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ScrumShore 2.0
                                 For Playful Offshoring
                                 Agile Day Tunisia, 2d June 2012
laurent.sarrazin@simplexeo.com




                                 Laurent SARRAZIN
                                 laurent.sarrazin@simplexeo.com
Speaker
                                                                                                           Agilitateur
                                  Laurent SARRAZIN
                                        laurent.sarrazin@simplexeo.com
                                  Bio                                                         Speaker
                                  Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin
                                  exerce depuis 18 ans dans le secteur du développement           Agile France, May 2012
                                  informatique de la banque d’investissement, exigeant en         Agile Grenoble, Nov 2012
                                  terme de leadership, gourmand en méthodologies et               Agile Tour Rennes, Oct 2012
                                                                                                  ITSMf , 2010, 2011, 2012
                                  technologies de pointe.
                                                                                                  French Scrum Day, 2011, 2012
                                                                                                  Valtech Days, 2010, 2012
                                  Son parcours est marqué par la mise en œuvre de                 eSCM Annual Conference, 2010
                                  méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle
                                  interculturelle. 3 années dans la Silicon Valley Indienne
                                  de Bangalore lui ont permis de développer une               Teacher – from 2009 onw
                                  expérience authentique.                                         Master and Master Exec HEC / Mines/ SupTelecom

                                  A son retour au siège, Laurent a créé et dirige l’ITEC
                                                                                              Current Projects
                                  AGILE CENTER, un service d’accompagnement/coaching
                                  des équipes dans la mise en œuvre et l’amélioration             Simplexeo (www.simplexo.com)
                                  continue de solutions offshores agiles.                         To Succeed with Simplexity.
                                                                                                  A blend of agile value, lean principles, radical management
                                                                                                  to transform our organizations, toward people delight
laurent.sarrazin@simplexeo.com




                                                                                                  Scrumshore (www.scrumshore.com)
                                                                                                  Agility , Lean, Collective Intelligence applied to Smart
                                                                                                  Offshoring
A big issue with
                                                            offshoring : The Distance
                                                                                                                     Story
                                                                                                                         of the
                                                                                                                         Day
                                                                                        But we just missed that
                                                                                        cultures may not fit so easily
                                 A great idea :
                                                                                        with agility
                                 let’s use agility
                                 as bridge




                                                     Let’s try with
                                                     ScrumShore !
laurent.sarrazin@simplexeo.com




                                                                         .. And build a strong
                                                                         partnership with a playful
                                                                         spirit
laurent.sarrazin@simplexeo.com




                                  Statement
                                 The Problem
The Offshoring Problem Statement



                                                               Cultural Differences
                                                               Country, corporate
                                                               intercultural gaps          Loss of ..Visibility,
                                    Distance                                               Control, Trust
                                                       Loss of Client
                                                       Proximity
                                       &               Understanding of the                Streched
                                                       context, the expectations,
                                                                                           Knowledge
                                                       getting feedback, ..
                                                                                           Limited execution
                                  Remoteness                                               scope, less autonomy
                                                         Loss of Teamness
                                                         Dispersed Team vs
laurent.sarrazin@simplexeo.com




                                                         Distributed-On-Team        Coordination
                                                                                    Breakdown
                                                                                    To foster operational
                                                                                    efficiency
laurent.sarrazin@simplexeo.com




                                  The

                                 Idea ?
                                 Magical
Bridging with a Third Culture


                                                                                    Culture 1




                                                                                      A Third
                                                                                      Culture




                                                                                     Culture 2
                                 Individual Culture
laurent.sarrazin@simplexeo.com




                                           Working with distributed teams, especially in different countries
                                           implies to take care of cultural differences. The idea is to leverage the
                                           richness of the differences AND bridge teams with the 3rd culture
                                           based on SCRUM (and other agile ingredients)
The Agile Value Proposal for Offshoring




                                                                               Intrinsic
                                                                                Quality

                                                                              Quality in Built-in
                                                                            eXtrem IT Engineering
                                                                           mindset and practices are
                                                                                 embedded
laurent.sarrazin@simplexeo.com




                                                                                            8
laurent.sarrazin@simplexeo.com




                                    Inter-
                                   Cultural
                                 Orientations
Day to Day
                                 True Stories : Cultural Differences                                                Situations


                                                            •   Objectives Setting (definition, understanding, commitments)
                                                Opinion
                                                            •   Expectations : Explicit / Implicit, Assumptions
                                                            •   Decision Making
                                                            •   Perception of what is challenging
                                                            •   Meetings : agenda to conclusion
                                                Problem
                                                            •   Communication (phone, meetings, interviews, …)
                                                Solving
                                                            •   Cross-Visits, Protocols
                                                            •   Absences
                                                            •   Learning Schemes
                                                Anger
                                                            •   Leadership Style
                                                            •   Sense of Quality
                                                            •   Yes / No
                                                Self        •   Definition of ‘Done’
                                                Esteem
                                                            •   Clarifications, Troubleshooting, ..
laurent.sarrazin@simplexeo.com




                                                            •   Physical Distance, Timelag
                                                The
                                                Manager     Intercultural day-to-day real situations …
IST : Indian Stretchable Time
laurent.sarrazin@simplexeo.com




                                                           Time Boxing …
Direct / Indirect Intercultural Communication Patterns
                                 http://www.danielnester.com/uploaded_images/Kaplan_RB_Cultural_Thought_Patterns_in_Intercultural_Communication_Diagram-790122.JPG
laurent.sarrazin@simplexeo.com




                                                                                                        Daily Standups, Retrospective, …
                                                                                                        Core Protocols, XP Values, ..
The Challenge : touching the values for sustainability


                                                                                       DO

                                                                                       is not

                                                                                       BE
laurent.sarrazin@simplexeo.com




                                                                Coaching REQUIRED !
                                                                To lead the change at the values level
Cultural differences : Key Models

                                 Geert Hofstede (2002)
laurent.sarrazin@simplexeo.com




                                                             Classic models dealing with intercultural
                                                             differences
Better to be
                                 Why and How to use these models ?                aware before
                                                                                   than after ..
                                 To manage the
                                 « agile intercultural paradox »                        (*)



                                 -Helper ?
                                 how agility can mitigate cultural gaps ?

