scrum: from the classroom to the workplace :: ipleiria 2016
TRANSCRIPT
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Pedro Gustavo Torres
• Currently: Delivery Area Manager & Agile
Coach @
• Soon to be: Engineering Director @
• Working in Agile echosystems since 2010
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Pedro Gustavo Torres
https://pt.linkedin.com/in/pedrogustavotorres
https://twitter.com/_pedro_torres
https://pedrogustavotorres.wordpress.com
http://slideshare.net/pedrogustavotorres
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Pedro Gustavo Torres
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Pedro Gustavo Torres
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Pedro Gustavo Torres
2014
2016
2016
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Ground rules
• There are no silly questions
• Shoot questions as I go
• We treat among ourselves as you (“tu”)
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What is Agile?
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Agile Onion
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Agile Manifesto
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Agile Adoption in 2015
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Agile Techniques Employed in 2015
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Waterfall
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Waterfall’s origin
• Winston W. Royce’s paper from 1970 “Managing the Development of
Large Software Systems”
• “…I believe in this concept, but the implementation described above is
risky and invites failure.”
Winston Royce
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Why do IT companies stilluse Waterfall?
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Waterfall “sells” promises hard to keep
• Waterfall is based in a precise plan (usually a Gantt chart)
• Fixed Scope with Time and Budget being negotiable variables
(Quality is considered the 4th variable)
• Agile doesn't sell promises or perfection like Waterfall
• In Agile we share the risk... in Waterfall it stands all on the side
of the supplier... so the latter protects himself regarding costs
and time
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Let’s face it: Software projects are a challenge
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Let’s face it: Software projects are a challenge
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Facts that need to be acknowledge
• Uncertainty exists... so why not deal with it?... instead of ignoring it?
• Risks exists too... so why not share it with all parties involved?
• Software development is not the same thing as putting bricks on a wall (it
is not a repeatable / predictable process)
• onTime, onBudget and onTarget (Waterfall classic project’s success
indicators) are pointless if there is no returned value to the organization /
customers / stakeholders
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Agile versus Waterfall
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Agile games to prove concepts
• Many games that shows how efficient and effective Agile is
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Barriers to Further Agile Adoption in 2015
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Sad but true
• The majority of the current workforce was taught to act and think like
Waterfall
• Waterfall is still a dogma in a lot of companies today
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Agile versus Agility
• Some companies just want agility and not necessarily Agile
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Confusion between Agile and “Javardice”
• Shortcuts
• No documentation
• Poor software quality (lack of testing)
• No planning
• No commitment
• No deadlines
• …
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Misconception of what Agile is
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Agile as a “buzzword”
• As far as traditional companies go:• Everyone wants to be Agile• Everyone wants to say “Agile”• Very few wants to work in Agile• And even less knows what Agile is
• In companies well established in Agile practices:• There are no areas or teams called “Agile”• You don’t hear the word “Agile” often• People just do their “thing”• It’s in the culture
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What is Scrum?
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Scrum was “born” more than 20 years a go
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Team
• Product Owner
• Scrum Master
• Development Team
Artifacts
• Product Backlog
• Sprint Backlog
• Increment
• Definition of Done(Transparency)
Events
• The Sprint
• Sprint Planning
• Daily Scrum
• Sprint Review
• Sprint Retrospective
Scrum in a (Scrum Guide, July 2016)
Framework / Empirical process (Inspection, Adaption, Transparency)
Values
• Commitment
• Courage
• Focus
• Openness
• Respect
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Scrum greatest value: Courage
• To admit that things might change
• That an estimate is not a certainty
• That we can explain / understand requirements wrongly
• That we don't know everything upfront (in spite of being specialists in the
subject matter)
• To deliver bad news
• To be transparent
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Scrum in other areas?
• Hardware
• Human Resources (e.g. Recruiting)
• Marketing
• Planning a wedding
• …
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State of Scrum in 2015
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Companies transition to Agile
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Why companies want to be Agile?
• To be competitive
• To be efficient and effective
• To attract talent (you!)
• Because everybody else is doing it
• To be able to say: “We’re Agile!”
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“Someone” from the Scrum Alliance in 2016
• Companies around the globe struggle with the implementation of
Agile
• “…It takes at least 2 years to start to get comfortable with the
uncomfortable…”
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Learning: People have 3 zones
• Comfort zone
• Learning zone
• Panic zone
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Moving from Individuals to Teams
• The change of focus from individuals to teams
• Performance reviews should be team based
• Tips for Agile teams:
• Search for consensus and not unanimity
• We don’t need project managers (to control teams)… we need self-organizing
teams
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Flat organizations vs Heavy hierarchies
• Middle managers tend to be a big resistance to change (afraid of losing
power)
• The more middle managers you have the bigger is the distance between
top management and the majority of the employees
• In 2016 excess management is costing the U.S. $3 Trillion Per Year ( )
• 3 Trillion = 3,000,000,000,000
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Complicated, bureaucratic and politic
• Big corporates forget to simplify things... And they add extra layers of complexity:• Activity Planning• Capacity Planning• Timesheets• …
• Timesheets:• focus on idle people and not on idle work• why do we need to be 100% busy?• why do we need to report time spent on things?
• Where are the startup and entrepreneurship spirits? Big corporates should act more times like if they were startups
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Scientific Management (aka Taylorism)’s origin
• Frederick Winslow Taylor’s paper from 1911 “The Principles of Scientific Management”
• Managers and workers
• Micromanagement
• United States’ Portrait of that time:
• Civil war between 1861 and 1865
• Slavery abolished in 1865
• In 1900, 11 percent of the 14 years old and over was illiterate. *
• Only 50% of 5 to 19 years-olds were attending school in 1900. *
• Women didn’t had the right to vote
*120 years of American Education: A Statistical Portrait
Frederick Taylor
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Watch the baton not the runner
• If you are just concerned about the runner running... what happens ifhe runs on the wrong direction?
