More Related Content Similar to Capgemini the state of scrum Sep-2011 (20) More from Gunther Verheyen (20) Capgemini the state of scrum Sep-20112. Introduction
ļ§ Goal of the presentation = the future state of Scrum
ā¢ The current state
ā¢ Some challenges
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Scrum for Capgemini People, Gunther Verheyen, 2011
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3. CONTENT
1. Look, an Agile Gorilla
2. Giving IT back to Business
3. Eternally Agile
4. A Bright Future
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6. 1. Look, an Agile Gorilla
ļ§ Challenges?
ā¢ Implement Scrum
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Scrum for Capgemini People, Gunther Verheyen, 2011
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7. 1. Look, an Agile Gorilla
ļ§ Agile methods rule
ā¢ Incremental management of Risk, Quality and Budget
ā¢ Deliver quality, deliver fast
Source: Forrester/Dr. Dobbās Research Q3 2009
http://www.capgemini.com/technology-blog/2011/09/the-customer-oriented-enterprise-1-scrum-in-the-land-of-extremistan/
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8. 1. Look, an Agile Gorilla
ļ§ Scrum is the Agile market leader
Source: VersionOne āState of Agile Developmentā Survey 2010
http://ullizee.wordpress.com/2010/09/24/is-that-a-gorilla-i-see-over-there/
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Scrum for Capgemini People, Gunther Verheyen, 2011
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9. 1. Look, an Agile Gorilla
ļ§ Characteristics of the game
ā¢ A low prescriptive framework for
incremental software development
ā¢ Continuous improvement via
empirical process control
o Transparency
o Inspect
o Adapt
ā¢ No technological constraints
ā¢ No phases, just Sprints
ā¢ Respect the rules
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Scrum for Capgemini People, Gunther Verheyen, 2011
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10. 1. Look, an Agile Gorilla
ļ§ The heart of Scrum: a Sprint 1-4 weeks
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Scrum for Capgemini People, Gunther Verheyen, 2011
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11. 1. Look, an Agile Gorilla
ļ§ The scalability of Scrum
ā¢ Standard Scrum
ā¢ Multiple Scrum Teams
ā¢ Hyper Productivity
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14. 2. Giving IT back to Business
ļ§ Even Gartner says on Agile:
ā¢ āRequirements change, unexpected requirements appear, priorities shift and
development practices must enable quick, accurate adaptation to these
changesā
ā¢ āagile approaches have, in many ways, closer control (daily control) of
developmentā
ā¢ ātraditional formalism (e.g. big documents) have provided a level of comfort, but
have not resulted in improved executionā
ā¢ ācomfort (comes) from real information and from real data, not just from a big,
static documentā
ā¢ āproviding the benefits of fast, accurate delivery of priority application
requirementsā
ā¢ āon-site customer is a key success factorā
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Scrum for Capgemini People, Gunther Verheyen, 2011
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15. 2. Giving IT back to Business
ļ§ Challenges?
ā¢ Use Scrum as a tool for Business Agility
http://www.capgemini.com/technology-blog/2011/06/paving-path-scrum-adoption-product-people/
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Scrum for Capgemini People, Gunther Verheyen, 2011
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16. 2. Giving IT back to Business
ļ§ Working with real Product People
ā¢ The rise of the Agile Product Manager, a mini CEO over a Product
ā¢ There is more to Product Management thanā¦ Scrum
Source: Forrester Q4 2010 Source: The Product Managerās Desk Reference, Steven Haines
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Scrum for Capgemini People, Gunther Verheyen, 2011
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17. 2. Giving IT back to Business
ā¢ A Scrum Product Owner
o The single wringable neck
o Incrementally managing the Product Backlog
o Representing all stakeholders to the Team
o Deciding on releasing upon realized Value
o Managing the budget, not the estimates
Source: Ken Schwaber (āProfessional Scrumā program) Source: The Product Managerās Desk Reference, Steven Haines
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19. Source: VersionOne āState of Agile Developmentā Survey 2010
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20. 3. Eternally Agile
ļ§ Challenges?
