{"id":28052,"date":"2022-08-16T14:24:32","date_gmt":"2022-08-16T21:24:32","guid":{"rendered":"https:\/\/www.scrumatscale.com\/?p=28052"},"modified":"2024-02-16T10:08:17","modified_gmt":"2024-02-16T18:08:17","slug":"minimal-viable-scaling-with-scrum-with-tom-wessel","status":"publish","type":"post","link":"https:\/\/www.scrumatscale.com\/es\/minimal-viable-scaling-with-scrum-with-tom-wessel\/","title":{"rendered":"Escalado m\u00ednimo viable con Scrum con Tom Wessel"},"content":{"rendered":"

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

 <\/p>\n

Minimal Viable Scaling with Scrum\u00a0<\/b><\/h2>\n

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Learn how Registered Scrum and Scrum@Scale Trainer Tom Wessel stepped in to assist a healthcare company with the implementation of its clinical trial management platform. When Phases 1 and 2 of this implementation had fallen far behind while using a traditional waterfall model, Tom guided them through the process of using the Scrum@Scale framework to increase speed, prioritize the right work to deliver a minimum viable product, and synchronize five teams working in different countries and across different time zones. With Tom\u2019s assistance, goals were met and phase three was an unprecedented success.<\/span><\/p>\n

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Trainer Name:<\/strong>\u00a0Tom Wessel
Organization:<\/strong>\u00a0NDA
Organization Size:<\/strong>\u00a0Large
Industry:<\/strong> Software Development
Topic:\u00a0<\/strong>Cross-Team Coordination, Minimal Viable Product, Prioritization
Date:<\/strong>\u00a02020
Website: <\/strong>Tom’s LinkedIn<\/a><\/p>\n

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Scrum@Scale Case Study Summary<\/h2>\n

This large healthcare company was preparing Version 3.0 of their clinical trial management platform; a significant upgrade that involved stabilization of several modules acquired by a third-party, new features, and the incorporation of Salesforce\u2019s Lightning UI. Planned as a five-phase release over 18 months, a traditional waterfall approach was causing them to fall behind. During the first two phases, there were delays, missed deadlines, half of the modules were deemed unstable, and quality was poor. Five teams across different countries and time zones were not working in cadence. Minimal viable scaling was needed. Tom was brought in to get the deployment back on track.<\/span><\/p>\n

The Solution: Prioritization and Picking Up the Pace<\/h3>\n

Registered Scrum and Scrum@Scale trainer<\/a> Tom Wessel was brought in at Phase 3 to accelerate delivery and quality within this 60-person department. Phases one and two had failed to yield results.<\/span><\/p>\n

The first step was determining what the \u201cmust haves” for the 3.0 Minimum Viable Product (MVP) were. Tom helped the team revisit the vision for the 3.0 product to create alignment. To help realize the vision, Tom worked with leadership to prioritize and refine the high-level backlog and create a roadmap to forecast the release plan for a Minimal Viable Product (MVP) release in Phase 3 and subsequent Minimal Viable Increments (MVIs) in Phases 4 and 5.<\/span><\/p>\n

The Program management team (i.e., the EAT<\/a>) was put in place to remove impediments. Work was aligned and coordinated across the five globally distributed teams, with meetings scheduled so that all five teams could communicate in real time. Prioritization was key.  Models were decomposed into smaller stories to prioritize them, and the definition of ready was solidified. Roles were clarified. The Chief Product Owner (CPO) was coached in the role of making the hard choices on priorities and sharing them with the teams.<\/span><\/p>\n

This data-driven combination of prioritization, clarification, reduction of lag time, and cross-functional teamwork was incredibly successful with an increase in velocity, and a completion rate improvement of 300%!<\/span><\/p>\n

Outcomes from Implementing Scrum@Scale<\/h3>\n

The results of their seven short weeks sprinting were astounding. Entirely new ideas, implemented with agility provided the company with value driven solutions to an unprecedented challenge.<\/span><\/p>\n