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Take No Prisoners How a Venture Capital Group Does Scrum

Take No Prisoners How a Venture Capital Group Does Scrum. Jeff Sutherland, Ph.D., USA Igor Altman, USA Agile 2009. Outline. Introduction Getting Started with Scrum Scaling up Conclusion. Introduction. OpenView Labs: A division of OpenView Venture Partner

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Take No Prisoners How a Venture Capital Group Does Scrum

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  1. Take No PrisonersHow a Venture Capital Group Does Scrum Jeff Sutherland, Ph.D., USA Igor Altman, USA Agile 2009

  2. Outline • Introduction • Getting Started with Scrum • Scaling up • Conclusion

  3. Introduction • OpenView Labs: • A division of OpenView Venture Partner • Introduce a successful model for implementing Scrum in OpenView Labs • Not only for software development, but also management, marketing, sales, finance, and so on • Aggressive removal of impediments • i.e., Take No Prisoners

  4. Outline • Introduction • Getting Started with Scrum • Scaling up • Conclusion

  5. Started with Scrum • Team Structure • value-add team(4) & deal team(3) • Each has its Scrum Master • Sprint: one week lengths, from Mon. to Fri. • Product Ownership & Backlog • Scott Maxwell, Chief Product Owner • Backlog housed in Central Desktop

  6. Started with Scrum • Stories • Take a lot of time to Understand • Sizing and Planning • Sizing meeting on every Mon., sizing the story for the next sprint and sent back the unclear stories • Done in “perfect hours” • Scott prioritizes the stories • Daily Scrums

  7. Started with Scrum • Retrospective • Benefit • Self-managing • Communication level up (Transparent to the team) • Impediment removed • Wrong outputs • Collaboration • Reduction in stress for working several projects

  8. Started with Scrum • Benefit • Self-managing • Communication level up (Transparent to the team) • Impediment removed • Wrong outputs • Collaboration • Reduction in stress for working several projects

  9. Started with Scrum • Challenge • membersare specialized and lacking cross-training • Communication between the Scrum team and its project stakeholders is poor • Several team members are unsure that Scrum make sense for the work at OpenView Labs

  10. Outline • Introduction • Getting Started with Scrum • Scaling up • Conclusion

  11. Scaling up • Team Structure • grows from 4 to 6 and ultimately 9 members • The team splits into two and the team is allowed to decide how it will split • Functionally specialized team members are in one and the new team members are in another • Sprint Length • One-week sprint

  12. Scaling up • Product Ownership & Backlog • Product ownership for portfolio value-add projects shift to the role of Open View senior point people • Each portfolio company has its own backlog • Labs team provides feedback into the backlogs and any change must go through the senior point person

  13. Scaling up • Stories • Less communication during the sprint is required between the Labs team and the portfolio companies and the senior point people/product owners • Definition of done is now specified and the same for every story • The done is response to the Labs team completing stories but not to the point people

  14. Scaling up • Sizing and Planning • Done in Scrum Room • Settle back on a Sizing meeting every Mon. • Daily Scrums • Last 15 minutes, with the same three questions • Retrospective • There is now an impediment backlog if the impediment cannot removed immediately

  15. Scaling up • Benefits • More transparent between Labs team and between the Labs team and the portfolio company point people/ product owners • Team collaboration and cross-training increase • Execute more stories across more portfolio companies and practice development areas

  16. Scaling up • Challenge • A Labs team member can’t work within the team • Insufficient cross-training • Focus on perfect hours’ done rather than the ultimate impact of the story • Long-term projects drag out over long periods of time because too many projects are being worked on simultaneously

  17. Outline • Introduction • Getting Started with Scrum • Scaling up • Conclusion

  18. Conclusion • Better focus and more team collaboration • Focus on higher impact stories rather than tasks • Complete projects more quickly at a given time • Weekly lunch-and-learn sessions allow senior team members to educate the newer ones • Each Friday, all portfolio company point people attend a meeting with the Labs teams • Remove the impediments

  19. Thank you

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