scrum vs scrumand vs scrumbut: which one are you doing? :: agile tour london 2016

Scrum vs ScrumAnd vs ScrumBut:

which one are you doing?

October 2016

Pedro Gustavo Torres

Being Agile since 2010

RAD & Agile Lead

@_pedro_torres

The 2015 State of Scrum Report

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

Scrum brings clarity to your work

Learning Scrum – Shu Ha Ri

Vanilla Scrum Beyond Scrum?ScrumAnd

ScrumBut

Shuhari roughly translates to "first learn, then detach, and finally transcend."

•shu (守) "protect", "obey" — traditional wisdom — learning fundamentals, techniques, heuristics, proverbs

•ha (破) "detach", "digress" — breaking with tradition — detachment from the illusions of self

•ri (離) "leave", "separate" — transcendence — there are no techniques or proverbs, all moves are natural,

becoming one with spirit alone without clinging to forms; transcending the physical

Thanks to Alistair Cockburn & Martin Fowler

Scrum doesn’t work?

Scrum – Addons vs Mod(ifications)s

Framework

Scrum

Saint Basil’s Cathedral


Addon

ScrumAnd

St Pancras Station


Modification

ScrumBut

La Sagrada Familia today


Framework

Scrum

La Sagrada Familia in the future


Addon

ScrumAnd

La Pedrera (Casa Milà)


Modification

ScrumBut

Scrum

ScrumAnd

We use Scrum, AND…

(with Addons)

ScrumAnd

“…When I was on my first Agile project, Ward Cunningham, one of our project coaches, said to me “Mitch, you need to adopt the XP engineering practices of TDD, pairing, refactoring and continuous integration or you’ll be sorry.” I dismissed this claim as I knew what I was doing. It was not until we were four sprints in when we all realized that we were screwed….”

Thanks to Mitch Lacey

ScrumAnd – Popular Addons (1/23)

We estimate in points… or maybe #NoEstimates at all!


We do sprint zero


We have grooming / refinement sessions


We have prioritization sessions


We use XP practices


We limit WIP (Work in Progress = Work at Risk)

Thanks to David Legge

@thecodecleaner


We use swarming (focusing on one story at a time)


Developing and testing story by story (parallelism instead of mini waterfalls)


We have multiple reviews per sprint (we don’t wait till the end of thesprint to gather feedback)


We have all the team testing when needed (usually by the end of the sprint)


We don’t break user stories into tasks (it was only getting us slower)


Our team members have t-shaped skills (cross-functional)


Our sprints start on Mondays and finish on Fridays


All our teams are aligned (sprint wise)


Our teams size is 7+-2


We invite everyone in the department to assist to our Sprint Reviews


We release often and during the sprint without (a lot of) effort


We celebrate learning… not failure


The Scrum Master is trying to be unnecessary (putting himself out of his job)


We have 80% test / code coverage (Unit tests)


We do code reviews (or we work with pull requests)


After starting with directive Scrum… we now let teams grow freely


We collaborate so closely to our customers that they fall into the "IKEA effect"

ScrumBut

We use Scrum, BUT…

Scrum(with Modifications)

ScrumBut

(ScrumBut) (Reason) (Workaround)

Thanks to Ken Schwaber & Ron Jeffries

We use Scrum, but

having a Daily Scrum

every day is too much

overhead, so we only

have one per week.

We use Scrum, but

Retrospectives are a

waste of time, so we

don't do them.

We’re doing

Scrum, but

Retrospectives

aren’t effective, so

we only do them

monthly.

We’re doing Scrum, but

our stakeholders are

too busy to come to

Sprint Reviews, so we

stopped doing them.

We’re doing Scrum, but

we couldn’t get

everything done in two

weeks, so now we just let

our Sprints run as long as

they need to

ScrumBut – “Popular” modifications (1/33)

Our team members think of “my“ sprint / tasks / stories / story pointsinstead of “our” sprint / tasks / stories / story points


We have a waterfall inside the sprint (testing only starts after all the coding is “done”)


We have QAs / Testers working outside the team / sprint


QAs don’t speak to Devs whenever they find bugs (processes and toolsover individuals and interactions)


The team works for the KPIs and not for the (potential) value delivered


The team can't implement (technically) a story without the Dev Lead (or Architect)


We don’t have a DoD (nor a DoR)


The PO is a “chicken” (isn’t allowed to speak in Dailies and can’t attend Retrospectives)


We use 6 to 12 weeks sprints (instead of 1 to 4 weeks) to “avoid pain” / “disguise problems” (e.g. releases, manual regression testing, deploys to test environments)


After a sprint we “stop” for 1 week of acceptance tests / bugfixing / stabilization (non consecutives sprints)


Team members arrive late to scrum ceremonies


We have titles inside the team (Associate, Senior, etc.)


We don’t have a Sprint Goal


Besides a Product Backlog we also have a Technical Backlog and a Bugs Backlog (so you can guess which backlog as higher priority)


We have Daily scrums away from the physical / virtual board


We do Big Design Up Front (BDUF) instead of favoring emerging architectures and the Lean & XP concepts Last Responsible Moment (LRM), You Aren’t Gonna Need It (YAGNI) and Just in Time (JIT)


We only have one person on our development team


In groomings / refinements the Scrum Master assigns user stories to developers (command and control vs self-organizing)


In Sprint Planning we focus more in having everybody busy (due to specializations) instead of focusing on the maximum value we can deliver (output)... So we cherry pick / choose the stories that go in the sprint by the skills / comfort zone of each developer


We don’t have a Scrum Master… not even a Product Owner (they are M.I.A.)


We argue all the time about who is responsible for doing what (roles indefinition)


The Product Owner doesn’t have time to write “decent” user stories


We stopped doing important things (e.g. visit customers, supporting UAT) because “that's not scrum”


Our team is not cross functional


We have partially allocated team members (e.g. Developers)


We have horizontal and not vertical teams so we can’t deliver working software (increments) by the end of the sprint without depending on all teams

Thanks to Jonathan Rasmusson


We have horizontal and not vertical stories so we can’t deliver working software (increments) by the end of the sprint


We split user stories between development and testing

Development Testing


Each story has an estimate for backend, frontend, integration and testing

User Story1

5

2

3


We are just worried about the How and not the Why


We don’t know our velocity


We don’t have any predictability whatsoever


We focus on idle workers and not on idle work

For what it matters… don’t forget that your goal is to make (awesome) software… and not to (just) do Scrum

Final remarks

There is nothing “wrong“ in modifying the Scrum framework… you justshouldn’t (probably) call it Scrum! And (at least) make sure that you are doing it for the right reasons!

In the end… It is not about effectiveness (ScrumBut) but aboutefficiency (ScrumAnd)

Frameworks don’t fail… people do!

Scrum vs ScrumAnd vs ScrumBut:

which one are you doing?

Obrigado! Thank you! Gracias!

scrum vs scrumand vs scrumbut: which one are you doing? :: agile tour london 2016

Internet