scrum shock therapy - jfokus · 2019-09-11 · 1. scrum training session for everyone 2. sprint 1...
TRANSCRIPT
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Certified Java Professionals © Copyright Jayway
Scrum Shock Therapy
Björn GranvikCTO, Jayway
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What is this?
Getting Teams Going! Instead of simple mistakes - Follow these recipesAgenda:• Scrum in one slide• The Problem• The Therapy• The Result
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Scrum- in one slide
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Scrum - Roles, Artifacts & Process
1-4 weeks
24h
Burndown Chart
Hou
rs r
emai
ning
Days
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Simple, But Not Easy!
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Certified Java Professionals © Copyright Jayway
Simple, But Not Easy!
Projects make simple mistakes• "Backlog? We got more important things to do!"
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Certified Java Professionals © Copyright Jayway
Simple, But Not Easy!
Projects make simple mistakes• "Backlog? We got more important things to do!"
People misunderstand• "I'm agile so I don't need to write documents."
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Certified Java Professionals © Copyright Jayway
Simple, But Not Easy!
Projects make simple mistakes• "Backlog? We got more important things to do!"
People misunderstand• "I'm agile so I don't need to write documents."
Needs discipline• "When is that morning meeting?"
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Certified Java Professionals © Copyright Jayway
Simple, But Not Easy!
Projects make simple mistakes• "Backlog? We got more important things to do!"
People misunderstand• "I'm agile so I don't need to write documents."
Needs discipline• "When is that morning meeting?"
…
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Certified Java Professionals © Copyright Jayway
The "Nokia Test" - a Lithmus Test
Iterative Development?Iterations - timeboxed, less than 4 weeksSoftware features - tested and working at the end of each iterationIteration must start before specification is complete.
Scrum (in Nokia's opinion)?You know who the product owner is There is a product backlog prioritized by business value The product backlog has estimates created by the team The team generates burndown charts and knows their velocity No project managers (or anyone else) disrupting the work of the team
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Quick Poll: Nokia Test by Practice
© 2008 Peter Stevens - scrum-breakfast.blogspot.com
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Quick Poll: Nokia Test by Practice
Practice40%
50%
60%
70%
80%
90%
100%
Time boxed iterationsSoftware testedStart iteration w/o complete specsKnown product ownerPrioritized product backlogTeam estimates backlogBurndown chartsProtection from management
© 2008 Peter Stevens - scrum-breakfast.blogspot.com
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Quick Poll: Nokia Test Overall Scores
7%7%
22%
37%
27% 8 = comply totally75 or 63 or 41 or 2
© 2008 Peter Stevens - scrum-breakfast.blogspot.com
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How do you comply with the Nokia Test? 1-8
27%
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Certified Java Professionals © Copyright Jayway
Quick Poll: Nokia Test Overall Scores
7%7%
22%
37%
27% 8 = comply totally75 or 63 or 41 or 2
© 2008 Peter Stevens - scrum-breakfast.blogspot.com
8
How do you comply with the Nokia Test? 1-8
27%
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What's up with managing?
Top four barriers to adopting Agile:1. Organisational culture2. General resistance to change3. Lack of people with experience4. Lack of management support5. ...
Copyright © 2008 VersionOne, In
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What's up with self-organizing?
Klappa inte krokodilen!
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Situational Leadership
Hersey and Blanchard1960sLeadership styles• S1-S4• Leader adapts• Directing - Delegating
Development levels• D1-D4• Competence & Committment
Taskor
Goal
High
HighLow Directive Behavior
Supp
ortiv
e Beh
avio
r
Low Directive &High SupportiveBehavior"Let's Talk,D3 decides"
High Directive &High Supportive
Behavior"Let's Talk,
Leader decides"
"D4 decides"
High Directive &Low Supportive
Behavior
"Leader decides"
High Directive &Low SupportiveBehavior
S3 S2S1S4
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Certified Java Professionals © Copyright Jayway
Situational Leadership
Hersey and Blanchard1960sLeadership styles• S1-S4• Leader adapts• Directing - Delegating
Development levels• D1-D4• Competence & Committment
D1LowCompetence
HighCommitment
Taskor
Goal
High
HighLow Directive Behavior
Supp
ortiv
e Beh
avio
r
Directing
Low Directive &High SupportiveBehavior"Let's Talk,D3 decides"
High Directive &High Supportive
Behavior"Let's Talk,
Leader decides"
"D4 decides"
High Directive &Low Supportive
Behavior
"Leader decides"
High Directive &Low SupportiveBehavior
S3 S2S1S4
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Certified Java Professionals © Copyright Jayway
Situational Leadership
Hersey and Blanchard1960sLeadership styles• S1-S4• Leader adapts• Directing - Delegating
Development levels• D1-D4• Competence & Committment
D4HighCompetence
HighCommitment
D3Moderate-HighCompetence
VariableCommitment
D2Low-SomeCompetence
LowCommitment
D1LowCompetence
HighCommitment
Taskor
Goal
High
HighLow Directive Behavior
Supp
ortiv
e Beh
avio
r
Directing
Low Directive &High SupportiveBehavior"Let's Talk,D3 decides"
High Directive &High Supportive
Behavior"Let's Talk,
Leader decides"
"D4 decides"
High Directive &Low Supportive
Behavior
"Leader decides"
High Directive &Low SupportiveBehavior
S3 S2S1S4
CoachingSupportingDelegating
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To go agile, we first need to control.
