scrum 18 months later
Post on 18-Oct-2014
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Where are we 18 months after the teams adopted scrum. Where do we want to go?TRANSCRIPT
Scrum18 months later
Learning framework
Concrete Experience
•Doing•Having an experience
Reflective Observation
•Reviewing•Reflecting on the
experience
Abstract Conceptualis
ation•Concluding
•Learning from the experience
Active Experimentat
ion•Planning,
•Try out what you have learned
Reference: Kolb Learning Cycle
TODAY’S AGENDA
Why scrum?What works and what doesn’t?
Why?Team roles and responsibilities
Team capabilities
So that we all understand our place in the project. And so that, while at work, we can be as happy and as effective as possible.
WHY ARE WE USING SCRUM?
What gets measured gets done
The difference between theory and reality
For the next 10 minutes reflect on your past experiences.
• Form into groups of 3
• List all the project you have worked on and rate the team’s effectiveness as
• Winners
• Losers
• Borderline
• For each project what were the top 2-
3 things that contributed to the
success or failure of that project?
• Highlight the common themes across
your portfolio
• Make a short-list of Dos and Don’ts for
the rest of the team
Concrete Experience
• Doing• Having an experience
Reflective Observation
• Reviewing• Reflecting on the
experience
Abstract Conceptualis
ation• Concluding
• Learning from the experience
Active Experimenta
tion• Planning,
• Try out what you have learned
List a bunch of your past projects
Project 1
Project 2
Project 3
Project 4
Project 5
Were they winners or
losers (or in between?)
Winner
In between
Loser
What made
them that way?
Positive thing
Positive thing
Positive thing
Negative thing
Negative thing
Negative thing
What is common
across the portfolio?
Do this
Don’t do this
WHAT’S DIFFERENT ABOUT SCRUM?
Product Backlog = Focus, Next most important thing, Value first, Inventory management
Story points = Sufficient Estimates, Avoids precise mistakes
Sprints = Time boxed, End to end requirements to delivery
Sprint plan = Commitment, Just in time planning, Last responsible moment, Work in progress (WIP) limits
Stand-up = Team communications, Impediments and escalations, Focus on outcomes
Burn down chart = A view of the team’s progress in the sprint, highlighting issues
Sprint Review = Feedback from the customer, (Who is the customer? Hint: customers pay money.)
Velocity = A view of how much work the team can get done, indicated milestones and release dates
Burn up charts = A view of how much product has been built and how much is yet to be done
Retrospective = Continuous learning, Focus on most important issues first (WIP limits), Manage via backlog?
Roles = Accountability, All in, Single wring-able neck
Source: http://www.targetprocess.com/blog/2008/09/waterfall-got-you-down-with.html
Source:http://www.scrumalliance.org/articles/133-challenging-inertia-through-scrum
How does you experience fit with scrum and the agile manifesto?Back into your group
• Can you map your Do and Don’t recommendations into the scrum framework?
• What is scrum missing?
Concrete Experience
• Doing• Having an experience
Reflective Observation
• Reviewing• Reflecting on the
experience
Abstract Conceptualis
ation• Concluding
• Learning from the experience
Active Experimenta
tion• Planning,
• Try out what you have learned
Scrum and the Dos and Don’ts
Product Owner
Team Member
Scrum Master
11 2 32 3
Do this Don’t do this
Backlog,
Burndown
Built
product
HOW DO VALUES DRIVE EFFECTIVENESS?
Manifesto
We a
re u
nco
veri
ng
bett
er
ways
of
develo
pin
g
soft
ware
by d
oin
g it
an
d h
elp
ing
oth
ers
do it.
Th
rou
gh
th
is w
ork
we h
ave c
om
e t
o v
alu
e: We value this
• Individuals and interactions
• Working product• Customer
collaboration• Responding to
change
Over this• Process and
tools• Comprehensive
documentation• Contract
negotiation• Rigidly following
a plan
Th
at
is,
wh
ile t
here
is
valu
e in
th
e ite
ms
on
th
e
rig
ht,
we v
alu
e t
he ite
ms
on
th
e left
more
.
PRINCIPLES BEHIND THE MANIFESTO
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly
What do we value• Do your values align to the values
in the Agile Manifesto?• Are you living the values?• What are the gaps?
• (Make a short list of the important ones)
Concrete Experience
• Doing• Having an experience
Reflective Observation
• Reviewing• Reflecting on the
experience
Abstract Conceptualis
ation• Concluding
• Learning from the experience
Active Experimenta
tion• Planning,
• Try out what you have learned
• Let’s review what we captured so far
• The Do’s and Don’ts of projects
• Does Scrum cover the ground? • What are the gaps?
• Do I agree with the agile values?• Am I living them?
• What can we do about this?
Concrete Experience
• Doing• Having an experience
Reflective Observation
• Reviewing• Reflecting on the
experience
Abstract Conceptualis
ation• Concluding
• Learning from the experience
Active Experimenta
tion• Planning,
• Try out what you have learned
Roles and responsibilities on our program
Does Scrum RegularFund project Product owner Sponsor
Define requirements Product owner & team Business Analyst
Priorities requirements Product owner Project managerDesign solution Team Solution designerBuild solution Team Team
Test technical solution Team Technical tester
Business acceptance Product Owner User acceptance team
Technical Implementation Team Team/Release manager
Business implementation Product Owner Change manager
Generalizing specialist
Our lovely little team
And the people we work with
What’s my roleWork with your team at your table
• Create a list of skills you can all bring to the project
• Aggregate the many skills into a short capability statement
• Share this with the rest of the team• Capture it in one sheet for the
greater team
Concrete Experience
• Doing• Having an experience
Reflective Observation
• Reviewing• Reflecting on the
experience
Abstract Conceptualis
ation• Concluding
• Learning from the experience
Active Experimenta
tion• Planning,
• Try out what you have learned
Next frontier
Kanban/Lean
[& the limited wip society]
Customer
responsiveness
Reduce waste
Agile Lean
KANBAN
1. Visualize the Workflow2. Limit Work-in-Progress3. Measure Flow4. Make Process Policies Explicit5. Use Models to Evaluate Improvement Opportunities
To w
hat e
xten
t do
you
agre
e w
ith th
e va
lues
of t
he a
gile
man
ifest
o?
Individuals and interactions Process and tools
Working product Comprehensive documentation
Customer collaboration
Responding to change
Contract negotiation
Rigidly following a plan
To w
hat e
xten
t do
you
prac
tice
valu
es o
f th
e ag
ile m
anife
sto?
Individuals and interactions Process and tools
Working product Comprehensive documentation
Customer collaboration
Responding to change
Contract negotiation
Rigidly following a plan
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project. xx
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress. xx
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility. xx
Simplicity--the art of maximizing the amount of work not done--is essential. xx
The best architectures, requirements, and designs emerge from self-organizing teams. xx
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly
Whi
ch o
f the
se p
rinci
ples
do
you
love
and
w
hich
do
you
hate
?N
o ha
lfway
her
e. P
ick
one
or th
e ot
her.
The principles of the Agile Manifesto - www.agilemanifesto.org
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project. xx
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress. xx
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility. xx
Simplicity--the art of maximizing the amount of work not done--is essential. xx
The best architectures, requirements, and designs emerge from self-organizing teams. xx
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly
Whi
ch o
f the
se d
o yo
u pr
actic
e?
The principles of the Agile Manifesto - www.agilemanifesto.org