xebia, Insight.com, SolutionsIQ,Crisp, Johns Hopkins APL, Motley Fool, Planon, OpenView Venture Partners, Juske Bank,BEC, Camp Scrum, DotWay AB, Ultimate Software, Scrum Training Institute, AtTask,Intronix, Loyalty Lab, Version One, OpenView Labs, Central Desktop, Open-E, ZmagsJeff Sutherland, Ph.D.Co-Creator of ScrumGuido SchoonheimCTO Xebiajeff.sutherland@scruminc.comChairman, Scrum Training Instutegschoonheim@xebia.com Jeff Sutherland 1993-2007

About Xebia Holland, France, India160 peopleAgile & Java focusWhat we do:– Software development– Agile training&consultancy– Agile offshoringCore values: People first Customer intimacy Quality without compromise Share knowledge Jeff Sutherland 1993-2007

3Xebia OneTeam Since 2006, Xebia (Netherlands) started localizedprojects with half Dutch and half Indian teammembers. After establishing localized hyperproductivity, theymove the Indian members of the team to India andshow increasing velocity with fully distributed teams. After running XP engineering practices inside manydistributed Scrum projects, Xebia has systematicallyproductized a model similar to the SirsiDynix modelfor high performance, distributed, offshore teams withlinear scalability and outstanding quality. 1993-2008 Jeff Sutherland v8.5

Distributed/Outsourcing StylesIsolated ScrumsDistributed Scrum of ScrumsTotally Integrated Scrums Jeff Sutherland 1993-2007

Outsourcing What happens if you outsource 2M of development?– Industry data show 20% cost savings on average Outsourcing from PatientKeeper to Indian waterfallteam:– Two years of data showed breakeven point occurs whenIndian developer costs 10% of American Scrum developer– Actual Indian cost is 30% 2M of Scrum development at my company costs 6M when outsourced to waterfall teams Never outsource to waterfall teams. Only outsourceto Scrum teams. Jeff Sutherland 1993-2007

SirsiDynix - Anatomy of a failedproject Over a million lines of Java code Jeff Sutherland 1993-2007

SirsiDynix Distributed Scrum 56 developers distributed across sitesPOPOPOSirsiDynixProvo, UtahDenver, COWaterloo, CanadaSMDevDevDevT LdDevDevDevCatalogueExigen ServicesSt. Petersburg, RussiaSerialsCirculationSearchReporting Jeff Sutherland 1993-2007

SirsiDynix Distributed Scrum Scrum daily meetingsSt. Petersburg, Russia 17:45pmLocal Team Meeting7:45am Provo, UtahScrum Team Meeting Jeff Sutherland 1993-2007

Velocity in Function Points/Dev monthScrum[1]Waterfall[1]SirsiDynix[2]Person Months54540827Lines of Java51,00058,000671,688Function Points95990012673Function Pointsper Dev/Mon17.82.015.31. M. Cohn, User Stories Applied for Agile Development. Addison-Wesley, 20042. J. Sutherland, A. Viktorov, J. Blount, and N. Puntikov, "Distributed Scrum: Agile Project Management with Outsourced Development Teams," inHICSS'40, Hawaii International Conference on Software Systems, Big Island, Hawaii, 1993-2008 Jeff Sutherland v8.2

Should we look at excellentScrum teams? Often extreme data points are not sustainable. The most productive team ever recorded at Borlandproduced a failed product. The most productive distributed team (SirsiDynix)had quality problems, management problems, andinternal company conflicts that caused the product tobe killed. The second most productive team in the world(Motorola - David Anderson data) was overwhelmedwith bureaucracy, completely demotivated, theirproduct was killed, and the team died a painful death. Jeff Sutherland 1993-2007

11SirsiDynix Challenges ScrumButt Builds were stable only at Sprint boundaries ScrumMasters, Product Owners, and Architects onlyin U.S. No XP in U.S, only in Russia No face to face meetings Low test coverage Poor refactoring practice Did not have equal talent across teams Company merger created competitive products Sirsi now owned Dynix and killed Dynix product 1993-2008 Jeff Sutherland v8.2

12Research Issue SirsiDynix was a retrospective study of a single datapoint Even if quality was perfect, it does not prove anyoneelse can do it. Even worse, if you observe a finding after the fact,you cannot infer causality Is SirsiDynix a lucky accident? Or maybe an unluckyaccident? 1993-2008 Jeff Sutherland v8.5