                                 -Blocker ?
                                 how the cultural orientations can impact
laurent.sarrazin@simplexeo.com




                                 (block or help) agile effectiveness
                                                          (*) tentative name ..
Quick Illustration with Hofstede

                                                                     Tolerance to ambiguity,
                                                                     uncertainty
                                                                      No Upfront spec/design
                                                                      KISS Rules, LEAN Process
                                 Power of the hierarchy
                                  Scrum-master
                                 command/control to manager-coach
                                  Radical Transparency
                                 Burn charts, ..


                                 Inter-Relationships
                                 Collective ownership
                                 Daily Meeting                      Reactivity to the changes
                                                                     DEEP Backlog
                                                                      Iterative & Incremental
laurent.sarrazin@simplexeo.com
Exploring the Arab Culture
                                                              Source : http://geert-hofstede.com/arab-world-egiqkwlblysa.html
                                                              (based on scores for Egypt, Iraq, Kuwait, Lebanon, Libya, Saudi Arabia)
laurent.sarrazin@simplexeo.com
Overview of Scrum vs Cultural Attributes
                                 http://hasith.net/documents/Culturally_Distributed_Scrum.pdf
laurent.sarrazin@simplexeo.com
To Sum’Up : Take Care ;)


                                                                                   Culture 1



                                                                                                     <!> Agile Intercultural
                                                                                   The Third              Paradox <!>
                                                                                    Culture




                                                                                    Culture 2
laurent.sarrazin@simplexeo.com




                                              Good to have Agility as an opportunity to bridge teams
                                             with a 3rd Culture, AND take care of the “agile intercultural
                                             paradox”
laurent.sarrazin@simplexeo.com




                                   Shore
                                  SCRUM
                                 Idea #02
The 3 Components of SCRUMShore


                                                    ONE Team Spirit




                                                   Smart Team Work




                                                  Evolutive Iterative &
                                                      Incremental
                                                    Delivery Model
                                                    Features Teams
laurent.sarrazin@simplexeo.com




                                     SCRUMShore is a trust-based operating model, fostering the ONE
                                     TEAM Spirit, relying on SCRUM and a SMART transition path
Component #01 : the Foundations

                                                                                      ONE Team
                                                            ONE Team Spirit           ONE Culture = We are equal Shared Vision
                                                                                      Common Goals
                                                                                      Unified Working Principles
                                                 We are within the same company !
                                                                                      “us” / “them” syndrome killer
                                                            No SLAs, No penalty, …    Distance Reducer
                                                      But virtual distributed teams
                                                                                      Lead Site                       Remote Site
                                                                                      Client Accountability           Delivery Capabilities
                                                                                      Client Proximity                Execution Capacity
                                                                                      Integration, Roll-Out           Feature Team




                                 3 Perspectives
                                   a good way to structure the thinking /
                                   design / implementation of your
                                   partnership.
laurent.sarrazin@simplexeo.com




                                   Infinite reusability …


                                        The key enabler : 2 simple concepts to envision the ONE TEAM Spirit.
                                        Leveraging Edouard De Bono : Lateral Thinking
Ingredient #01 : 5 Dysfunctions of a Team
                                                                                                 Trust !!
laurent.sarrazin@simplexeo.com




                                                                      Without trust, nothing will work
Ingredient #02 : Lateral Thinking, Edouard de Bono
laurent.sarrazin@simplexeo.com




                                                A powerful approach for creative thinking, problem solving.
                                                Enable a group to be synchronized on a single perspective at a time, and go
                                                perspective by perspective.
                                                Agile Tip : a great way to conduct retrospective.
Component #02 : The SMART TeamWork Foundations


                                  View 1 : High-level
                                  Goals & Roles Distribution                                                  View 2 : Detailed Work Distribution
                                   Mutual Expectations                                                        Working Mix
                                                                                               #1 Roles
                                                                                              Distribution




                                             View 4 : Vertical Interactions
                                              Expectation, Communication,
                                             Deliverables, Tools, …            #4 Vertical
                                                                                              ONE                 #2
                                                                              Collaboration
                                                                                              Team            Working Mix




                                                                                                                    View 3 : Horizontal Interactions
                                                                                                                     Expectations, Communication,
                                                                                                                    Deliverables, Tools, …
                                                                                                   #3
                                                                                               Horizontal
                                                                                              Collaboration
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                                            We push teams to define a clear cut working manifesto, write
                                           down their mutual expectations, shared commitment.
                                            Real Coaching (with an exercise book)
                                            We avoid the RACI spirit
Evolutive Delivery Model
                                 From Shared to Managed Delivery Developments
                                 Value-Based Evolution, driven by success conditions

                                 Shared Development                                  Feature-Driven Development                           Managed Delivery Development

                                 Deliveries are co-developed at both locations       Delivery activities are segregated                   Client Exposure for Remote Site

                                 Lead Site : Client Requirement and Integration      Lead Site : Client Requirement and Integration       Lead Site : Client Accountability and Integration
                                 Both Sites : Shared delivery activities             Remote Site : High autonomy on delivery activities   Remote Site : High autonomy on delivery activities

                                  Significant coupling between sites limiting the    Light coupling leading higher productivity          Loose coupling unleashing the highest productivity
                                 value
                                                                                                                                                                   Managed
                                                                                                        Feature-Driven




