working towards true scrum mastery by sanjiv augustine
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AgileNCR 2011 Conference, 25th & 26th Feb 2011TRANSCRIPT
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True Scrum Mastery
Sanjiv Augustine [email protected]
Twitter: @saugustine
February 25, 2011
Working Towards…
1. Agile Adop7on Trends 2. Mastery – Founda7onal Principles
1. The Path to Mastery
2. Understanding Mo7va7on
3. LSD: Intrinsic Mo7va7on
3. Working Towards Scrum Mastery 1. Personal Mastery
2. Team Mastery
3. Organiza7onal Mastery
4. In Summary
5. Q&A
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Agenda
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Agile Adop7on Trends
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Who’s Adopted Scrum/Agile?
Many companies large and small in all industries. • Accenture • BBC • BMC Software • British Telecom • Business Week • Capital One • Cognizant • CSC • DTE Energy • Gestalt • Globo • Google • HCA • IBM • Key Bank
• Kronos • Macquarie Bank • Microsoft • Nationwide • NIIT • ProRail • Sapient • Siemens • Shopzilla • ThoughtWorks • USAA • Westinghouse Nuclear
• Yahoo! • Whole Foods
The Agile Landscape
“Agile” describes a series of related methodologies.
Agile Methodologies • Scrum
Ken Schwaber and Jeff Sutherland
• eXtreme Programming Kent Beck, Ward Cunningham, Ron Jeffries
• Crystal Methods Alistair Cockburn
• Feature Driven Development Jeff DeLuca
• Dynamic Systems Development Method DSDM ConsorAum
• Kanban Lean Systems and SoCware ConsorAum
Agile Management Frameworks
• Agile Project Management Jim Highsmith, Sanjiv AugusAne
• Agile Management David Anderson
• eXtreme Project Management Rob ThomseH, Doug DeCarlo
4 Source: 2009 State of Agile Development Survey, VersionOne
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The Agile Story So Far
Sources: hTp://www.soUwaremag.com/L.cfm?Doc=newsleTer/2004-‐01-‐15/Standish hTp://www.versionone.com/pdf/5thAnnualStateOfAgile_FullDataReport.pdf hTp://www.ambysoU.com/surveys/agileFebruary2008.html
Team loca7on Success percentage
Co-‐located Team 83%
Distributed teams but physically reachable 72%
Distributed across geographies 60%
Speed to market: 83% indicate agile is faster or same
Agile Adop7on Rate Survey Feb 2008 642 respondents
State of Agile Development Survey October 2010 4770 respondents in 91 countries
Comparison Average project: 30% success rate Agile project: 60-‐80% success rate
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• The past five years have seen a significant rise in the number of CSMs
• CSM cer7fica7on is serving as a pull towards agile methods, helping drive agile adop7on overall
• The CSM cer7fica7on can be a launchpad towards true mastery o Several organiza7ons have been
prac7cing Scrum for more than 5 years o Many organiza7ons are pairing Scrum
with XP and Kanban o Some leaders have scaled agile to the
enterprise through Lean Thinking
Scrum Trends
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Source: The Scrum Alliance
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Mastery – Founda7onal Principles
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• Shu: Following o Learning fundamentals o Concentra7ng on basic individual
techniques • Ha: Detaching
o Breaking with tradi7on o Finding new ways and techniques
• Ri: Fluent o Complex, integrated knowledge
and techniques
Adapted from Alistair Cockburn, hHp://alistair.cockburn.us/Shu+Ha+Ri
The Path to Mastery
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Shu Ha Ri
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Understanding Mo7va7on
Extrinsic Mo7va7on Your Results.
What have we achieved?
How has the market judged us?
Intrinsic Mo7va7on Your Journey.
What are we passionate about doing?
How and when do we work?
What do we want to build?
Do our rewards match our results?
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• L: Lakshmi, wealth will follow, if we
• S: Pursue Saraswa7 for knowledge
• D: To get Durga, power; we have to give Durga
LSD -‐ Intrinsic Mo7va7on to Happiness?