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Regarding change how effectivedo you believe evangelization
is?
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Changing people
• Evangelization isn’t that effective
• You need empowerment to “promote” change
• Everybody wants to change… but nobody wants to be changed
• People will always resist to change: Fear of losing their job, of not being good in the new way of
working, losing power… “the unknown is always worst than the known”
• Comfort zone is change’s worst enemy
• People also need time to change… if they are too busy… overloaded with work… how can they
change? Even worst…how can they innovate?
• Planning at 100% capacity kills your chance to continuously improve
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Millennials (You!) will make everything easier
• You (the classroom) are the hope for software development and the Agile mindset
• eduScrum
• Scrum classes
• Scrum popularity
• Communities of Practice
• Events, Meetups, etc.
• ...
• Other generations don't like to change.. they are comfortable in their zone... so why change?
• Only if they are in a very painful situation... and still... sometimes it is not enough to change
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But all this is about transitions to Agile
• What about companies that were born agile?
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A couple of Companies in Portugal “born” Agile
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Common characteristics of “born” Agile companies
• Great Culture
• Informality
• One or two weeks sprints
• Continuous Integration
• Continuous Delivery pipelines
• Unit & Integration (automated) Testing
• Frequent releases
• Bleeding edge technologies
• Multiple scrum teams
• Fun environment
• …
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Scrum greatest virtues: IKEA Effect
• Build the product with your customers
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Scrum greatest virtues: Sustainable pace
• Software development is a marathon not a 100 metres race
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Scrum: How to start?
• 7 easy steps:0 - put everyone on board (communicate to all stakeholders)
1 - create backlogs
2 - create teams (POs, SMs, Devs, QAs, etc.)
3 - decide sprint length
4 - have a sprint zero / grooming / planning
5 - start sprinting
6 - have a new sprint while there is still work to be done
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Scrum not enough? Story Points
• Estimations: Collective (Scrum) vs Single head (Waterfall)
• Story Points versus Time
• Accuracy (uncertainty) vs Precision (silver bullets)... people being
fooled by themselves
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Scrum not enough? Vertical teams
• Should you organize your teams around the
layers of your architecture?
• Should you create feature (vertical) teams?
• Maybe a mix of both?
1999 UEFA Champions League FinalManchester United vs Bayern Munich
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Scrum not enough? Vertical slices
• People love horizontal work instead of vertical work (it’s easier)... and
then things go wrong... because Scrum isn’t just about working in
iterations!
• You need to deliver completed work
• Analyze
• Develop
• Test
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Scrum not enough? Extreme Programming (XP)
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Scrum not enough? Kanban
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Scrum not enough? Autonomy, Mastery, Purpose
• “The surprising truth about what motivates us” by Dan Pink
• Delegate and let decisions be made closer to where the work is
• To delegate you need to trust them
• When you trust you need to be prepared to be screwed (just like in a
marriage)
• Self-organization, empowerment, accountability, delegation, etc.
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Scrum not enough? Autonomy, Mastery, Purpose
• Self-organization works for nature… so why not for teams?
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Scrum not enough? No managers
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Scrum not enough?: #NoEstimates
• Do we really need estimates?
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Scrum not enough?: DevOps Culture
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Dilemma: Scrum Master vs Agile Coach
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Dilemma: Is the Scrum Master a full time role?
• It really depends on the echosystem
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Dilemma: Agile Competence Center vs Community
• Center of competence / excellence • Autonomous Units with a Community
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Dilemma: Agile KPIs
• Why do we need to measure?
• What should you measure?
• There is a general “obsession” with measurements
• KPIs side effects: You get what you measure…
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Dilemma: Agile and Consultancy?
• The rent-a-team model works very well (works similar to time andmaterials)
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Dilemma: Agile and Legacy?
• It’s a challenge… maybe you should invest your time and energy in something different!
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Copying practices (e.g. model) aka the Cargo Cult
• Not a good idea at all…
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Agile Anti-Patterns
• ScrumBut (exists a lot more than you can imagine!)
• Time “pretending” to be Story Points
• Scrum Master assigning work to the team
• Ceremonies being skipped
• Meetings aren’t time-boxed
• The ScrumMaster is a bottleneck between Product Owner and Development team
• No action points taken on Retrospectives
• No Definition of Done (DoD) or Definition of Ready (DoR)
• No communication between team members
• …
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What I dislike in (some) Scrum implementations
• Time on User Stories
• Tasks
• Time on Tasks
• Powerless Scrum Masters
• “Not my job” Scrum Masters
• Powerless Product Owners
• Uncommitted Product Owners (they don’t have time for the team)
• Micro managed teams
• Ceremonies that take "forever" (no time boxes)
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Advices
• What I would like to hear if I was you…
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Advice
• Work towards becoming full stack (T-shaped skills)
• Jack of all trades master of none some
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Advice
• Challenge the status quo
• Always ask “Why?”
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Advice
• Don’t be fooled by the false sense of security
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Advice
• Don't stay “forever” in a company (the neighbor's chicken is always
better than mine phenomena)
• Don't allow your emotional salary to be superior to your financial
salary (€€€€)
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Advice
• You will always need luck to succeed
• Luck = Competence + Opportunity
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Advice
• Choose carefully the company you will work for… you should search for companies that work with Agile practices
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Advice
• Be careful with the Bimodal IT trend
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Advice
• Watch out for propaganda
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FIM