                      Value                           Initial Value                                  Optimized Value                                       Maximized Value
                     Stream                             Moderate Savings                                  Significant savings                                      Best savings
laurent.sarrazin@simplexeo.com




                                                                                      Optimal use of remote execution capacity             Maximized use of remote execution capacity
                                   Limited use of remote execution capacity
                                                                                       Higher Collective Ownership                         Client Exposure instilling higher understanding of
                                   Limited Remote Domain Knowledge
                                                                                       Domain knowledge at remote site                    the requirements, constraints, expectations

                                  Success Conditions / Trigger                        Success Conditions / Trigger                         Success Conditions / Trigger
                                  Good to kick-start an activity                      Mature remote site capabilities                      Matured Client Relationship
                                                                                      Established Distributed TeamWork Interfaces          Enforced Release Mgt
Component #03b : Evolutive Delivery Model
                                                                                           Value
                                                                                           Scale
                                                                             3   Ultimate



                                                                             2   Optimized



                                                                             1   Initial
laurent.sarrazin@simplexeo.com




                                      Foster Loose-Coupling,
                                      Enable Remote Empowerment
                                      Build Remote Autonomy
                                      Minimize Back & Forth, Latency
Component #03a : Distributed SCRUM + XP
laurent.sarrazin@simplexeo.com




                                                 Distribute across the 2 sites : the agile and lean software
                                                principles
                                                 Apply SCRUM as-it-is (SCRUM is enough lean and “kiss”. Kill the “yes/buts” )
                                                 Iteration-pipelining has been introduced on need basis
                                                (C. Larman in Bangalore in 2006)
                                                 We apply XP Core Engineering Practices : TDD, CI, JIT Design,..
laurent.sarrazin@simplexeo.com




                                                     Play !
                                 (but seriously ;)
laurent.sarrazin@simplexeo.com




                                   Plenty of « Serious
                                 Games » + a Place : the
                                       PlayRoom
Round 01 - The Collective GOALS
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                                                                   A first set of easy games to
                                                                    carve our collective and
                                                                            SMART goals
Round 02 : How it works
laurent.sarrazin@simplexeo.com




                                                           The Start Your Day Game,
                                                           With the wheel of respect
Round 03 : Who is doing what ?


                                                                  Project Y

                                                      Project X
laurent.sarrazin@simplexeo.com




                                                                   The Give & Take Game.
                                                                   Forget the RACIs !!
To know more



                                                Plongez dans les
                                                   Références
laurent.sarrazin@simplexeo.com
laurent.sarrazin@simplexeo.com


                                 www.scrumshore.com
laurent.sarrazin@simplexeo.com




                                 Q&A
Some References

                                 Challenges in Applying Scrum Methodology on Culturally Distributed Teams
                                 http://hasith.net/documents/Culturally_Distributed_Scrum.pdf

                                 Analyzing Intercultural Factors Affecting Global Software Development
                                 Philippe Kruchten
                                 http://www.kruchten.com/site/publications.html

                                 Investigating Cultural Differences in Virtual Software Teams, G. Dafoulas
                                 http://www.ejisdc.org/ojs2/index.php/ejisdc/article/view/37

                                 THE IMPACT OF INTERCULTURAL FACTORS ON GLOBAL SOFTWARE DEVELOPMENT
                                 ftp://ftp.eng.auburn.edu/pub/mynenls/.../software.pdf

                                 On Empirical Research Into Scrum
                                 www.scrumalliance.org/resource_download/989


                                 Geert Hofstede Cultural Dimensions
                                 www.geert-hofstede.com/

