game of scrum & vsm
TRANSCRIPT
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Game of SCRUM & VSM
Mark Lambertz Metaphorum Conference 2016
Leeds
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Me
Innovation
Organization
Human Centered Design
32+ yrs digital experience
20+ yrs professional
Multipreneur
Author & Blogger
Consultant
Agile Coach
Strategist
Design Thinker
Exponentialist
Freelancing & University Lecturer
Speaker
Transducer, System 4,
Boundary Spanner
I ♡ models
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ThesisConsequently practiced SCRUM constitutes itself inherently as a viable system.
Furthermore it shows that enterprise wide SCRUM is a feasible approach, since it implicitly follows the principles of the VSM.
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What is SCRUM? A framework to insure
Transparency Inspection Adaptation
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Origins:
1997 developed by
Ken Schwaber Jeff Sutherland
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Mindset: OODA
Observe
Orient
Decide
Act
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Values: commitment
courage focus
openness respect
Risk management: for volatile
environments
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tactics:
the higher the uncertainty the
shorter the cycle
=
small increments &&
small batch size
Timebox!2nd & 4th Principle of Organization!≈ Synchronization
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Agile Manifesto
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Lean Thinking
Agile Manifesto
SCRUM
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Basic ValuesIndividuals & Interaction
Processes & Tools
+
-
Working Software
extensive Documentation
+
-
Cooperation with Client
Contract negotiations
+
-
React to change
Follow the plan-
+
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Methodical Approach
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Decision:
Static mapping of SCRUM activities, artifacts and roles to VSM Systems
or process related (time based) exploration of
SCRUM behavior
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Procedure:
Personal research
Peer review: Heike Bartlog,
Host for Innovation
Interviews & Field verification
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Recursion level: Team
Product Owner
Scrum Master
Team Member 1
Team Member 2
Stake-holders User
Agile Manifesto
TOKENS
Managt.
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Stake-holders
!
UsersDev Team Member 1
Dev Team Member 2
Product Owner
Scrum Master
Agile Manifesto
TURN: 1 Product vision
Managt.
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Product Owner Scrum
Master
Dev Team Member 1
Dev Team Member 2
Product Owner
Dev Team
Product Owner
Dev Team
Agile Manifesto
Stake-holders
Users
Scrum Master
Managt.
TURN: 1 Product vision
!
Definition of Purpose Epics & User Stories Acceptance Criteria Definition of „Ready“ Definition of „Done“ Agreements
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Product Owner Scrum
Master
Dev Team Member 1
Dev Team Member 2
Product Owner
Dev Team
Product Owner
Dev Team
Agile Manifesto
!
Stake-holders
Users
Scrum Master
TURN: 2 sprint planning
Managt.
Item Bargain for 1st Sprint Product Owner prioritization Dev Team picks items for the sprint SCRUM Master intervenes if needed
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Product Owner
Scrum Master
Dev Team Member 1
Dev Team Member 2
Product Owner
Dev Team
Scrum Master
Dev Team Agile
Manifesto
!
Stake-holders
Users
Dev Team
TURN: 3 Daily Cycle
Dev Team
Scrum Master
Managt.
Production Phase Check up: On course? Product Owner almost not involved SCRUM Master = moderator
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Product Owner
Scrum Master
Dev Team Member 1
Dev Team Member 2
Product Owner
Dev Team
Scrum Master
Dev Team Agile
Manifesto
!
Stake-holders
Users
Dev Team
TURN: 4 Release
Dev Team
Scrum Master
Managt.
Release Potentially shippable product Increment
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Dev Team Member 1
Dev Team Member 2
Product Owner
Product Owner Dev
Team
Product Owner
Scrum Master
Dev Team
Agile Manifesto
!
Scrum MasterStake-
holders
Users
TURN: 5 sprint review
Dev Team
Scrum Master
Managt.
Product Reflection What can we learn from the last sprint about our product? Features, Stability, Dev Issues, etc.
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Dev Team Member 1
Dev Team Member 2
Product Owner
Scrum Master
Dev Team
Product Owner
Scrum Master
Dev Team
Product Owner
Scrum Master
Dev TeamProduct
Owner
Scrum Master
Dev Team
Agile Manifesto
!
Scrum Master
Stake-holders
Users
TURN: 6 Sprint retrospective
Managt.
Collaboration Reflection What can we learn from the last sprint about our collaboration? Human interaction, tools, rules, etc.
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A short reflection about enterprise SCRUM
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Team 1
Team 2
…
Synchronization
Sync 1 Sync 2 Sync 3
It’s recursive!
Beware: SCRUM is not suitable for every type of value creation!
But there are other agile practices for
„not-so-incremental“ processes.
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Summary
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Conclusion
SCRUM activities, artifacts and roles during the process can be mapped towards the VSM
SCRUM teams follow implicitly the principles of viability
SCRUM can be scaled in the enterprise context, if it is possible to synchronize the teams
Additional agile methods should be used in the systems which support the creation of value