Scrum18 months later

Learning framework

Concrete Experience

•Doing•Having an experience

Reflective Observation

•Reviewing•Reflecting on the

experience

Abstract Conceptualis

ation•Concluding

•Learning from the experience

Active Experimentat

ion•Planning,

•Try out what you have learned

Reference: Kolb Learning Cycle

TODAY’S AGENDA

Why scrum?What works and what doesn’t?

Why?Team roles and responsibilities

Team capabilities

So that we all understand our place in the project. And so that, while at work, we can be as happy and as effective as possible.

WHY ARE WE USING SCRUM?

What gets measured gets done

The difference between theory and reality

For the next 10 minutes reflect on your past experiences.

• Form into groups of 3

• List all the project you have worked on and rate the team’s effectiveness as

• Winners

• Losers

• Borderline

• For each project what were the top 2-

3 things that contributed to the

success or failure of that project?

• Highlight the common themes across

your portfolio

• Make a short-list of Dos and Don’ts for

the rest of the team

Concrete Experience

• Doing• Having an experience

Reflective Observation

• Reviewing• Reflecting on the

experience

Abstract Conceptualis

ation• Concluding

• Learning from the experience

Active Experimenta

tion• Planning,

• Try out what you have learned

List a bunch of your past projects

Project 1

Project 2

Project 3

Project 4

Project 5

Were they winners or

losers (or in between?)

Winner

In between

Loser

What made

them that way?

Positive thing

Positive thing

Positive thing

Negative thing

Negative thing

Negative thing

What is common

across the portfolio?

Do this

Don’t do this

WHAT’S DIFFERENT ABOUT SCRUM?

Product Backlog = Focus, Next most important thing, Value first, Inventory management

Story points = Sufficient Estimates, Avoids precise mistakes

Sprints = Time boxed, End to end requirements to delivery

Sprint plan = Commitment, Just in time planning, Last responsible moment, Work in progress (WIP) limits

Stand-up = Team communications, Impediments and escalations, Focus on outcomes

Burn down chart = A view of the team’s progress in the sprint, highlighting issues

Sprint Review = Feedback from the customer, (Who is the customer? Hint: customers pay money.)

Velocity = A view of how much work the team can get done, indicated milestones and release dates

Burn up charts = A view of how much product has been built and how much is yet to be done

Retrospective = Continuous learning, Focus on most important issues first (WIP limits), Manage via backlog?

Roles = Accountability, All in, Single wring-able neck

Source: http://www.targetprocess.com/blog/2008/09/waterfall-got-you-down-with.html

Source:http://www.scrumalliance.org/articles/133-challenging-inertia-through-scrum

How does you experience fit with scrum and the agile manifesto?Back into your group

• Can you map your Do and Don’t recommendations into the scrum framework?

• What is scrum missing?

Concrete Experience

• Doing• Having an experience

Reflective Observation

• Reviewing• Reflecting on the

experience

Abstract Conceptualis

ation• Concluding

• Learning from the experience

Active Experimenta

tion• Planning,

• Try out what you have learned

Scrum and the Dos and Don’ts

Product Owner

Team Member

Scrum Master

11 2 32 3

Do this Don’t do this

Backlog,

Burndown

Built

product

HOW DO VALUES DRIVE EFFECTIVENESS?

Manifesto

We a

re u

nco

veri

ng

bett

er

ways

of

develo

pin

g

soft

ware

by d

oin

g it

an

d h

elp

ing

oth

ers

do it.

Th

rou

gh

th

is w

ork

we h

ave c

om

e t

o v

alu

e: We value this

• Individuals and interactions

• Working product• Customer

collaboration• Responding to

change

Over this• Process and

tools• Comprehensive

documentation• Contract

negotiation• Rigidly following

a plan

Th

at

is,

wh

ile t

here

is

valu

e in

th

e ite

ms

on

th

e

rig

ht,

we v

alu

e t

he ite

ms

on

th

e left

more

.

PRINCIPLES BEHIND THE MANIFESTO

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and

support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to

maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility.

Simplicity--the art of maximizing the amount of work not done--is essential.

The best architectures, requirements, and designs emerge from self-organizing teams.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly

What do we value• Do your values align to the values

in the Agile Manifesto?• Are you living the values?• What are the gaps?

• (Make a short list of the important ones)

Concrete Experience

• Doing• Having an experience

Reflective Observation

• Reviewing• Reflecting on the

experience

Abstract Conceptualis

ation• Concluding

• Learning from the experience

Active Experimenta

tion• Planning,

• Try out what you have learned

• Let’s review what we captured so far

• The Do’s and Don’ts of projects

• Does Scrum cover the ground? • What are the gaps?

• Do I agree with the agile values?• Am I living them?

• What can we do about this?

Concrete Experience

• Doing• Having an experience

Reflective Observation

• Reviewing• Reflecting on the

experience

Abstract Conceptualis

ation• Concluding

• Learning from the experience

Active Experimenta

tion• Planning,

• Try out what you have learned

Roles and responsibilities on our program

Does Scrum RegularFund project Product owner Sponsor

Define requirements Product owner & team Business Analyst

Priorities requirements Product owner Project managerDesign solution Team Solution designerBuild solution Team Team

Test technical solution Team Technical tester

Business acceptance Product Owner User acceptance team

Technical Implementation Team Team/Release manager

Business implementation Product Owner Change manager

Generalizing specialist

Our lovely little team

And the people we work with

What’s my roleWork with your team at your table

• Create a list of skills you can all bring to the project

• Aggregate the many skills into a short capability statement

• Share this with the rest of the team• Capture it in one sheet for the

greater team

Concrete Experience

• Doing• Having an experience

Reflective Observation

• Reviewing• Reflecting on the

experience

Abstract Conceptualis

ation• Concluding

• Learning from the experience

Active Experimenta

tion• Planning,

• Try out what you have learned

Next frontier

Kanban/Lean

[& the limited wip society]

Customer

responsiveness

Reduce waste

Agile Lean

KANBAN

1. Visualize the Workflow2. Limit Work-in-Progress3. Measure Flow4. Make Process Policies Explicit5. Use Models to Evaluate Improvement Opportunities

To w

hat e

xten

t do

you

agre

e w

ith th

e va

lues

of t

he a

gile

man

ifest

o?

Individuals and interactions Process and tools

Working product Comprehensive documentation

Customer collaboration

Responding to change

Contract negotiation

Rigidly following a plan

To w

hat e

xten

t do

you

prac

tice

valu

es o

f th

e ag

ile m

anife

sto?

Individuals and interactions Process and tools

Working product Comprehensive documentation

Customer collaboration

Responding to change

Contract negotiation

Rigidly following a plan

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project. xx

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Working software is the primary measure of progress. xx

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility. xx

Simplicity--the art of maximizing the amount of work not done--is essential. xx

The best architectures, requirements, and designs emerge from self-organizing teams. xx

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly

Whi

ch o

f the

se p

rinci

ples

do

you

love

and

w

hich

do

you

hate

?N

o ha

lfway

her

e. P

ick

one

or th

e ot

her.

The principles of the Agile Manifesto - www.agilemanifesto.org

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project. xx

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Working software is the primary measure of progress. xx

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility. xx

Simplicity--the art of maximizing the amount of work not done--is essential. xx

The best architectures, requirements, and designs emerge from self-organizing teams. xx

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly

Whi

ch o

f the

se d

o yo

u pr

actic

e?

The principles of the Agile Manifesto - www.agilemanifesto.org