                                 Rosinski’s Cultural Orientation Framework
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                                 http://www.philrosinski.com/
INDIA
                                 •   Power distance                                                                              •   Masculinity / Feminity
                                 •   This dimension deals with the fact that all individuals in societies are not equal – it     •   A high score (masculine) on this dimension indicates that the society will be driven by
                                     expresses the attitude of the culture towards these inequalities amongst us.                    competition, achievement and success, with success being defined by the winner / best in field –
                                                                                                                                     a value system that starts in school and continues throughout organisational behaviour.
                                 •   Power distance is defined as the extent to which the less powerful members of               •   A low score (feminine) on the dimension means that the dominant values in society are caring
                                     institutions and organisations within a country expect and accept that power is                 for others and quality of life. A feminine society is one where quality of life is the sign of success
                                                                                                                                     and standing out from the crowd is not admirable. The fundamental issue here is what
                                     distributed inequally.                                                                          motivates people, wanting to be the best (masculine) or liking what you do (feminine).
                                 •   India scores high on this dimension, 77, indicating an appreciation for hierarchy and       •   India scores 56 on this dimension and is thus considered a masculine society. Even though it is
                                                                                                                                     mildy above the mid range in score, India is actually very masculine in terms of visual display of
                                     a Top – Down Structure in society and Organizations. If one were to encapsulate the             success and power. The designer brand lable, the flash and bling that goes with advertising one’s
                                     Indian attitude, one could use the following words and phrases : dependent on the               success, is widely practiced. However, India is also a spritual country with millions of deities and
                                     boss or the powerholder for direction, acceptance of un-equal rights between the                various religious philosophies. It is also an ancient country with one of the longest surviving
                                                                                                                                     cultures which gives it ample lessons in the value of humility and abstinence. This often reigns in
                                     power-priviledged and those who are lesser down in the pecking order, immediate                 people from indulging in Masculine displays to the extent that they might be naturally inclined
                                     superiors accessible but one layer above less so, paternalistic leader, management              to. In more Masculine countries the focus is on success and achievements, validated by material
                                                                                                                                     gains . Work is the center of one’s life and visible symbols of success in the work place is very
                                     directs, gives reason / meaning to ones work life and rewards in exchange for loyalty           important.
                                     from employees. Real Power is centralized even though it may not appear to be and
                                     managers count on the obedience of their team members.Employees expect to be                •   Uncertainty avoidance
                                     directed clearly as to their functions and what is expected of them. Control is             •   The dimension Uncertainty Avoidance has to do with the way that a society deals with the fact
                                                                                                                                     that the future can never be known: should we try to control the future or just let it happen?
                                     familiar, even a psychological security, and attitude towards managers are formal               This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety
                                     even if one is on first name basis. Communication is top down and directive in its              in different ways. The extent to which the members of a culture feel threatened by ambiguous
                                                                                                                                     or unknown situations and have created beliefs and institutions that try to avoid these is
                                     style and often feedback which is negative is never offered up the ladder.                      reflected in the UAI score.
                                                                                                                                 •   India scores 40 on this dimension and thus has a medium low preference for avoiding
                                                                                                                                     uncertainty. In India there is acceptance of imperfection; nothing has to be perfect nor has to go
                                 •   Individualism                                                                                   exactly as planned. India is traditionally a patient country where tolerance for the unexpected is
                                 •   The fundamental issue addressed by this dimension is the degree of                              high ; even welcomed as a break from monotony. People generally do not feel driven and
                                                                                                                                     compelled to take action-initiatives and comfortably settle into established rolls and routines
                                     interdependence a society maintains among its members. It has to do with whether                without questioning. Rules are often in place just to be circumvented and one relies on
                                     people´s self-image is defined in terms of “I” or “We”.                                         innovative methods to “bypass the system”. A word used often is “adjust” and means a wide
                                                                                                                                     range of things, from turning a blind eye to rules being flouted to finding a unique and inventive
                                 •   In Individualist societies people are supposed to look after themselves and their               solution to a seemingly unsurmoutable problem. It is this attitude that is both the cause of
                                     direct family only. In Collectivist societies people belong to ‘in groups’ that take care       misery as well as the most empowering aspect of the country. There is a saying that “nothing is
                                                                                                                                     impossible” in India, so long as one knows how to “adjust”.
                                     of them in exchange for loyalty.
                                 •   India, with a score of 48 is a society with clear collectivistic traits. This means that    •   Long term orientation
                                     there is a high preference for belonging to a larger social framework in which              •   The long term orientation dimension is closely related to the teachings of Confucius and can be
                                                                                                                                     interpreted as dealing with society’s search for virtue, the extent to which a society shows a
                                     individuals are expected to act in accordance to the greater good of one’s defined              pragmatic future-oriented perspective rather than a conventional historical short-term point of
                                     in-group(s). In such situations, the actions of the individual are influenced by various        view.
