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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
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Andrea Tomasini
VP Professional [email protected]
Wednesday, 7 October, 2009
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Andrea Tomasini
VP Professional [email protected]
Wednesday, 7 October, 2009
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The Goal of Agile Approaches
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Change from this... Production-based process
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... to this. R&D based process
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Thinking Lean - where Scrum comes from
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The Lean Principles
Muri, mura, muda
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Load(muri)
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Load(muri)
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Load(muri)
do not overload your
Processes
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Flow (mura)
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Flow (mura)
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Flow (mura)keep the Flow
Even
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Flow (mura)keep the Flow
Even
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Waste (muda)
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Waste (muda)
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Waste (muda)remove non value adding
Activities
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Eliminate waste What is waste in software?
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Build quality in Do it right the first time round.
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Build quality in Do it right the first time round.
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Create knowledge Amplify learning
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Defer commitment Decide as late as possible
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Deliver as fast as possible Learn as fast as possible
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Respect people Empower the team
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Optimize the whole Improve the entire system
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Scrum Origin
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Scrum Origin
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Scrum Origin
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Scrum Origin
• Scrum is a “Lean” approach to software development
Wednesday, 7 October, 2009
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Scrum Origin
• Scrum is a “Lean” approach to software development
• “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
Wednesday, 7 October, 2009
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Scrum Origin
• Scrum is a “Lean” approach to software development
• “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
Wednesday, 7 October, 2009
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Scrum Origin
• Scrum is a “Lean” approach to software development
• “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)
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Scrum Characteristics
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Scrum Characteristics
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Teams choose the amount of work
Scrum Characteristics
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Teams decide how to best reach the agreed goal
Scrum Characteristics
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Work is prioritized based on Business Value
Scrum Characteristics
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Allows to deliver working software at regular intervals
Scrum Characteristics
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Adapts to change without big impact on development
Scrum Characteristics
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Framework to control chaos (1/2)
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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
Wednesday, 7 October, 2009
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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
1. Process Dynamics, Modeling and Control, Ogunnaike and Ray, Oxford University Press, 1992
Wednesday, 7 October, 2009
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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
1. Process Dynamics, Modeling and Control, Ogunnaike and Ray, Oxford University Press, 1992
Wednesday, 7 October, 2009
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Framework to control chaos (2/2)
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
Wednesday, 7 October, 2009
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
Transparency
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
Transparency
Trust
Wednesday, 7 October, 2009
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
Transparency
Trust
Commitment
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
Transparency
Trust
Commitment
Courage
Wednesday, 7 October, 2009
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
• Without these values the “self organization” and the “team collaboration” are not as effective as they could be...
Transparency
Trust
Commitment
Courage
Wednesday, 7 October, 2009
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Why Scrum works and why it can’t fail?
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Why Scrum works? (1/2)
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Why Scrum works? (1/2)
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Why Scrum works? (1/2)
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Why Scrum works? (1/2)
Time Box
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Why Scrum works? (1/2)
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
Wednesday, 7 October, 2009
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Why Scrum works? (2/2)
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Why Scrum works? (2/2)
Wednesday, 7 October, 2009
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Why Scrum works? (2/2)
• 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
Wednesday, 7 October, 2009
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Why Scrum works? (2/2)
• 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
Wednesday, 7 October, 2009
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Why Scrum works? (2/2)
• 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
Wednesday, 7 October, 2009
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Why Scrum works? (2/2)
• 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
• It allows to deliver working software at defined regular intervals
Wednesday, 7 October, 2009
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Why Scrum Can’t Fail?
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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
Wednesday, 7 October, 2009
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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
Wednesday, 7 October, 2009
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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
Wednesday, 7 October, 2009
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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
“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)”
Wednesday, 7 October, 2009
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Leadership influences change
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Leadership influences change
•“People don’t resist change. They resist being changed.” - Peter Senge
Wednesday, 7 October, 2009
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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
Wednesday, 7 October, 2009
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
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
Wednesday, 7 October, 2009
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
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
Wednesday, 7 October, 2009
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
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
Realism
Wednesday, 7 October, 2009
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
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
Realism
Determination
Wednesday, 7 October, 2009
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Questions to ask yourself
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Questions to ask yourself
•Do I clarify strategic direction?
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Questions to ask yourself
•Do I clarify strategic direction?
•Do I strive for participation?
Wednesday, 7 October, 2009
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Questions to ask yourself
•Do I clarify strategic direction?
•Do I strive for participation?
•Do I clarify expectations?
Wednesday, 7 October, 2009
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Questions to ask yourself
•Do I clarify strategic direction?
•Do I strive for participation?
•Do I clarify expectations?
•Do I resolve conflicts?
Wednesday, 7 October, 2009
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Questions to ask yourself
•Do I clarify strategic direction?
•Do I strive for participation?
•Do I clarify expectations?
•Do I resolve conflicts?
Empowerment
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Questions to ask yourself
•Do I clarify strategic direction?
•Do I strive for participation?
•Do I clarify expectations?
•Do I resolve conflicts?
Empowerment
How Often?
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Questions? & Answers!
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Questions? & Answers!
Wednesday, 7 October, 2009
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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/
Wednesday, 7 October, 2009
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Further Reading...
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Further Reading...
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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)
Wednesday, 7 October, 2009
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Thank you :-)
Wednesday, 7 October, 2009