Dana Pylayeva, Bryan Beecham Chocolate, LEGO and Scrum Jambalaya

Chocolate, LEGO and Scrum Jambalaya

What is this all

about?

@DanaPylayeva, @BillyGarnet

Dana Pylayeva

Scrum Master and ThinkShare host at

Rakuten Marketing.

Survived 2 years of managing DBAs

(and fighting production fires on 60TB)

Top 3 on my list:

Continuous learning (through people,

places and experiences)

Flexibility (through Agile and Yoga)

Fun (as defined by Nicole Lazzaro)

@DanaPylayeva, @BillyGarnet

Bryan Beecham

Agile Coach and Trainer at Iceberg Ideas Inc.

Learned to code on a Commodore VIC-20

(with 3583 bytes of RAM)

Top 3 on my list:

Get one thing done every day

Learn one new thing every day

Do one thing for someone else every day

@DanaPylayeva, @BillyGarnet

Inspiration

@DanaPylayeva, @BillyGarnet

Scrum framework

@DanaPylayeva, @BillyGarnet

What happens when production releases are limited?

Work in Progress

( WIP)

@DanaPylayeva, @BillyGarnet

From local optimization to global degradation?

Production

D

E

V

D

E

V

Customers

@DanaPylayeva, @BillyGarnet

Deployments results in post-deployment

chaos and disruption.

@DanaPylayeva, @BillyGarnet

Is there a conflict of interest?

Customers

@DanaPylayeva, @BillyGarnet

What is the problem?

“The velocity of change in business

requirements is undeniably increasing

at a frightening rate for those

organizations unable to keep pace” The Seven Habits Of Highly Effective DevOps

by Glenn O’Donnell and Kurt Bittner, Forrester Research, Inc, September 3, 2013

@DanaPylayeva, @BillyGarnet

A change again?

@DanaPylayeva, @BillyGarnet

We must change to survive!

To change is to change twice:

Source: "The forgotten half of change“, L. de Brabandere

Changing Perception

Time

Change

Changing Reality Change

Time

CREATIVITY INNOVATION

@DanaPylayeva, @BillyGarnet

What is The Goal?

@DanaPylayeva, @BillyGarnet

Theory of constraints - Systems thinking

1. Identify the system's constraint(s)

2. Decide how to exploit the system's constraint(s)

3. Subordinate everything else to the above decision

(align the whole system or organization to support

the decision made above)

4. Elevate the system's constraint(s) (make other

major changes needed to increase the constraint's

capacity)

5. Warning! If in the previous steps a constraint has

been broken, go back to step 1, but do not

allow inertia to cause a system's constraint.

@DanaPylayeva, @BillyGarnet

Theory of constraints - Systems thinking

1. Identify the system's constraint(s)

2. Decide how to exploit the system's constraint(s)

3. Subordinate everything else to the above decision

(align the whole system or organization to support

the decision made above)

4. Elevate the system's constraint(s) (make other

major changes needed to increase the constraint's

capacity)

5. Warning! If in the previous steps a constraint has

been broken, go back to step 1, but do not

allow inertia to cause a system's constraint.

@DanaPylayeva, @BillyGarnet

Theory of constraints - Systems thinking

1. Identify the system's constraint(s)

2. Decide how to exploit the system's constraint(s)

3. Subordinate everything else to the above decision

(align the whole system or organization to support

the decision made above)

4. Elevate the system's constraint(s) (make other

major changes needed to increase the constraint's

capacity)

5. Warning! If in the previous steps a constraint has

been broken, go back to step 1, but do not

allow inertia to cause a system's constraint.

@DanaPylayeva, @BillyGarnet

Theory of constraints - Systems thinking

1. Identify the system's constraint(s)

2. Decide how to exploit the system's constraint(s)

3. Subordinate everything else to the above decision

(align the whole system or organization to support

the decision made above)

4. Elevate the system's constraint(s) (make other

major changes needed to increase the constraint's

capacity)

5. Warning! If in the previous steps a constraint has

been broken, go back to step 1, but do not

allow inertia to cause a system's constraint.

@DanaPylayeva, @BillyGarnet

Theory of constraints - Systems thinking

1. Identify the system's constraint(s)

2. Decide how to exploit the system's constraint(s)

3. Subordinate everything else to the above decision

(align the whole system or organization to support

the decision made above)

4. Elevate the system's constraint(s) (make other

major changes needed to increase the constraint's

capacity)

5. Warning! If in the previous steps a constraint has

been broken, go back to step 1, but do not

allow inertia to cause a system's constraint.

@DanaPylayeva, @BillyGarnet

Different kinds of bottlenecks?

@DanaPylayeva, @BillyGarnet

Truly cross functional teams – expand your skills!

@DanaPylayeva, @BillyGarnet

Invite Ops to your Scrum team!

Next Sprint!

@DanaPylayeva, @BillyGarnet

Simplify deployments with automation

O

P

S

O

P

S

@DanaPylayeva, @BillyGarnet

The Three Ways

“The First Way, helps us understand how

to create fast flow of work as it moves

from Development into IT Operations,

because that’s what’s between the

business and the customer.”

@DanaPylayeva, @BillyGarnet

The Three Ways

“The Second Way shows us how to

shorten and amplify feedback loops, so

we can fix quality at the source and avoid

rework. “

@DanaPylayeva, @BillyGarnet

The Three Ways

“The Third Way shows us how to create a

culture that simultaneously fosters

experimentation, learning from failure,

and understanding that repetitions and

practice are the prerequisites to

mastery.”

@DanaPylayeva, @BillyGarnet

@DanaPylayeva, @BillyGarnet

Using games for education and learning

@DanaPylayeva, @BillyGarnet

Incorporating four types of fun

• Easy fun

• Hard fun

• People fun

• Serious fun

Source: Nicole Lazzaro http://xeodesign.com/xeodesign_whyweplaygames.pdf

@DanaPylayeva, @BillyGarnet

Welcome to the Magic Circle!

- a boundary that

divides the world of the

game from the real

world

- the rules of the game

matter not the rules of

the real world

@DanaPylayeva, @BillyGarnet

Treats4U.com simulation framework:

•Three sister companies compete

in a global market.

•Scrum framework

•Product:

1) LEGO animal

2) 2 candies

•Value of products fluctuates

based on market demands.

The company that delivers the most value wins!

@DanaPylayeva, @BillyGarnet

Introducing the team:

@DanaPylayeva, @BillyGarnet

Let the fun

begin!

@DanaPylayeva, @BillyGarnet

What did you think?

bryan@icebergideas.com

@BillyGarnet

dana.pylayeva@mail.rakuten.com

@DanaPylayeva

How can we

improve this

session?