                                     concepts such as the opinion of one’s family, extended family, neighbours, work             •   The Indians score 61, making it a long term, pragmatic culture. In India the concept of “karma”
                                                                                                                                     dominates religious and philosophical thought. Time is not linear, and thus not as important as
laurent.sarrazin@simplexeo.com




                                     group and other such wider social networks that one has some affiliation toward.                to western societies which typically score low on this dimension. Countries like India have a
                                     For a collectivist, to be rejected by one’s peers or to be thought lowly of by one’s            great tolerance for religious views from all over the world – Hinduism is often considered a
                                                                                                                                     philosophy more than even a religion; an amalgamation of ideas, views, practices and esoteric
                                     extended and immediate in-groups, leaves him or her rudderless and with a sense of              beliefs. In India there is an acceptance that there are many truths and often depends on the
                                     intense emptyness. The employer/employee relationship is one of expectations                    seeker. Societies that have a high score on Long Term Orientation, typically forgive lack of
                                     based on expectations – Loyalty by the employee and almost familial protection by               punctuality, a changing game-plan based on changing reality and a general comfort with
                                                                                                                                     discovering the fated path as one goes along rather than playing to an exact plan.
                                     the Employer. Hiring and promotion decisions are often made based on
                                     relationships which are the key to everything in a Collectivist society.
FRANCE
                                 •   Power distance                                                                              •   Uncertainty avoidance
                                     This dimension deals with the fact that all individuals in societies are not equal – it         The dimension Uncertainty Avoidance has to do with the way that a society
                                     expresses the attitude of the culture towards these inequalities amongst us.                    deals with the fact that the future can never be known: should we try to
                                     Power distance is defined as the extent to which the less powerful members of                   control the future or just let it happen? This ambiguity brings with it
                                     institutions and organisations within a country expect and accept that power is
                                     distributed unequally.                                                                          anxiety and different cultures have learnt to deal with this anxiety in
                                                                                                                                     different ways. The extent to which the members of a culture feel
                                     With a score of 68, France scores high on the scale of the PDI. It is therefore a society       threatened by ambiguous or unknown situations and have created beliefs
                                     in which inequalities are accepted. Hierarchy is needed if not existential; the                 and institutions that try to avoid these is reflected in the UAI score.
                                     superiors may have privileges and are often inaccessible.
                                     The power is highly centralized in France, as well as Paris centralizes administrations,        At 86 France has one the highest scores on the UAI Index. Certainty is often
                                     transports etc.                                                                                 reached through academic work and concepts that can respond for the
                                     In management, the attitude towards managers is more formal, the information                    need of detail, context, and background. Teachings and trainings are more
                                     flow is hierarchical. The way information is controlled is even associated with power,
                                     therefore unequally distributed.                                                                inductive. In management structure, rules and security are welcome and if
                                 •
                                                                                                                                     lacking, it creates stress. Therefore planning is favored, some level of
                                     Individualism                                                                                   expertise welcome, when change policies on the other hand are considered
                                     The fundamental issue addressed by this dimension is the degree of                              stressful.
                                     interdependence a society maintains among its members. It has to do with whether            •
                                     people´s self-image is defined in terms of “I” or “We”.                                         Long term orientation
                                     In Individualist societies people are supposed to look after themselves and their               The long term orientation dimension is closely related to the teachings of
                                     direct family only. In Collectivist societies people belong to ‘in groups’ that take care       Confucius and can be interpreted as dealing with society’s search for virtue,
                                     of them in exchange for loyalty.
                                                                                                                                     the extent to which a society shows a pragmatic future-oriented
                                     At 71 France scores high on the individualistic index. This means that the French               perspective rather than a conventional historical short-term point of view.
                                     favor individual and private opinions, taking care of themselves and immediate
                                     family rather than belonging to a group.                                                        At 39 France is a short term oriented society. This means a great respect for
                                     In the work environment, the relationship with work is contract based, the focus is             tradition as well as a need for norms and absolute truth as guidelines. In
                                     on the task and autonomy is favored. The communication is direct and everyone is                terms of business this short term orientation focuses on quick results i.e.
                                     allowed to speak up, voice out their opinions even more if they do not agree.                   companies are driven by quarterly results. Consumption is driven by
                                     The management is the management of individuals and the recognition of one‘s                    immediate gratification, sensitivity to social trends and rituals. There’s not
                                     work is expected.
                                                                                                                                     much focus on saving. Management is based on self reliance, personal
                                 •                                                                                                   achievement, hard work and managers are judged on short term results.
                                     Masculinity / Femininity
                                     A high score (masculine) on this dimension indicates that the society will be driven
                                     by competition, achievement and success, with success being defined by the winner
                                     / best in field – a value system that starts in school and continues throughout
                                     organisational behaviour.
                                     A low score (feminine) on the dimension means that the dominant values in society
                                     are caring for others and quality of life. A feminine society is one where quality of
                                     life is the sign of success and standing out from the crowd is not admirable. The
laurent.sarrazin@simplexeo.com




