{"id":27383,"date":"2020-09-01T20:10:50","date_gmt":"2020-09-02T03:10:50","guid":{"rendered":"https:\/\/scrumatscale.com\/?p=27383"},"modified":"2024-02-16T09:16:41","modified_gmt":"2024-02-16T17:16:41","slug":"waterfall-ish-to-scrumscale","status":"publish","type":"post","link":"https:\/\/www.scrumatscale.com\/es\/waterfall-ish-to-scrumscale\/","title":{"rendered":"\"Cascada\" a Scrum@Scale"},"content":{"rendered":"

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Scrum@Scale Case Study<\/h1>\n

[\/et_pb_text][et_pb_text _builder_version=”3.27.3″ text_font=”Open Sans|600|||||||” text_font_size=”16px” text_line_height=”1.8em” header_font=”||||||||” header_2_font=”Poppins||||||||” header_2_font_size=”36px” header_2_line_height=”1.4em” background_layout=”dark” max_width=”550px” module_alignment=”center” min_height=”197px” custom_margin=”-29px||-31px||false|false” _i=”1″ _address=”0.0.0.1″]<\/p>\n

\u201cWaterfall-ish\u201d to Scrum@Scale<\/h2>\n

[\/et_pb_text][et_pb_text _builder_version=”3.27.3″ text_text_color=”#ffffff” custom_margin=”-85px||||false|false” custom_padding=”||0px|||” _i=”2″ _address=”0.0.0.2″]An inflexible travel organization was restructured using 12 Scrum teams, four Scrums of Scrums, and an EAT. The organization\u2019s initial 80% technical debt was dramatically reduced and executive-level decision latency dramatically improved.
\n\u201cNot everyone loves change. But, if you focus on the ones who want success, the others will follow.\u201d
\n\u2013 Renee Tsielepi[\/et_pb_text][\/et_pb_column][et_pb_column type=”1_2″ _builder_version=”3.25″ custom_padding=”|||” _i=”1″ _address=”0.0.1″ custom_padding__hover=”|||”][et_pb_cta title=”CASE STUDY SNAPSHOT” button_url=”#intro” _builder_version=”3.27.3″ header_font=”Poppins|600||on|||||” header_font_size=”14px” header_line_height=”1.8em” body_font=”Open Sans||||||||” body_font_size=”16px” body_line_height=”1.8em” background_color=”#ffffff” border_radii=”on|10px|10px|10px|10px” custom_button=”on” button_text_size=”14px” button_text_color=”#ffffff” button_bg_color=”#CC0000″ button_border_width=”8px” button_border_color=”#cc0000″ button_border_radius=”100px” button_letter_spacing=”1px” button_font=”Poppins|600||on|||||” button_icon=”%%22%%” button_icon_color=”#ffffff” button_on_hover=”off” button_alignment=”left” button_custom_margin=”0px||10px||false|false” box_shadow_style=”preset3″ box_shadow_vertical=”31px” box_shadow_blur=”40px” box_shadow_color=”rgba(11,9,26,0.1)” text_orientation=”left” background_layout=”light” max_width_last_edited=”on|desktop” custom_margin=”||||false|false” custom_padding=”||||false|false” animation_style=”slide” animation_direction=”top” animation_intensity_slide=”10%” animation_starting_opacity=”80%” locked=”off” _i=”0″ _address=”0.0.1.0″ button_text_size__hover_enabled=”off” button_one_text_size__hover_enabled=”off” button_two_text_size__hover_enabled=”off” button_text_color__hover_enabled=”off” button_one_text_color__hover_enabled=”off” button_two_text_color__hover_enabled=”off” button_border_width__hover_enabled=”off” button_one_border_width__hover_enabled=”off” button_two_border_width__hover_enabled=”off” button_border_color__hover_enabled=”off” button_one_border_color__hover_enabled=”off” button_two_border_color__hover_enabled=”off” button_border_radius__hover_enabled=”off” button_one_border_radius__hover_enabled=”off” button_two_border_radius__hover_enabled=”off” button_letter_spacing__hover_enabled=”off” button_one_letter_spacing__hover_enabled=”off” button_two_letter_spacing__hover_enabled=”off” button_bg_color__hover_enabled=”off” button_one_bg_color__hover_enabled=”off” button_two_bg_color__hover_enabled=”off” button_bg_enable_color=”on”]<\/p>\n

