why scrum cant fail

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Why Scrum can not fail?

Understanding what is Scrum all about and how to adapt to it

Wednesday, 7 October, 2009


Andrea Tomasini

VP Professional [email protected]


mailto:[email protected]



The Goal of Agile Approaches



Change from this... Production-based process



... to this. R&D based process



Thinking Lean - where Scrum comes from



The Lean Principles

Muri, mura, muda



Load(muri)



Load(muri)

do not overload your

Processes



Flow (mura)



Flow (mura)keep the Flow

Even



Waste (muda)



Waste (muda)remove non value adding

Activities



Eliminate waste What is waste in software?



Build quality in Do it right the first time round.



Create knowledge Amplify learning



Defer commitment Decide as late as possible



Deliver as fast as possible Learn as fast as possible



Respect people Empower the team



Optimize the whole Improve the entire system



Scrum Origin



Scrum Origin

• Scrum is a “Lean” approach to software development



Scrum Origin


• “Scrum” was first used by Toyota engineers at the Harvard Business Review, when they presented in 1986 the first idea of the Toyota Production System



Scrum Origin


• “Scrum” was first used by Toyota engineers at the Harvard Business Review, when they presented in 1986 the first idea of the Toyota Production System

• Jeff Sutherland and Ken Schwaber invented Scrum for Software Development (1995)



Scrum Characteristics



Teams choose the amount of work




Teams decide how to best reach the agreed goal




Work is prioritized based on Business Value




Allows to deliver working software at regular intervals




Adapts to change without big impact on development




Framework to control chaos (1/2)




• Based on the assumption that Software Development is not a defined process, and has to be controlled through empirical methods[1]... self organization, continuos inspection and adaption




• Based on the assumption that Software Development is not a defined process, and has to be controlled through empirical methods[1]... self organization, continuos inspection and adaption

1. Process Dynamics, Modeling and Control, Ogunnaike and Ray, Oxford University Press, 1992




• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are





Transparency





Transparency

Trust





Transparency

Trust

Commitment





Transparency

Trust

Commitment

Courage





• Without these values the “self organization” and the “team collaboration” are not as effective as they could be...

Transparency

Trust

Commitment

Courage



Why Scrum works and why it can’t fail?



Why Scrum works? (1/2)




Time Box




Time Box

The Scrum Approach tend to limit the complexity by creating a field in which for a specific timeframe the technology and the requirements can only slightly change




• The Lean approach let people closer to the problem make a decision on how to solve or avoid it, limiting the costs and continuously improving the process





• Self Organization of teams empower people and motivate them to achieve better results, having more fun, and delivering on time and with higher quality






• Organizations can change requirements at short defined interval, without affecting the productivity of the team, but having the chance to meet frequently customer expectations






• Organizations can change requirements at short defined interval, without affecting the productivity of the team, but having the chance to meet frequently customer expectations

• It allows to deliver working software at defined regular intervals



Why Scrum Can’t Fail?




• Scrum is a Framework that encourage and enable transparency, doing so by Empowering People into a work environment to autonomously make decisions in order to reach faster and more effectively a defined goal





• Empowered People will expose all the inefficiencies and impediments that are existing into the organization now, these impediments will have to be tackled and solved... or not






• Organizations that will not embrace the values of Lean and Scrum, won’t be able to successfully implement Scrum, and will fallback to “compromises” that will generate dysfunctions into the organization






• Organizations that will not embrace the values of Lean and Scrum, won’t be able to successfully implement Scrum, and will fallback to “compromises” that will generate dysfunctions into the organization

“People and Organizations are failing Scrum, by not accepting to solve dysfunctions which Scrum will make

evident and clear, and hiding them behind ScrumBut(s)”



Leadership influences change




•“People don’t resist change. They resist being changed.” - Peter Senge





•“Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.”- Frances Hesselbein






•“Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.” - John Kenneth Galbraith







Engagement







Engagement

Realism







Engagement

Realism

Determination



Questions to ask yourself




•Do I clarify strategic direction?





•Do I strive for participation?






•Do I clarify expectations?







•Do I resolve conflicts?








Empowerment








Empowerment

How Often?



Questions? & Answers!



Questions? & Answers!

For any further comment and or question, feel free to contact us [email protected]

Further References:

Scrum Alliance: http://www.scrumalliance.orgControl Chaos: http://www.controlchaos.com

Implementing Scrum: http://www.implementingscrum.comJeff Sutherland Blog: http://jeffsutherland.com/scrum

Mike Cohn “User Stories”: http://www.mountaingoatsoftware.comagile42 Website: http://www.agile42.com/




http://www.scrumalliance.org

http://www.scrumalliance.org

http://www.controlchaos.com

http://www.controlchaos.com

http://www.implementingscrum.com

http://www.implementingscrum.com

http://jeffsutherland.com/scrum

http://jeffsutherland.com/scrum

http://www.mountaingoatsoftware.com

http://www.mountaingoatsoftware.com

http://agilealliance.org

http://agilealliance.org


Further Reading...



Further Reading...

Agile Retrospectives: Making Good Teams Great (Paperback)by Esther Derby (Author), Diana Larsen (Author), Ken Schwaber (Author)

Agile Estimating and Planning (Robert C. Martin Series) (Paperback)by Mike Cohn (Author)

The Enterprise and Scrum (Paperback)by Ken Schwaber (Author)

Lean Software Development: An Agile Toolkit (Agile Software Development Series) (Paperback)by Mary Poppendieck (Author), Tom Poppendieck (Author)

User Stories Applied: For Agile Software Development (Addison-Wesley Signature Series) (Paperback)by Mike Cohn (Author)

Agile Software Development with Scrum (Series in Agile Software Development) (Paperback)by Ken Schwaber (Author), Mike Beedle (Author)


http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_1?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Esther%20Derby

http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_1?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Esther%20Derby

http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_2?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Diana%20Larsen

http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_2?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Diana%20Larsen

http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_1?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Mike%20Cohn


http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_1?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Ken%20Schwaber


http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_1?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Mary%20Poppendieck

http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_1?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Mary%20Poppendieck

http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_2?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Tom%20Poppendieck

http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_2?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Tom%20Poppendieck





http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_2?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Mike%20Beedle

http://www.amazon.com/exec/obidos/search-handle-url/ref=ntt_athr_dp_sr_2?%5Fencoding=UTF8&search-type=ss&index=books&field-author=Mike%20Beedle


Thank you :-)


why scrum cant fail

Documents

coach companies

flow mura

waste muda

load muri

lean principles muri

time round

productionbased process

goal of agile approaches