                                     fundamental issue here is what motivates people, wanting to be the best
                                     (masculine) or liking what you do (feminine).
                                     With 43, France is a relatively Feminine country. With its famous welfare system
                                     (securité sociale), their 35 working hours/week and 5 weeks holidays per year,
                                     France cares for its quality of life and focuses more on work in order to live than the
                                     reverse. Competition amongst work colleagues is usually not favored as feminine
                                     societies have more sympathy for the underdog. And material signs of success,
                                     especially flashy ones, should not be too visible. The management should be
                                     supportive and dialogue should help resolve conflicts.

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Agile Day Tunisia - ScrumShore 2.0 For Playful Offshoring Agile

  • 1. ScrumShore 2.0 For Playful Offshoring Agile Day Tunisia, 2d June 2012 laurent.sarrazin@simplexeo.com Laurent SARRAZIN laurent.sarrazin@simplexeo.com
  • 2. Speaker Agilitateur Laurent SARRAZIN laurent.sarrazin@simplexeo.com Bio Speaker Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin exerce depuis 18 ans dans le secteur du développement Agile France, May 2012 informatique de la banque d’investissement, exigeant en Agile Grenoble, Nov 2012 terme de leadership, gourmand en méthodologies et Agile Tour Rennes, Oct 2012 ITSMf , 2010, 2011, 2012 technologies de pointe. French Scrum Day, 2011, 2012 Valtech Days, 2010, 2012 Son parcours est marqué par la mise en œuvre de eSCM Annual Conference, 2010 méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle interculturelle. 3 années dans la Silicon Valley Indienne de Bangalore lui ont permis de développer une Teacher – from 2009 onw expérience authentique. Master and Master Exec HEC / Mines/ SupTelecom A son retour au siège, Laurent a créé et dirige l’ITEC Current Projects AGILE CENTER, un service d’accompagnement/coaching des équipes dans la mise en œuvre et l’amélioration Simplexeo (www.simplexo.com) continue de solutions offshores agiles. To Succeed with Simplexity. A blend of agile value, lean principles, radical management to transform our organizations, toward people delight laurent.sarrazin@simplexeo.com Scrumshore (www.scrumshore.com) Agility , Lean, Collective Intelligence applied to Smart Offshoring
  • 3. A big issue with offshoring : The Distance Story of the Day But we just missed that cultures may not fit so easily A great idea : with agility let’s use agility as bridge Let’s try with ScrumShore ! laurent.sarrazin@simplexeo.com .. And build a strong partnership with a playful spirit
  • 4. laurent.sarrazin@simplexeo.com Statement The Problem
  • 5. The Offshoring Problem Statement Cultural Differences Country, corporate intercultural gaps Loss of ..Visibility, Distance Control, Trust Loss of Client Proximity & Understanding of the Streched context, the expectations, Knowledge getting feedback, .. Limited execution Remoteness scope, less autonomy Loss of Teamness Dispersed Team vs laurent.sarrazin@simplexeo.com Distributed-On-Team Coordination Breakdown To foster operational efficiency
  • 6. laurent.sarrazin@simplexeo.com The Idea ? Magical
  • 7. Bridging with a Third Culture Culture 1 A Third Culture Culture 2 Individual Culture laurent.sarrazin@simplexeo.com Working with distributed teams, especially in different countries implies to take care of cultural differences. The idea is to leverage the richness of the differences AND bridge teams with the 3rd culture based on SCRUM (and other agile ingredients)
  • 8. The Agile Value Proposal for Offshoring Intrinsic Quality Quality in Built-in eXtrem IT Engineering mindset and practices are embedded laurent.sarrazin@simplexeo.com 8
  • 9. laurent.sarrazin@simplexeo.com Inter- Cultural Orientations
  • 10. Day to Day True Stories : Cultural Differences Situations • Objectives Setting (definition, understanding, commitments) Opinion • Expectations : Explicit / Implicit, Assumptions • Decision Making • Perception of what is challenging • Meetings : agenda to conclusion Problem • Communication (phone, meetings, interviews, …) Solving • Cross-Visits, Protocols • Absences • Learning Schemes Anger • Leadership Style • Sense of Quality • Yes / No Self • Definition of ‘Done’ Esteem • Clarifications, Troubleshooting, .. laurent.sarrazin@simplexeo.com • Physical Distance, Timelag The Manager Intercultural day-to-day real situations …
  • 11. IST : Indian Stretchable Time laurent.sarrazin@simplexeo.com Time Boxing …
  • 12. Direct / Indirect Intercultural Communication Patterns http://www.danielnester.com/uploaded_images/Kaplan_RB_Cultural_Thought_Patterns_in_Intercultural_Communication_Diagram-790122.JPG laurent.sarrazin@simplexeo.com Daily Standups, Retrospective, … Core Protocols, XP Values, ..
  • 13. The Challenge : touching the values for sustainability DO is not BE laurent.sarrazin@simplexeo.com Coaching REQUIRED ! To lead the change at the values level
  • 14. Cultural differences : Key Models Geert Hofstede (2002) laurent.sarrazin@simplexeo.com Classic models dealing with intercultural differences
  • 15. Better to be Why and How to use these models ? aware before than after .. To manage the « agile intercultural paradox » (*) -Helper ? how agility can mitigate cultural gaps ? -Blocker ? how the cultural orientations can impact laurent.sarrazin@simplexeo.com (block or help) agile effectiveness (*) tentative name ..
  • 16. Quick Illustration with Hofstede Tolerance to ambiguity, uncertainty  No Upfront spec/design  KISS Rules, LEAN Process Power of the hierarchy  Scrum-master command/control to manager-coach  Radical Transparency Burn charts, .. Inter-Relationships Collective ownership Daily Meeting Reactivity to the changes DEEP Backlog  Iterative & Incremental laurent.sarrazin@simplexeo.com
  • 17. Exploring the Arab Culture Source : http://geert-hofstede.com/arab-world-egiqkwlblysa.html (based on scores for Egypt, Iraq, Kuwait, Lebanon, Libya, Saudi Arabia) laurent.sarrazin@simplexeo.com
  • 18. Overview of Scrum vs Cultural Attributes http://hasith.net/documents/Culturally_Distributed_Scrum.pdf laurent.sarrazin@simplexeo.com
  • 19. To Sum’Up : Take Care ;) Culture 1 <!> Agile Intercultural The Third Paradox <!> Culture Culture 2 laurent.sarrazin@simplexeo.com  Good to have Agility as an opportunity to bridge teams with a 3rd Culture, AND take care of the “agile intercultural paradox”
  • 20. laurent.sarrazin@simplexeo.com Shore SCRUM Idea #02
  • 21. The 3 Components of SCRUMShore ONE Team Spirit Smart Team Work Evolutive Iterative & Incremental Delivery Model  Features Teams laurent.sarrazin@simplexeo.com SCRUMShore is a trust-based operating model, fostering the ONE TEAM Spirit, relying on SCRUM and a SMART transition path
  • 22. Component #01 : the Foundations ONE Team ONE Team Spirit ONE Culture = We are equal Shared Vision Common Goals Unified Working Principles We are within the same company ! “us” / “them” syndrome killer No SLAs, No penalty, … Distance Reducer But virtual distributed teams Lead Site Remote Site Client Accountability Delivery Capabilities Client Proximity Execution Capacity Integration, Roll-Out Feature Team 3 Perspectives a good way to structure the thinking / design / implementation of your partnership. laurent.sarrazin@simplexeo.com Infinite reusability … The key enabler : 2 simple concepts to envision the ONE TEAM Spirit. Leveraging Edouard De Bono : Lateral Thinking
  • 23. Ingredient #01 : 5 Dysfunctions of a Team Trust !! laurent.sarrazin@simplexeo.com Without trust, nothing will work
  • 24. Ingredient #02 : Lateral Thinking, Edouard de Bono laurent.sarrazin@simplexeo.com A powerful approach for creative thinking, problem solving. Enable a group to be synchronized on a single perspective at a time, and go perspective by perspective. Agile Tip : a great way to conduct retrospective.