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The Therapy
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The Shock Therapy
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The Shock Therapy
"A set of Good Practices, but no choice"
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The Therapy and Recipes
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Team Recipe
The Therapy and Recipes
T
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Team RecipeManagement Recipe
The Therapy and Recipes
T
M
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Team RecipeManagement RecipeOrganization Recipe
The Therapy and Recipes
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M
O
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Team RecipeManagement RecipeOrganization Recipe
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M
OThe Therapy and Recipes
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© Copyright Jayway
The Team Recipe
1. Scrum training session for everyone2. Sprint 1 week long3. Definition of Done:
• Feature Complete• Code Complete• No known defects• Approved by the Product Owner• Production Ready
4. Story Points5. Physical Task Board6. All-in-one Sprint planning meeting.7. No Multi-tasking, work in priority order.
Scott Downey, Chief Scrum Master at MySpace
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© Copyright Jayway
The Team Recipe
1. Scrum training session for everyone2. Sprint 1 week long3. Definition of Done:
• Feature Complete• Code Complete• No known defects• Approved by the Product Owner• Production Ready
4. Story Points5. Physical Task Board6. All-in-one Sprint planning meeting.7. No Multi-tasking, work in priority order.
Scott Downey, Chief Scrum Master at MySpace
• Continuous Integration et al
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The Team Recipe: Exit
Hyper-Productive (>240%)Three successful Sprints consecutivelyGood business reason to change the rule
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© Copyright Jayway
The Management Recipe
1.Hands off during 3 iterations2.Attend:
1. Some Daily Scrums - be quiet2. All Sprint Reviews
3.Start to work on waste - now!4.Management by walking, asking and listening5.Make the first step easy for the team6.…
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© Copyright Jayway
The Management Recipe: Exit
One successful teamRemoved impediments and studied resultsChange in perception at "ground level"A good agile reason to change the rule
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Going Scrum & The Organization
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© Copyright Jayway
Going Scrum & The Organization
Two flavors
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© Copyright Jayway
Going Scrum & The Organization
Two flavorsBottom-up• Most common case?• Translation, Transparency etc• "Bubble" Pattern
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© Copyright Jayway
Going Scrum & The Organization
Two flavorsBottom-up• Most common case?• Translation, Transparency etc• "Bubble" Pattern
Top-Down• Resistence• "Lateral force" Strategy
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© Copyright Jayway
Going Scrum & The Organization
Two flavorsBottom-up• Most common case?• Translation, Transparency etc• "Bubble" Pattern
Top-Down• Resistence• "Lateral force" Strategy
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T
M
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© Copyright Jayway
The Organization Recipe
Difficult - How to speak to a "culture"?Some steps:• Transparency• Pull• A micro-revolution per day• Some new roles
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The Scrum Sensei
Nanny McPhee
When you need me, but do not want me, then I will stay. When you want me, but do not need me, then I have to go.
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The Scrum Sensei
Nanny McPhee
When you need me, but do not want me, then I will stay. When you want me, but do not need me, then I have to go.
©2006 Universal Studios
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The Scrum Sensei
Experienced ScrumMaster Enforces rules/recipesBad ScrumMaster as in "good cop - bad cop"Compassion!Leaves when self-organization works
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The Senior Agile Programmer
Morpheus
"Unfortunately, no one can be told what the Matrix is. You have to see it for yourself."
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© 1999 Warner Bros. Entertainment Inc
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The Senior Agile Programmer
Morpheus
"Unfortunately, no one can be told what the Matrix is. You have to see it for yourself."
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© 1999 Warner Bros. Entertainment Inc
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The Senior Agile Programmer
Translates methodology into basicsSets the "good practices" on a bit and byte levelCoaches by showing
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The Result
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The Result
MySpace:All groups achieve exit.
All, but one, improved after exit.
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The Result
MySpace:All groups achieve exit.
All, but one, improved after exit.
Jayway:One team: 800% after 3 months.
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Summing It Up
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Certified Java Professionals © Copyright Jayway
Summing It Up
The sweetest hard deal around?//todo
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Certified Java Professionals © Copyright Jayway
Finally
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Certified Java Professionals © Copyright Jayway
Finally
Write and Vote! On your voting slip: Write your comments etc!
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Certified Java Professionals © Copyright Jayway
Finally
Write and Vote! On your voting slip: Write your comments etc!
Your input: blog.jayway.com/author/bjorngranvik/
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Certified Java Professionals © Copyright Jayway
Finally
Write and Vote! On your voting slip: Write your comments etc!
Your input: blog.jayway.com/author/bjorngranvik/
Chalk Talk or Booth
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Certified Java Professionalswww.jayway.com
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Certified Java Professionals © Copyright Jayway
Links
MySpace Therapy: tinyurl.com/6lvbeo
Scrum Poll on Nokia Test Practice: tinyurl.com/68vapj
VersionOne Report: State of Agile Development Survey: tinyurl.com/65kf8l
Situational Leadership: tinyurl.com/f76un
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