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by Scrum.org – Improving the Profession of Software Development
Empirical Management ExploredEvidence-Based Managing of Software
Gunther VerheyenScrum.org
Scrum Day London11 May 2016
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Is that a Gorilla I see over there?
Source: https://versionone.com/pdf/VersionOne-10th-Annual-State-of-Agile-Report.pdf
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Are we Done yet?
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Improving the profession of software development
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Observed challenges
Scrum
People
Ceremonies
Principles and
Values
Technical Excellenc
e
Done Incremen
tsThe power of
the possible product
Maximizing Scrum
Scaling
Upstream
adoption
Embedding Scrum
Professional Scrum
Creating releasable software (every Sprint)
Increasing effectiveness (over
scaling dysfunctions)
The enterprise and Scrum
Growing Product Ownership
Humanizing the workplace(It starts and ends with people)
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Help!(What’s a manager
to do in this?)
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• Long-term detailed plans• Assign and control the work• Maximize capacity and
effort• Keep all on schedule• Meeting and report driven• Step in to fix all problems• Provide external motivators
($, career)
• Goals, vision, direction• Foster the environment• Remove Impediments• Attend Sprint Reviews• Share incremental feedback• Manage for value• Autonomy, mastery,
purpose
A Shift
Predictive Management Empirical Management
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Where to begin?
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How IT is typically managed• IT is a cost center.• Software development is an expense,
some of which may be capitalized.• Expenditures are ‘managed’ through
projects.
If you manage Scrum similarly:• The goal is often more Scrum, more
scope.
Success = f { Planned_Time, Predicted_Scope, Allocated_Budget }
Product Backlog
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Remember?
“Our highest priority is to satisfy the customer through early and continuous delivery of valuable
software.”
How is that for a purpose?
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Measure one level up. Measure outcomes, not teams.
1. Direct Value
3. New Value
2. Sustained
Value
Key Value Indicators
Release CadenceRelease Stabilization
Cycle Time
Installed Version IndexUsage IndexInnovation RateFeature Turnover Rate
Financial ReturnsEmployee SatisfactionCustomer Satisfaction
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The Scrum stance for managers
• Inspect the results of the work, regularly– Use key value indicators
to increase transparency
• To help adapt how the results are achieved– Facilitate change to the
organization, the environment, the teams
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Managing for value
Measure
FacilitateChange
• Skills, Knowledge, Understanding Product managers Managers Developers
• Practices, Tools, Standards
Secondary Indicators
Primary Indicators
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Wait. There may be more.
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Embedding Scrum
A Scrum Studio is a contained, yet integrated, part of the organization where software development employs Scrum• A physical or a virtual area• Value over capacity or hours• Stable product teams• Tooling and infrastructure• Facilities and resources for people
A center of innovative and creative software and people development.
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Updating the organization’s OS
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So?
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Management – Definitely• Teams manage themselves.• Product Owners manage the
product’s vision and investments.• A Scrum Master manages through
Scrum.• Others might manage company
structures, objectives, identity, …
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‘Management’ is not a collection of people exerting hierarchical
powers.It is an emergent, networked
structure of co-managers.– Removing Impediments
– Optimizing a product’s value– Updating the organization’s OS
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AboutGunther VerheyenIndependent Scrum caretaker• eXtreme Programming and Scrum since 2003• Professional Scrum Trainer• Shepherded Professional Scrum at Scrum.org• Co-developed the Scaled Professional Scrum
framework at Scrum.org• Author of “Scrum – A Pocket Guide (A smart travel
companion)” and “Scrum Wegwijzer” (Een kompas voor de bewuste reiziger)”
Mail [email protected] Twitter @Ullizee
Blog http://guntherverheyen.com
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