  • 25. Component #02 : The SMART TeamWork Foundations View 1 : High-level Goals & Roles Distribution View 2 : Detailed Work Distribution  Mutual Expectations  Working Mix #1 Roles Distribution View 4 : Vertical Interactions  Expectation, Communication, Deliverables, Tools, … #4 Vertical ONE #2 Collaboration Team Working Mix View 3 : Horizontal Interactions  Expectations, Communication, Deliverables, Tools, … #3 Horizontal Collaboration laurent.sarrazin@simplexeo.com  We push teams to define a clear cut working manifesto, write down their mutual expectations, shared commitment.  Real Coaching (with an exercise book)  We avoid the RACI spirit
  • 26. Evolutive Delivery Model From Shared to Managed Delivery Developments Value-Based Evolution, driven by success conditions Shared Development Feature-Driven Development Managed Delivery Development Deliveries are co-developed at both locations Delivery activities are segregated Client Exposure for Remote Site Lead Site : Client Requirement and Integration Lead Site : Client Requirement and Integration Lead Site : Client Accountability and Integration Both Sites : Shared delivery activities Remote Site : High autonomy on delivery activities Remote Site : High autonomy on delivery activities  Significant coupling between sites limiting the  Light coupling leading higher productivity  Loose coupling unleashing the highest productivity value Managed Feature-Driven Value Initial Value Optimized Value Maximized Value Stream Moderate Savings Significant savings Best savings laurent.sarrazin@simplexeo.com Optimal use of remote execution capacity  Maximized use of remote execution capacity  Limited use of remote execution capacity  Higher Collective Ownership  Client Exposure instilling higher understanding of  Limited Remote Domain Knowledge  Domain knowledge at remote site the requirements, constraints, expectations Success Conditions / Trigger Success Conditions / Trigger Success Conditions / Trigger Good to kick-start an activity Mature remote site capabilities Matured Client Relationship Established Distributed TeamWork Interfaces Enforced Release Mgt
  • 27. Component #03b : Evolutive Delivery Model Value Scale 3 Ultimate 2 Optimized 1 Initial laurent.sarrazin@simplexeo.com  Foster Loose-Coupling,  Enable Remote Empowerment  Build Remote Autonomy  Minimize Back & Forth, Latency
  • 28. Component #03a : Distributed SCRUM + XP laurent.sarrazin@simplexeo.com  Distribute across the 2 sites : the agile and lean software principles  Apply SCRUM as-it-is (SCRUM is enough lean and “kiss”. Kill the “yes/buts” )  Iteration-pipelining has been introduced on need basis (C. Larman in Bangalore in 2006)  We apply XP Core Engineering Practices : TDD, CI, JIT Design,..
  • 29. laurent.sarrazin@simplexeo.com Play ! (but seriously ;)
  • 30. laurent.sarrazin@simplexeo.com Plenty of « Serious Games » + a Place : the PlayRoom
  • 31. Round 01 - The Collective GOALS laurent.sarrazin@simplexeo.com A first set of easy games to carve our collective and SMART goals
  • 32. Round 02 : How it works laurent.sarrazin@simplexeo.com The Start Your Day Game, With the wheel of respect
  • 33. Round 03 : Who is doing what ? Project Y Project X laurent.sarrazin@simplexeo.com The Give & Take Game. Forget the RACIs !!
  • 34. To know more Plongez dans les Références laurent.sarrazin@simplexeo.com
  • 35. laurent.sarrazin@simplexeo.com www.scrumshore.com
  • 37. Some References Challenges in Applying Scrum Methodology on Culturally Distributed Teams http://hasith.net/documents/Culturally_Distributed_Scrum.pdf Analyzing Intercultural Factors Affecting Global Software Development Philippe Kruchten http://www.kruchten.com/site/publications.html Investigating Cultural Differences in Virtual Software Teams, G. Dafoulas http://www.ejisdc.org/ojs2/index.php/ejisdc/article/view/37 THE IMPACT OF INTERCULTURAL FACTORS ON GLOBAL SOFTWARE DEVELOPMENT ftp://ftp.eng.auburn.edu/pub/mynenls/.../software.pdf On Empirical Research Into Scrum www.scrumalliance.org/resource_download/989 Geert Hofstede Cultural Dimensions www.geert-hofstede.com/ Rosinski’s Cultural Orientation Framework laurent.sarrazin@simplexeo.com http://www.philrosinski.com/
  • 38. INDIA • Power distance • Masculinity / Feminity • This dimension deals with the fact that all individuals in societies are not equal – it • A high score (masculine) on this dimension indicates that the society will be driven by expresses the attitude of the culture towards these inequalities amongst us. competition, achievement and success, with success being defined by the winner / best in field – a value system that starts in school and continues throughout organisational behaviour. • Power distance is defined as the extent to which the less powerful members of • A low score (feminine) on the dimension means that the dominant values in society are caring institutions and organisations within a country expect and accept that power is for others and quality of life. A feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable. The fundamental issue here is what distributed inequally. motivates people, wanting to be the best (masculine) or liking what you do (feminine). • India scores high on this dimension, 77, indicating an appreciation for hierarchy and • India scores 56 on this dimension and is thus considered a masculine society. Even though it is mildy above the mid range in score, India is actually very masculine in terms of visual display of a Top – Down Structure in society and Organizations. If one were to encapsulate the success and power. The designer brand lable, the flash and bling that goes with advertising one’s Indian attitude, one could use the following words and phrases : dependent on the success, is widely practiced. However, India is also a spritual country with millions of deities and boss or the powerholder for direction, acceptance of un-equal rights between the various religious philosophies. It is also an ancient country with one of the longest surviving cultures which gives it ample lessons in the value of humility and abstinence. This often reigns in power-priviledged and those who are lesser down in the pecking order, immediate people from indulging in Masculine displays to the extent that they might be naturally inclined superiors accessible but one layer above less so, paternalistic leader, management to. In more Masculine countries the focus is on success and achievements, validated by material gains . Work is the center of one’s life and visible symbols of success in the work place is very directs, gives reason / meaning to ones work life and rewards in exchange for loyalty important. from employees. Real Power is centralized even though it may not appear to be and managers count on the obedience of their team members.Employees expect to be • Uncertainty avoidance directed clearly as to their functions and what is expected of them. Control is • The dimension Uncertainty Avoidance has to do with the way that a society deals with the fact that the future can never be known: should we try to control the future or just let it happen? familiar, even a psychological security, and attitude towards managers are formal This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety even if one is on first name basis. Communication is top down and directive in its in different ways. The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these is style and often feedback which is negative is never offered up the ladder. reflected in the UAI score. • India scores 40 on this dimension and thus has a medium low preference for avoiding uncertainty. In India there is acceptance of imperfection; nothing has to be perfect nor has to go • Individualism exactly as planned. India is traditionally a patient country where tolerance for the unexpected is • The fundamental issue addressed by this dimension is the degree of high ; even