13We needed a prospective study Define the distributed team model before projectsstart Assure consistent talent, tools, process, andorganization across geographies Establish high quality data gathering techniques onvelocity, quality, cost and environmental factors. Run a consistent team model on a series of projectsand look for comparable results Demonstrate that local velocity distributed velocity Demonstrate that local quality distributed quality Demonstrate linear scaling at constant velocity perdeveloper 1993-2008 Jeff Sutherland v8.5

Aren’t Agile and Offshoringlike oil and water? Scrum Hyperproductive teams are colocated with sharedownership, shared responsibility, high interaction And then you want to distribute them halfway around theplanet? Are you crazy? 2008 Xebia B.V.

Mixing both worldsmakes a killer combination 2008 Xebia B.V.

Mixing both worldsmakes a killer combination Agile hyperproductivity and qualitycombined with offshoring benefits:– Cost reduction– Availability of talent– Scaling up/down with knowledgeretention and without local layoffs 2008 Xebia B.V.

Mixing both worldsmakes a killer combination Agile hyperproductivity and qualitycombined with offshoring benefits:– Cost reduction– Availability of talent– Scaling up/down with knowledgeretention and without local layoffs Solution: Fully Distributed Scrum 2008 Xebia B.V.

Case study: Building a new railwayinformation system 2008 Xebia B.V.

Getting in the same mindspaceWe are looking for: Shared ownership Shared context Personal relationships Team culture and standards Shared Agile value systemWe need to tie people closely together with shared goals:SCRUM! 2008 Xebia B.V.

18Forming the Fully Distributed team Shared ownership from the startDecide architecture togetherGet to know the client and domainNorming session for the teamForm personal relationshipsEstablish local hyperproductivity 2008 Xebia B.V.

19Distributed Scrum Meetings Video conferencingis a must! Same Scrum rules apply Planning poker over videoor with digital tool Digital Scrum boardsThe single most important thing the Scrum cycle facilitatesis communication! 2008 Xebia B.V.

20A day in the life.IndiaLocal standupUpdate Scrum boardStand :0018:00Stand upUpdate Scrum boardNL 2008 Xebia B.V.

Scaling the project 2008 Xebia B.V.

Scaling the project 2008 Xebia B.V.

Scaling the project 2008 Xebia B.V.

Scaling the project 2008 Xebia B.V.

22Some work is hard to distribute Software architecture distributes easily enough Enterprise architecture often does not Xebia rule: client gets same experience as with alocal team 2008 Xebia B.V.

Linear productivity increaseIndia onsiteDistributedscalingTeam hassettled 2008 Xebia B.V.

Quality by Definition of Done & XP Facts:– 95 % found in iteration– 50 in acceptance– 0.5 – 1.0 per kLOCProblem 474849505152535455565758596061Week 2008 Xebia B.V.6263646566676869

Dutch Velocity vs. Russian VelocitySirsiDynix[2]Xebia[3]Person Months827125Lines of Java671,688100,000Function Points126731887Function Pointsper Dev/Month15.315.11. M. Cohn, User Stories Applied for Agile Development. Addison-Wesley, 20042. J. Sutherland, A. Viktorov, J. Blount, and N. Puntikov, "Distributed Scrum: Agile Project Management with Outsourced Development Teams," inHICSS'40, Hawaii International Conference on Software Systems, Big Island, Hawaii,3. J. Sutherland, G. Schoonheim, E. Rustenburg, M. Rijk. Fully Distributed Scrum: The Secret Sauce for Hyperproductive Outsourced DevelopmentTeams. Agile 2008, Toronto, Aug 4-8 (submission, preliminary data) 1993-2008 Jeff Sutherland v8.2

Conclusion 2008 Xebia B.V.

Conclusion Fully Distributed Scrum has the full benefits of both localhyperproductive teams and offshoring 2008 Xebia B.V.

Conclusion Fully Distributed Scrum has the full benefits of both localhyperproductive teams and offshoringFully Distributed Scrum has morevalue then localized Scrum 2008 Xebia B.V.

BEC, Camp Scrum, DotWay AB, Ultimate Software, Scrum Training Institute, AtTask, Intronix, Loyalty Lab, Version One, OpenView Labs, Central Desktop, Open-E, Zmags Jeff Sutherland, Ph.D. Co-Creator of Scrum jeff.sutherland@scruminc.com Chairman, Scrum Training

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