Trainer Name:<\/strong> Renee Tsielepi
Organization:<\/strong> Anonymous
Organization Size:<\/strong>Large
Industry:<\/strong>\u00a0Leisure and Hospitality
Topics:<\/strong> Executive Action Team (EAT), Reference Model, Traditional Project Management Failure
Date:<\/strong>\u00a02017
Website:\u00a0Renee\u2019s website<\/a><\/strong><\/p>\n

[\/et_pb_cta][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.27.3″ min_height=”774px” custom_margin=”-83px||||false|false” fb_built=”1″ _i=”1″ _address=”1″][et_pb_row _builder_version=”3.27.3″ _i=”0″ _address=”1.0″][et_pb_column type=”4_4″ _builder_version=”3.27.3″ _i=”0″ _address=”1.0.0″][et_pb_video src=”https:\/\/youtu.be\/k5J5-DuHai4″ src_webm=”https:\/\/youtu.be\/XcgG7_Vr0TU” _builder_version=”3.27.3″ _i=”0″ _address=”1.0.0.0″][\/et_pb_video][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Overview” _builder_version=”3.27.3″ custom_margin=”||-2px|||” custom_padding=”0px|0px|0px|0px|false|false” fb_built=”1″ _i=”2″ _address=”2″][et_pb_row _builder_version=”3.27.3″ width=”95%” custom_margin=”|auto|||false|false” custom_padding=”0px||0px||false|false” _i=”0″ _address=”2.0″][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” _i=”0″ _address=”2.0.0″ custom_padding__hover=”|||”][et_pb_button button_url=”https:\/\/scrumatscale.com\/wp-content\/uploads\/2020\/09\/ScrumAtScale-CaseStudy-EAT-Renee-Tsielepi-V1.1.pdf” url_new_window=”on” button_text=”Download Slides” button_alignment=”center” admin_label=”Slides” _builder_version=”3.27.3″ custom_button=”on” button_text_color=”#ffffff” button_bg_color=”#cc0000″ button_border_color=”#cc0000″ button_border_radius=”3px” button_bg_enable_color=”on” _i=”0″ _address=”2.0.0.0″][\/et_pb_button][et_pb_text admin_label=”intro” module_id=”intro” _builder_version=”3.27.3″ text_font=”||||||||” text_font_size=”16px” text_line_height=”1.8em” header_font=”||||||||” header_2_font=”Poppins||||||||” header_2_text_color=”#2c3238″ header_2_font_size=”28px” header_2_line_height=”1.4em” header_3_font=”||||||||” max_width=”1080px” module_alignment=”center” custom_padding=”||0px|||” _i=”1″ _address=”2.0.0.1″]<\/p>\n

Summary<\/h3>\n

In this case study, Renee Tsielepi, a\u00a0Scrum@Scale\u00a0Trainer<\/a>, transformed a \u201cwaterfall-ish\u201d travel organization of 2,000 people using Scrum@Scale, and took them from a total of 49 projects in progress initially to a single backlog with swarming. Poor coordination between the business IT components were coordinated with a single goal and vision, and the organization\u2019s EAT improved their poor decision latency dramatically. Finally, the organization\u2019s 80% technical debt was reduced thus opening developer bandwidth to iterate on the organization\u2019s nearly 250 million daily searches on their API.<\/p>\n

 <\/p>\n

The Dinosaur<\/h3>\n

Renee Tsielepi was contracted to bring Scrum to a travel organization with 2,000 people that was monolithic in structure and highly waterfall-ish. There was no collaboration between IT and business components of the organization and no updates or upgrades in nearly 20 years. The organization was so hierarchical, in fact, that each layer of management was assigned a particular type of chair\u2013higher-level management had arms and a swivel and lowest level having neither.<\/p>\n

The organization had no concept of teams, with developers working by themselves on multiple projects simultaneously. They were about as far away from cross-functional, co-located teams as an organization could get. There was also a large amount of technical debt in the organization, with about 80 percent of time spent on debugging. Clearly, there was great urgency to update the system quickly.<\/p>\n

 <\/p>\n

Planning and Implementing a Scalable Solution<\/h3>\n

The first change Renee introduced was to deliver a scalable reference model to the organization to help locate any impediments and destroy them. She wanted to establish a network of cross-functional, co-located teams that was scalable and could collectively swarm on projects.<\/p>\n

Once the scalable reference model was in place, the organization\u2019s teams were scaled. She needed to simultaneously look at the size and scope of the program, locating around 49 areas of needed change. These changes, however, could not be implemented all at once\u2013at that time, there were already around 250 million searches logged in their API daily.<\/p>\n