welcomed as a break from monotony. People generally do not feel driven and compelled to take action-initiatives and comfortably settle into established rolls and routines interdependence a society maintains among its members. It has to do with whether without questioning. Rules are often in place just to be circumvented and one relies on people´s self-image is defined in terms of “I” or “We”. innovative methods to “bypass the system”. A word used often is “adjust” and means a wide range of things, from turning a blind eye to rules being flouted to finding a unique and inventive • In Individualist societies people are supposed to look after themselves and their solution to a seemingly unsurmoutable problem. It is this attitude that is both the cause of direct family only. In Collectivist societies people belong to ‘in groups’ that take care misery as well as the most empowering aspect of the country. There is a saying that “nothing is impossible” in India, so long as one knows how to “adjust”. of them in exchange for loyalty. • India, with a score of 48 is a society with clear collectivistic traits. This means that • Long term orientation there is a high preference for belonging to a larger social framework in which • The long term orientation dimension is closely related to the teachings of Confucius and can be interpreted as dealing with society’s search for virtue, the extent to which a society shows a individuals are expected to act in accordance to the greater good of one’s defined pragmatic future-oriented perspective rather than a conventional historical short-term point of in-group(s). In such situations, the actions of the individual are influenced by various view. concepts such as the opinion of one’s family, extended family, neighbours, work • The Indians score 61, making it a long term, pragmatic culture. In India the concept of “karma” dominates religious and philosophical thought. Time is not linear, and thus not as important as laurent.sarrazin@simplexeo.com group and other such wider social networks that one has some affiliation toward. to western societies which typically score low on this dimension. Countries like India have a For a collectivist, to be rejected by one’s peers or to be thought lowly of by one’s great tolerance for religious views from all over the world – Hinduism is often considered a philosophy more than even a religion; an amalgamation of ideas, views, practices and esoteric extended and immediate in-groups, leaves him or her rudderless and with a sense of beliefs. In India there is an acceptance that there are many truths and often depends on the intense emptyness. The employer/employee relationship is one of expectations seeker. Societies that have a high score on Long Term Orientation, typically forgive lack of based on expectations – Loyalty by the employee and almost familial protection by punctuality, a changing game-plan based on changing reality and a general comfort with discovering the fated path as one goes along rather than playing to an exact plan. the Employer. Hiring and promotion decisions are often made based on relationships which are the key to everything in a Collectivist society.
  • 39. FRANCE • Power distance • Uncertainty avoidance This dimension deals with the fact that all individuals in societies are not equal – it The dimension Uncertainty Avoidance has to do with the way that a society expresses the attitude of the culture towards these inequalities amongst us. deals with the fact that the future can never be known: should we try to Power distance is defined as the extent to which the less powerful members of control the future or just let it happen? This ambiguity brings with it institutions and organisations within a country expect and accept that power is distributed unequally. anxiety and different cultures have learnt to deal with this anxiety in different ways. The extent to which the members of a culture feel With a score of 68, France scores high on the scale of the PDI. It is therefore a society threatened by ambiguous or unknown situations and have created beliefs in which inequalities are accepted. Hierarchy is needed if not existential; the and institutions that try to avoid these is reflected in the UAI score. superiors may have privileges and are often inaccessible. The power is highly centralized in France, as well as Paris centralizes administrations, At 86 France has one the highest scores on the UAI Index. Certainty is often transports etc. reached through academic work and concepts that can respond for the In management, the attitude towards managers is more formal, the information need of detail, context, and background. Teachings and trainings are more flow is hierarchical. The way information is controlled is even associated with power, therefore unequally distributed. inductive. In management structure, rules and security are welcome and if • lacking, it creates stress. Therefore planning is favored, some level of Individualism expertise welcome, when change policies on the other hand are considered The fundamental issue addressed by this dimension is the degree of stressful. interdependence a society maintains among its members. It has to do with whether • people´s self-image is defined in terms of “I” or “We”. Long term orientation In Individualist societies people are supposed to look after themselves and their The long term orientation dimension is closely related to the teachings of direct family only. In Collectivist societies people belong to ‘in groups’ that take care Confucius and can be interpreted as dealing with society’s search for virtue, of them in exchange for loyalty. the extent to which a society shows a pragmatic future-oriented At 71 France scores high on the individualistic index. This means that the French perspective rather than a conventional historical short-term point of view. favor individual and private opinions, taking care of themselves and immediate family rather than belonging to a group. At 39 France is a short term oriented society. This means a great respect for In the work environment, the relationship with work is contract based, the focus is tradition as well as a need for norms and absolute truth as guidelines. In on the task and autonomy is favored. The communication is direct and everyone is terms of business this short term orientation focuses on quick results i.e. allowed to speak up, voice out their opinions even more if they do not agree. companies are driven by quarterly results. Consumption is driven by The management is the management of individuals and the recognition of one‘s immediate gratification, sensitivity to social trends and rituals. There’s not work is expected. much focus on saving. Management is based on self reliance, personal • achievement, hard work and managers are judged on short term results. Masculinity / Femininity A high score (masculine) on this dimension indicates that the society will be driven by competition, achievement and success, with success being defined by the winner / best in field – a value system that starts in school and continues throughout organisational behaviour. A low score (feminine) on the dimension means that the dominant values in society are caring for others and quality of life. A feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable. The laurent.sarrazin@simplexeo.com fundamental issue here is what motivates people, wanting to be the best (masculine) or liking what you do (feminine). With 43, France is a relatively Feminine country. With its famous welfare system (securité sociale), their 35 working hours/week and 5 weeks holidays per year, France cares for its quality of life and focuses more on work in order to live than the reverse. Competition amongst work colleagues is usually not favored as feminine societies have more sympathy for the underdog. And material signs of success, especially flashy ones, should not be too visible. The management should be supportive and dialogue should help resolve conflicts.