scrum x version 2
TRANSCRIPT
Scrum Xas complex adaptive system
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what?
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Why scrum X?like a process
like a project
like a development
like an organization
High engaged peoplecommodities
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so what?
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basic principle 1: “set the stage”
safe to fail container ⎬
one idea comes in a couple
of options comes
out
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⎬basic principle 2:
“everything is not an option”
[time bound] safe to fail container
one idea comes in a decision
has to be taken on
what to keep and what to
leave
[sprint]
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⎬basic principle 3:
“decide”one idea comes in
From one sprint to another, all the stakeholders are learning and narrowing down to the most acceptable solution in a
resilient manner.
[time bound] safe to fail container
[sprint]
[time bound] safe to fail container
[sprint]
⎬
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⎬basic principle 4:
“avoid never ending stories”one idea comes in
[time bound] safe to fail container
[sprint]
[time bound] safe to fail container
[sprint]
⎬Proceed until you reach a valid outcome
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basic principle 5: “human relations”
safe-to-fail container
people interacting together
information can be pulled in the containerinformation cannot be
pushed in the container
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Basic principle 6: “Keep the balance”
one idea comes in
[time bound] safe to fail container ⎬
Balance is everything
demand/capability
development/customer experience
development/support/architecture/QA/Processes
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Basic principle 7: “what do you really want?”
Burning Down- great customer
experience - clear direction - +motivation +
engagement
Burning Up- R&D - good for new
solutions - engineering/
development focused
- risk to not respond to market needs
Low brainer- just keeping
people busy - no motivation - no
achievement - command and
control
Engagement
25 %
25 % 25 %
25 %Scrum TeamCustomersManagementUsers
Engagement
7 %
37 %
19 %
37 %
Engagement
70 %
22 %9 %
great PO no PO a lot of
Business Analysts
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Basic principle 10: “set the pace”
high risk high incertitude simple work
1 2 3 4Nb weeks
perfect fit great for fast feedback foster sharp prioritisation foster great communication
consensus arguments are that 2 weeks are too small low dynamics no more achievements if 2 weeks
only valid for research & development longer meetings fit best for multiple teams alignment
sprint lengths
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coherence resilience
Main principle
treat people as adults ⎬
ask the team
deliver each time
inspect & adapt
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and what?
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Constraints
Stable team (totally dedicated)Team size: > 5, < 9 (over 9 you are losing dynamics) Clear vision: start with the end in mindNo change during a sprint only development changes
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Prioritizations
fruits: values
roots: nurturesbusiness as usual: transactional work
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Steams of value
Monthly meeting points
busin
ess v
alue
knowledge value
Knowledge Value: analysis research problem solving solutions innovation knowledge acquisition
Business Value: development customisation projects sprints
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Pierre Neis
ORGANISATION
MANAGEMENT
Organization Model
AGILE TEAMS
business owner
coach
customerstrategy
business
tactics
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once you got the dinosaur, beware on black swans
agile
²
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