Early in the transition away from the monolithic hierarchy, there were difficulties in clearly communicating the vision to invested parties. Fortunately, Renee had a trusted \u201cwingman\u201d that helped her look at 40 systems the organization had in place, slice these systems vertically all the way through, and create a single backlog that the entire organization could utilize. A working skeleton of the model was released early so they could get a lot of feedback.<\/p>\n

They created 12 self-organizing teams that were associated with four Scrums of Scrums, or streams. Each team was stable and cross-functional, and T-shaped to the extent possible. Where there were not enough specialist skills, however\u2013such as Salesforce or applicable database skills\u2013work would have to be steered toward those teams with the relevant expertise. Over time, members of these teams would pair with developers from other teams in order to cross-train new skills.<\/p>\n

The travel organization Renee was consulting also worked with external suppliers that were not initially scrum. In a few instances, these suppliers were able to implement scrum and work at the organization\u2019s new cadence.<\/p>\n

 <\/p>\n

Scale and the Executive Action Team (EAT)<\/h3>\n

Among the most important changes to the previously waterfall-ish organization was the appropriate configuration of the new Executive Action Team (EAT). The EAT would assist teams in destroying previous impediments that originated with the organization\u2019s monolithic hierarchy by owning a transformational backlog.<\/p>\n

If, at the ground-level of knowledge workers, issues could not be resolved, these issues would be bubbled up to the Scrum of Scrums (SoS). If, in turn, the relevant SoS could not resolve the issue, it would then be bubbled up to the Scrum of Scrum of Scrums (SoSoS) and, finally, to the EAT.<\/p>\n

Once an issue reached the EAT, impediments would be allocated to individuals on the team. This team would meet daily, with their own goals and survey of the transformational backlog. All goals from each iteration of scrum would be rolled up, including those of the EAT, and put into a single backlog that was visible to the entire organization. Upon completion of the transition, Renee was pleased to see that there were no more roles deserving of swivel arm chairs on those without\u2013all members of the organization were now horizontally and not vertically organized.<\/p>\n

 <\/p>\n

 <\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ disabled_on=”on|on|on” admin_label=”Testimonial” _builder_version=”3.27.3″ use_background_color_gradient=”on” background_color_gradient_start=”#eeEEEE” background_color_gradient_end=”#666666″ background_color_gradient_direction=”60deg” custom_padding=”50px|0px|50px|0px|false|false” disabled=”on” fb_built=”1″ _i=”3″ _address=”3″][et_pb_row module_class=” et_pb_row_fullwidth” _builder_version=”3.27.3″ width=”89%” width_tablet=”80%” width_last_edited=”on|desktop” max_width=”89%” max_width_tablet=”80%” max_width_last_edited=”on|desktop” make_fullwidth=”on” _i=”0″ _address=”3.0″][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” _i=”0″ _address=”3.0.0″ custom_padding__hover=”|||”][et_pb_testimonial author=”Romaric Chardonneau” job_title=”Licensed Scrum Trainer” portrait_url=”https:\/\/res.cloudinary.com\/dmwoxjusp\/image\/upload\/v1573472196\/Romaric_Chardonneau_RC.JPG.jpg” quote_icon=”off” portrait_width=”130px” portrait_height=”130px” _builder_version=”3.27.3″ body_font=”Open Sans||||||||” body_font_size=”18px” use_background_color=”off” text_orientation=”center” background_layout=”dark” _i=”0″ _address=”3.0.0.0″]<\/p>\n

I am an Agile coach and trainer by passion, conviction and experience. By passion as I love anything Agile and Agile related, be it at team (Scrum, Kanban, XP…) or at scaled level (SAFe, Nexus, Scrum@Scale, LeSS…). By conviction as I have seen it work in many teams and various companies. By experience as I worked as Scrum Master in multiple teams, coached an Agile Release Train(ART) of 80 people and trained over 200 people on Agile methodologies and frameworks in 2019 alone. From 2004 to 2019, I worked in a large multinational in different countries (China, Singapore, Switzerland) under several consulting and management positions with IT teams ranging from 2 to 20+ people. In 2015, I discovered Scrum with Jeff Sutherland in Zurich and my life has never been the same since!<\/p>\n

[\/et_pb_testimonial][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Case Studies” _builder_version=”3.27.3″ background_color=”#fafafc” min_height=”718px” custom_padding=”22px|0px|0px|0px|false|false” fb_built=”1″ _i=”4″ _address=”4″][et_pb_row _builder_version=”3.25″ locked=”off” _i=”0″ _address=”4.0″][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” _i=”0″ _address=”4.0.0″ custom_padding__hover=”|||”][et_pb_text _builder_version=”3.0.98″ text_font=”||||||||” text_font_size=”16px” text_line_height=”1.8em” header_font=”||||||||” header_2_font=”Poppins||||||||” header_2_font_size=”28px” header_2_line_height=”1.4em” header_3_font=”||||||||” text_orientation=”center” max_width=”700px” module_alignment=”center” _i=”0″ _address=”4.0.0.0″]<\/p>\n

