discovering scrum

Post on 18-Dec-2014

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Imagine there was no such thing as Scrum, and it was your job to invent it. What would your development framework look like? You know that product development is a complex task, so regular feedback is essential. What if software developers had to finish their work within 30 days? How would that impact the development process and why would it be better? What would be the disadvantages and challenges of working that way? In this interactive Workshop you will learn how Scrum works by reinventing it from first principles. You will answer a few simple questions about roles, activities, and what it means to be done, so that you can understand why Scrum works the way it does and why Scrum Teams can be so effective. You will also appreciate the challenges of introducing Scrum into an organization. This workshop is suitable for Developers, Managers, Business Analysts, Testers, Customers and anybody else involved or interested in Software Development projects. There are no prerequisites, except wanting an introduction to Scrum and wanting to really understand Scrum by the end of the workshop!

TRANSCRIPT

Discovering Scrum

@peterstev  peter@saat-­‐network.ch  

Picture  courtesy  of  Jan  Tik@flickr  

Photo  courtesy  of  Iain  Farrell@

flickr  

•  What if you had to deliver every 30 days?

•  Let’s Reinvent Scrum

•  How does your Scrum compare to the published Scrum?

Photo:  Courtesy  of  Roman  Keller  

max  30  Days  

Done  PotenFally  Shippable  Product  

RetrospecFve  

Review   Planning  1  

Daily  Scrum  

Planning  2  

Plan   Do   Check  defined  state  

Wish  List  

Inspect and Adapt

Everything is Time-Boxed

The Team Solves the Whole Problem

Plan   Do   Check  defined  state  

Wish  List  

What  |  How   Do   Check  defined  state  

Wish  List  

max  30  days  

The limitation,

that by the end of a sprint

a defined, finished state must be achieved

has profound implications.

max  30  Days  

Done  PotenFally  Shippable  Product  

1.  What roles are necessary?

2.  How does the team decide what should be accomplished this month?

3.  How much work can the team take on?

4.  How will the team plan to solve the problem(s) it took on?

5.  How will the team organize itself?

6.  What is a "finished state" in your context?

7.  How to evaluate 'finished work’?

8.  How to handle work that does not fit (too big, too short notice)?

9.  How do you implement continuous improvement?

10.  How do you know that you delight the customer?

Constraints  &  Principles  

Inspect  &  Adapt  

Maximum  30  days  to  get  all  commiUed  funcFons  

done  

The  Team  solves  the  problem  

25  Minutes  

What  |  How   Do   Check  Finished  State  

2  –  4  Weeks,  fixed  Wish  List  

2  –  4  Weeks,  fixed  

SP  1  |  How   Do   Check  Finished  State  

Prod

uct  B

acklog  

2  –  4  Weeks,  fixed  

Prod

uct  B

acklog  

SP  1  |  SP  2   Do   Check  Finished  State  

Rel.  Planning  

SP  1  |  SP  2  

2  –  4  Weeks,  fixed  

daily  scrum  

Prod

uct  B

acklog  

Do   Check  Finished  State  

Rel.  Planning  

SP  1  |  SP  2  

2  –  4  Weeks,  fixed  

daily  scrum  

Increment  of  

PotenFally  Shippable  Product  

Done  Prod

uct  B

acklog  

Do   Review  

EsFmaFon  

SP  1  |  SP  2  

2  –  4  Weeks,  fixed  

daily  scrum  

Increment  Done  Pr

oduct  B

acklog  

Do   Review  

EsFmaFon  

SP  1  |  SP  2   Do   Review  

2  –  4  Weeks,  fixed  

daily  scrum  

Done  

RetrospecFve  

Prod

uct  B

acklog  

Increment  

Rel.  Planning  

SP  1  |  SP  2   Do   Review  

2  –  4  Weeks,  fixed  

daily  scrum  

Done  Prod

uct  B

acklog  

Increment  

RetrospecFve  

EsFmaFon  

SP  1  |  SP  2   Do   Review  

2  –  4  Weeks,  fixed  

daily  scrum  

Done  Prod

uct  B

acklog  

Increment  

RetrospecFve  

BeUer  Team  

BeUer  Product  

EsFmaFon  

Product  Owner:  Voice  of  Customer  

Scrum  Master:  Voice  of  Common  Sense,  Unblocks  Impediments  

“Development”  Team:  Solves  the  problem  

@peterstev  peter@saat-­‐network.ch  

Photo  ©  Big  Stock  Pho

to  

•  © 2006-2013 Peter Stevens

•  Redistribution permitted under Attribution-NonCommercial-ShareAlike 2.5 Generic (CC BY-NC-SA 2.5)

•  Some image material © Fotolia or BigStockPhoto and their respective photographers – used under license

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