it's the culture, stupid!

It’s the Culture Stupid!Why Scrum is not just a few Roles, Artifacts, &

Ceremonies

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manoj@vadakkan.org  h/p://manoj.vadakkan.org/  

Manoj Vadakkan

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Activity - 5 Minutes

• Find a pair to work with and introduce to each other. (preferably, some one you don’t know already)

• With the new friend, briefly discuss “The major problem that is slowing your team down”

• Note that down as the answer to the first question on the worksheet.

• Our goal is to relate this issue to one or more Scrum Values

Let’s Begin with the End in mind

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Agenda

• History

• Introduction to XP Values

• Exercise to learn the Values

• A retrospective technique for your team to self evaluate their values and improve.

• Closing thoughts

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1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9.

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1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9.

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1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9.

Risky!

Invites Failure!

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1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9.

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1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9.

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1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9.

Risky!

Invites Failure!

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DangerDo not Use!

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Walker Royce

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eXtreme Programming The technical practices that will complete Scrum.

Or is it?

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We are not the only one!

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The Toyota Way vs

The Toyota Production System

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Reference: The leader’s guide to Radical Management

Steven Denning

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Enter the Scrum Era!

Copyright Mountain Goat Software

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Scrum the Simple Framework

• Just a few Roles

• Just a few Artifacts

• Just a few Ceremonies

• Just a few Rules

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Scrum

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Waite a minute. There is more!

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Scrum

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You are here!

Crossing  the  Chasm:  MarkeJng  and  Selling  High-­‐Tech  Products  to  Mainstream  Customers    by  Geoffrey  A.  Moore  1999

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Individu

als  a

nd  interacJon

s  over  processes  and

 tools

Working  SoB

ware  over  

compreh

ensiv

e  

Custom

er  Collabo

raJo

n  over  con

tract  n

egoJ

aJon

Respon

ding    to  Ch

ange  

over  fo

llowing  a  plan

CommunicaJon Simplicity Courage Feedback Respect

Scrum

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SCRUM  

CommunicaJon

Individu

als  a

nd  interacJon

s  over  processes  and

 tools

Working  SoB

ware  over  

compreh

ensiv

e  

Custom

er  Collabo

raJo

n  over  con

tract  n

egoJ

aJon

Respon

ding    to  Ch

ange  

over  fo

llowing  a  plan

SimplicityCourage Feedba

ck Respect

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Values from XP

• Communication

• Simplicity

• Courage

• Feedback

• Respect

http://www.extremeprogramming.org/values.html

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A Culture that encourages

Collaboration?

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A Culture that encourages

Competition?

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Now you are a Scrum TeamGo Self Organize!Go Collaborate!

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Impediments to Collaborative teams

• Organizational structure

• Team member’s history

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Values from XP

• Communication

• Simplicity

• Courage

• Feedback

• Respect

http://www.extremeprogramming.org/values.html

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Simplicity

• XP Mantra : Do the Simplest thing that could possibly work

• Do what is needed - not more; not less

• It is about not to look towards the things you may need to implement next month or next year

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Values from XP

• Communication

• Simplicity

• Courage

• Feedback

• Respect

http://www.extremeprogramming.org/values.html

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Courage

• We will tell the truth about progress and estimates

• We don’t document excuses for failure because we plan to succeed.

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Values from XP

• Communication

• Simplicity

• Courage

• Feedback

• Respect

http://www.extremeprogramming.org/values.html

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Feedback

• Ways we get Feedback

• Testing

• Demonstrating to the customer

• Measuring Progress

• Retrospective

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Feedback

• Giving Feedback

• Receiving Feedback

• Taking actions

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Feedback

• What do you do with the feedback?

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Respect

• Developers respect the expertise of the customers and vice versa

• Management respects our right to accept responsibility and receive authority over our own work

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The Toyota Way vs

The Toyota Production System

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Reference: The leader’s guide to Radical Management

Steven Denning

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The Toyota Approach

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Reference: The leader’s guide to Radical Management

Steven Denning

• Respect for people provide the engine for continuos improvement

Instead of

• System being more important than people

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The Toyota Approach

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Reference: The leader’s guide to Radical Management

Steven Denning

• It’s the way they treat people.

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XP Values Working Together

CommunicaJon

Feedback

CourageSimplicity

Respect

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Any other values?

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Activity Discussing these values from your experience

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Learning Circle• Player Pick a card from the deck

• Player read the card & go to the appropriate area

• The statement indicates a problem? Go to the value that may be missing.

• The statement is a solution? Go to the value that is aligned with this statement.

• Continue until we have about ~ 5 people in the learning circle.

Game adapted from hVp://industriallogic.com/games/valuesquares.html

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Learning Circle• Each Player (3 minutes)

• Introduction: Name and Role

• Read the card out loud

• Explain why you think the statement relate to the value

• Can you give us a personal experience?

• How would you solve the problem?

• Suggestions from the floor is welcome!

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Learning CircleDebrief

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Helping your team

• Teach them

• Let the team evaluate the team at retrospective meetings

• Commit to improve on one value by identifying action items

• Evaluate again in next sprint and compare

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Team Radar

Esther  Derby  and  Diana  Larsen  -­‐  Agile  RetrospecJves:  Making  Good  Teams  Great!hVp://agile2007.agilealliance.org/downloads/handouts/Larsen_448.pdf

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Team Radar Exercise• Need a Volunteer from each table

• Step 1

• Each member pick up one card and rate the team at your work on each of the values (1= not at all aligned with the value; 10= completely aligned with the value)

• Yellow Card : Communication

• Red Card : Courage

• Blue Card : Simplicity

• Green Card : Feedback

• Pink card : Respect

• Step 3

• Volunteer collect cards and calculate average for each color card

• Step 4

• Plot the values on a flip chart

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Worksheet

• Have you found an answer / pointers to the question / issue you listed on the worksheet?

• Would you like to share those with us?

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Closing Thoughts

• Practices are essential

• They need to be based on values

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Closing Thoughts

• Lets communicate the values better

• Lets make sure our teams are familiar with the principles and values

• Encourage Scrum Alliance to bring the Principles and Value to the forefront

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Thank You!

I would appreciate if you write to me about how your team is using these values

Agile Stories Project

http://agilestoriesproject.org/

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manoj@vadakkan.org  h/p://manoj.vadakkan.org/  

Manoj Vadakkan

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