More Case Studies<\/h2>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”3.27.3″ _i=”1″ _address=”4.1″][et_pb_column type=”4_4″ _builder_version=”3.27.3″ _i=”0″ _address=”4.1.0″][et_pb_blog fullwidth=”off” posts_number=”3″ include_categories=”21″ show_author=”off” show_date=”off” _builder_version=”3.27.3″ _i=”0″ _address=”4.1.0.0″][\/et_pb_blog][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"

Esta organizaci\u00f3n de viajes pas\u00f3 de tener 49 proyectos separados a una \u00fanica cartera de pedidos y una visi\u00f3n compartida con el Scrum@Scale.<\/p>","protected":false},"author":12,"featured_media":27385,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","footnotes":""},"categories":[21,97],"tags":[],"class_list":["post-27383","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-case-study","category-leisure-and-hospitality"],"yoast_head":"\n\u201cWaterfall-ish\u201d to Scrum@Scale - Scrum@Scale Framework<\/title>\n<meta name=\"description\" content=\"This Travel organization went from 49 separate projects to a single backlog and shared vision with Scrum@Scale.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.scrumatscale.com\/es\/waterfall-ish-to-scrumscale\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"\u201cWaterfall-ish\u201d to Scrum@Scale\" \/>\n<meta property=\"og:description\" content=\"This Travel organization went from 49 separate projects to a single backlog and shared vision with Scrum@Scale.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.scrumatscale.com\/es\/waterfall-ish-to-scrumscale\/\" \/>\n<meta property=\"og:site_name\" content=\"Scrum@Scale Framework\" \/>\n<meta property=\"article:published_time\" content=\"2020-09-02T03:10:50+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2024-02-16T17:16:41+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.scrumatscale.com\/wp-content\/uploads\/2020\/09\/Thumbnail_ReneeTsielepi-scaled.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"2560\" \/>\n\t<meta property=\"og:image:height\" content=\"1440\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Alyssa Layden\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:title\" content=\"\u201cWaterfall-ish\u201d to Scrum@Scale\" \/>\n<meta name=\"twitter:description\" content=\"This Travel organization went from 49 separate projects to a single backlog and shared vision with Scrum@Scale.\" \/>\n<meta name=\"twitter:image\" content=\"https:\/\/www.scrumatscale.com\/wp-content\/uploads\/2020\/09\/Thumbnail_ReneeTsielepi-scaled.jpg\" \/>\n<meta name=\"twitter:label1\" content=\"Escrito por\" \/>\n\t<meta name=\"twitter:data1\" content=\"Alyssa Layden\" \/>\n\t<meta name=\"twitter:label2\" content=\"Tiempo de lectura\" \/>\n\t<meta name=\"twitter:data2\" content=\"6 minutos\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.scrumatscale.com\\\/waterfall-ish-to-scrumscale\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.scrumatscale.com\\\/waterfall-ish-to-scrumscale\\\/\"},\"author\":{\"name\":\"Alyssa Layden\",\"@id\":\"https:\\\/\\\/www.scrumatscale.com\\\/#\\\/schema\\\/person\\\/ad8d4ae60eaa86e494001f4f63d44682\"},\"headline\":\"\u201cWaterfall-ish\u201d to Scrum@Scale\",\"datePublished\":\"2020-09-02T03:10:50+00:00\",\"dateModified\":\"2024-02-16T17:16:41+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.scrumatscale.com\\\/waterfall-ish-to-scrumscale\\\/\"},\"wordCount\":2052,\"image\":{\"@id\":\"https:\\\/\\\/www.scrumatscale.com\\\/waterfall-ish-to-scrumscale\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.scrumatscale.com\\\/wp-content\\\/uploads\\\/2020\\\/09\\\/Thumbnail_ReneeTsielepi-scaled.jpg\",\"articleSection\":[\"Case Study\",\"Leisure and Hospitality\"],\"inLanguage\":\"es-CO\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.scrumatscale.com\\\/waterfall-ish-to-scrumscale\\\/\",\"url\":\"https:\\\/\\\/www.scrumatscale.com\\\/waterfall-ish-to-scrumscale\\\/\",\"name\":\"\u201cWaterfall-ish\u201d to Scrum@Scale - 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