COMPUTER 10: Lesson 7 - File Storage and Online Collaboration
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
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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 !
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.. And build a strong
partnership with a playful
spirit
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
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Distributed-On-Team Coordination
Breakdown
To foster operational
efficiency
7. Bridging with a Third Culture
Culture 1
A Third
Culture
Culture 2
Individual Culture
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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
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8
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, ..
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• Physical Distance, Timelag
The
Manager Intercultural day-to-day real situations …
11. IST : Indian Stretchable Time
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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
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Daily Standups, Retrospective, …
Core Protocols, XP Values, ..
13. The Challenge : touching the values for sustainability
DO
is not
BE
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Coaching REQUIRED !
To lead the change at the values level
14. Cultural differences : Key Models
Geert Hofstede (2002)
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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
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(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
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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)
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18. Overview of Scrum vs Cultural Attributes
http://hasith.net/documents/Culturally_Distributed_Scrum.pdf
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19. To Sum’Up : Take Care ;)
Culture 1
<!> Agile Intercultural
The Third Paradox <!>
Culture
Culture 2
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Good to have Agility as an opportunity to bridge teams
with a 3rd Culture, AND take care of the “agile intercultural
paradox”
21. The 3 Components of SCRUMShore
ONE Team Spirit
Smart Team Work
Evolutive Iterative &
Incremental
Delivery Model
Features Teams
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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.
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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 !!
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Without trust, nothing will work
24. Ingredient #02 : Lateral Thinking, Edouard de Bono
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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
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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
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
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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
28. Component #03a : Distributed SCRUM + XP
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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,..
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
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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
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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
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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.