ā¢ Anchor Scrum in the organization
ā¢ Move from predictive to empirical management
http://www.capgemini.com/technology-blog/2011/06/paving-the-path-of-scrum-adoption-1-going-upstream/
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Scrum for Capgemini People, Gunther Verheyen, 2011
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21. 3. Eternally Agile
1. Feature Teams
ā¢ Building end-to-end Quality
ā¢ Removing idle time (hand-overs, sign-offās, over-detailing, over-designing)
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22. 3. Eternally Agile
2. The customer-oriented enterprise
ā¢ Decoupling software development process from internal structures
http://www.capgemini.com/technology-blog/2011/09/customeroriented-enterprise-3-scrum-customeroriented-enterprise/
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Scrum for Capgemini People, Gunther Verheyen, 2011
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23. 3. Eternally Agile
3. Continuous delivery
ā¢ Frequent functional releases
ā¢ Remove wasteful activities
ā¢ Deliver often and quickly
ā¢ Create on-demand support
ā¢ Empower Product Owners
Source: Ken Schwaber (āProfessional Scrumā program)
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Scrum for Capgemini People, Gunther Verheyen, 2011
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24. 3. Eternally Agile
4. Organizational shift Respecting Scrum
ā¢ The emergence of Empirical Management
o Set objectives, not tasks
o Invest in Value, not in free capacity
ā¢ Agile Product Management
ā¢ A PMO works as/with Scrum Masters for corporate controls
and metrics for the incremental process
ā¢ Technical support departments migrate to coaching roles
o Architects, DBA, System engineering, Release, Infra
o Migrate to facilitating/coaching roles
o Temporary āComponent Teamsā
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27. 4. A Bright Future
ļ§ Capgemini has great trainings
ā¢ Scrum Kickstart (1d) A unique fast-track detailed explanation of Scrum āas isā
ā¢ Scrum for Product People (1d) How to use Scrum to increase Business Agility
ā¢ Scrum for Managers (01d) The transition to Scrum and its organizational impact
ļ§ Capgemini aligns with Scrum.org
ā¢ Professional Scrum Program overview http://www.scrum.org/programoverview/
o PSF, PSM, PSPO, PSD (.Net / Java)
o Open assessment (no certification) http://www.scrum.org/scrumopen/
ā¢ Professional Scrum Master http://www.scrum.org/scrummaster/
ā¢ Professional Scrum Product Owner http://www.scrum.org/scrum-product-owner/
ā¢ Professional Scrum Developer http://www.scrum.org/professionalscrumdeveloper/
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Scrum for Capgemini People, Gunther Verheyen, 2011
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28. 4. A Bright Future
ļ§ Agile/Scrum Transformation Playbook
ā¢ An incremental change process Scrum qua Scrum
http://www.capgemini.com/technology-blog/2011/09/customeroriented-enterprise-2-scrum-land-middle-management/
| Capgemini Application Services, Agile / Scrum
Scrum for Capgemini People, Gunther Verheyen, 2011
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29. | Capgemini Application Services, Agile / Scrum
Scrum for Capgemini People, Gunther Verheyen, 2011
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30. Author
Gunther Verheyen (gunther.verheyen@capgemini.com)
ā¢ eXtreme Programming and Scrum since 2003 (CSM in 2004)
ā¢ Capgemini since March 2010
ā¢ Board member for Capgemini of the Agile Consortium Belgium
ā¢ Global Capgemini Leader for Agile/Scrum
ā¢ Scrum.org Professional Scrum Trainer (via Ken Schwaber)
ā¢ Professional Scrum Master level II
ā¢ Professional Scrum Product Owner level II
ā¢ Contributor to Capgemini Technology Blog
ā¢ Twitter @Ullizee
ā¢ Blog http://ullizee.wordpress.com
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Scrum for Capgemini People, Gunther Verheyen, 2011
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31. Connect
Letās stay connected! gunther.verheyen@capgemini.com
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Scrum for Capgemini People, Gunther Verheyen, 2011
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