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Propitiate Lakshmi, Saraswati and Durga, writes mythologist Devdutt Pattanaik Read more: Get high on LSD - The Times of India http://timesofindia.indiatimes.com/life-style/spirituality/vintage-wisdom/Get-high-on-LSD/articleshow/7091980.cms#ixzz1Dz9YhlBk
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Personal Mastery
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• Best way to begin: one-‐on-‐one or in a small group with a master coach
• Let go of current exper7se • Beginner's mind: mind that is innocent of preconcep7ons, judgments and prejudices
• Be willing to look foolish, start from scratch
Shu – Learn the Fundamentals
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Mountain Kim Tae Kwon Do, Master Andrew Gause, 5th Dan Black Belt
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• Experts are made – through deliberate prac7ce
• Key aspects: high repeAAon, feedback on results, and highly demanding
• Embrace the plateau: prac7ce for the sake of prac7ce
Ha, Ri: Prac7ce, Learn & Evolve
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Mountain Kim Tae Kwon Do, Master Andrew Gause, 5th Dan Black Belt
Agile Engineering Practices allow teams to move fast, be Dlexible and deliver high quality software:
• Automated Builds & Continuous Integration reduce time and effort associated with manual builds, and risk from big-‐bang integrations
• Simple Design & Refactoring keep incremental development from leading to poor architectures
• Multi-‐Level/Automated Testing & Test-‐Driven Development reduce testing time and effort and allow developers to make changes with conXidence
• Pair Programming increases software quality without impacting time to deliver.
Evolving Scrum -‐ Agile Engineering
Agile Engineering, Pg. 124 14
Bill Wake, http://www.xp123.com
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Happiness in Ac7on -‐ the eight elements of Flow:
1. Clear goals 2. Direct, immediate feedback 3. Balance between skills and challenges 4. Deep concentra7on on the task at
hand 5. Complete involvement in the present 6. A strong sense of control 7. An altered sense of 7me 8. A loss of self/ego
Personal Mastery through Flow
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People are in the most happy when they’re in a state of flow. -‐ Mihaly Csikszentmihalyi
During Flow, focus maximizes performance and pleasure.
Image Source: http://www.pbs.org/thisemotionallife/blogs/flow
Team Mastery
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Team Mastery – Self-‐Assessment
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Customer Involvem
entQuality
Estimation and Planning
Communication
Teamwork
Productivity
Transparency
Agile
Overall Satisfaction
Self Assessment
show good progress but there is s7ll
work to do in terms of Customer Involvement, Planning,
Communica7ons, and Transparency.
Evolving Teams with Kanban
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Scrum/Kanban @ The Motley Fool
Situa7on • Needed to respond to changing business
priori7es • Produc7vity impacted by splieng people
across projects • Communica7on impacted by walls between
func7onal silos
Solu7on • Kicked off transi7on to Scrum as major event:
ini7al training and subsequent coaching • Set up collocated, integrated teams using two
week sprints with weekly releases • Used Kanban to deal with variability
Results • Adapted to business priority changes with
liile overhead • Work aligned with product backlog • Partnership with business strengthened
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Source: The Motley Fool
Organiza7onal Mastery
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Phase 1: Setup
• Identify the “burning platform”
• Educate and assess
• Establish two accountable teams
• Institute Dirst cut governance
Phase 2: Initial Pilots
• Follow an incremental rollout strategy
• Launch and assess a few pilot projects
• Assess and modify agile governance
Phase 3: Expanded Pilots
• Use tools to help scale
• Design collaborative workspaces
• Combine Lean with Agile
An Organiza7onal Approach
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“Rolling Wave” AdopAon of Agile
1. ‘Organiza7onal Release Planning’
2. Incremental and itera7ve implementa7on
3. Retrospec7ve
4. Repeat: Go To Step 1
Sample Metrics from Capital One IT
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Create a defined and reliable process: • Standardize high-‐level process steps, deliverables, tools and artifacts
• Agree on process audit procedures • Develop standard process metrics
Scaling – High-‐Level Standardiza7on &Tools
Lean Principles Descrip7on
Value What the customer wants/needs
Waste Ac7vi7es that don’t add Value
Pull Downstream ac7vi7es “pull” work according to their capacity
Flow Value is delivered con7nuously through minimal gaps between Value-‐added ac7vi7es
Perfec7on Inspect and adapt con7nuously
“Lean” is a term coined to describe the Toyota Production System. The core tenets of Lean are:
The Lean-‐Agile Connec7on
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• The CSM is a star7ng point, and can be a launch pad to mastery
• True mastery takes lots and lots of prac7ce, 7me and con7nuous improvement: personally, within teams and within organizaAons across teams
• To evolve: o Personal mastery: understand flow and dive deep with XP o Team mastery: understand “best-‐fit” and adjust with Kanban o Organiza7onal mastery: understand “enterprise” and scale up
with Lean and Tools
• Though it’s hard, we must learn to love the journey as we progress towards mastery
In Summary
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Contact Us for Further Informa7on
Sanjiv Augus7ne President [email protected] + 1 (703) 745-‐9125
On the Web:
hip://www.lithespeed.com
hip://www.sanjivaugus7ne.com
"I only wish I had read this book when I started my career in sotware product management, or even beier yet, when I was given my first project to manage. In addi7on to providing an excellent handbook for managing with agile sotware development methodologies, Managing Agile Projects offers a guide to more effec7ve project management in many business seungs." John P. Barnes, former Vice President of Product Management at Emergis, Inc.
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