SlideShare une entreprise Scribd logo
1  sur  42
Télécharger pour lire hors ligne
Scrum is
       Honesty
      Visibility
 Common Sense
      Jens Østergaard –
www.scrumtraininginstitute.com
           www.scrumtrain.com    1
Waterfall and opacity




•  Give me all requirements, otherwise it will
   cost you!
                    www.scrumtrain.com           2
Feature Use – Keep It Lean
    Often or Always
    Used: 20%
                                                                                 Rarely
                            Sometimes                                             19%
                               16%


                                                                                               Never
                                                                                                45%
           Often
           13%

                      Always
                        7%                                                       Rarely or Never
                                                                                 Used: 64%
Standish Group study reported at XP2002 by Jim Johnson, Chairman
                                                            www.scrumtrain.com                         3
•  Emergence

  –  Impossible to know all requirements in advance
  –  ”Thinking harder” and ”thinking longer” can
     uncover some requirements, but
            EVERY PROJECT HAS SOME
            EMERGENT REQUIREMENTS
  –  Emergent requirements are those that we
     cannot identify in advance


                    www.scrumtrain.com            4
•  So what do we do
  –  We talk more, write less
       But write if you have to
  –  Show software to users
  –  Acknowledge that requirements emerge
       And all that this implies
  –  Progressively refine our understanding of the
     product
  –  Express this progressive refinement in the
     product backlog



                    www.scrumtrain.com               5
Simple
•    Repeating patterns and consistent events
•    Clear cause-and-effect
•    Relationships evident to everyone;
•    Right answer exists
•    Known knowns
•    Fact-based management

     Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007.



                                                      www.scrumtrain.com                                                        6
Complicated
•  Expert diagnosis required
•  Cause-and-effect relationships
   discoverable but not immediately
   apparent to everyone
•  More than one right answer possible
•  Known unknowns
•  Fact-based management
 Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007.



                                                  www.scrumtrain.com                                                        7
Complex
•    Flux and unpredictability
•    No right answers
•    Emergent instructive patterns
•    Unknown unknowns
•    Many competing ideas
•    A need for creative and innovative approaches
•    Pattern-based leadership

     Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007.



                                                      www.scrumtrain.com                                                        8
Chaotic
•  High turbulence
•  No clear cause-and-effect relationships, so
   no point in looking for right answers
•  Unknowables
•  Many decisions to make and no time to
   think
•  High tension
•  Pattern-based leadership
 Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007.



                                                  www.scrumtrain.com                                                        9
A complex system has the following characteristics:

• It involves large numbers of interacting elements.

• The interactions are nonlinear, and minor changes can
produce disproportionately major consequences.

• The system is dynamic, the whole is greater than the
sum of its parts, and solutions can’t be imposed; rather,
they arise from the circumstances. This is frequently
referred to as emergence.

• The system has a history, and the past is integrated
with the present; the elements evolve with one another
and with the environment; and evolution is irreversible.
• Though a complex system may, in retrospect, appear
to be ordered and predictable, hindsight does not lead
to foresight because the external conditions and
systems constantly change.

• Unlike in ordered systems (where the system
constrains the agents), or chaotic systems (where
there are no constraints), in a complex system the
agents and the system constrain one another,
especially over time. This means that we cannot
forecast or predict what will happen.

”A Leader’s Framework for Decision Making”
David J. Snowden and Mary E. Boone
Categorization of complexity in development
projects
   Requirements




                   Technology
                  www.scrumtrain.com          12
Predictive
Start with                                End with all requirements
Plan and all                              completed
requirements




                 Scrum -
Start with       Empirical
Goals and                                         End with Goals
some priority                                     met
requirements




                     www.scrumtrain.com                        13
Basic truths about team motivation
1.    People are most productive when they manage themselves;
2.    People take their commitment more seriously than other people’s
      commitment for them;
3.    People always do the best they can; and,
4.    Under pressure to “work harder,” developers automatically and
      increasingly reduce quality.




                                     www.scrumtrain.com                 14
Basic truths about team performance
1.    Teams and people do their best work when they aren’t interrupted;
2.    Teams improve most when they solve their own problems; and,
3.    Broad-band, face-to-face communications is the most productive way for
      teams to work together.




                                 www.scrumtrain.com                       15
Basic truths about team composition
1.    Teams are more productive than the same number of individuals;
2.    The optimum size team is around seven people, and no more than nine;
3.    Products are more robust when a team has all of the cross-functional
      skills focused on the work; and,
4.    Changes in team composition ruin productivity.




                                  www.scrumtrain.com                         16
Time boxes, Roles, Rules
     www.scrumtrain.com    17
Overview
Scrum




         www.scrumtrain.com   18
Courtesy of Softhouse


                        www.scrumtrain.com   19
www.scrumtrain.com   20
Risk
Waterfall


   Define        Sign-off     Design            Sign-off      Develop        Sign-off        Deploy



  False security                         More uncertainty                    Uncertainty
                                                                                               Suprise!


                             Timeboxed

Agile
 Prioriterer                Prioriterer                      Prioriterer                   Prioriterer
  kravene –                  kravene –                        kravene –                     kravene –
                 Feedback                      Feedback                      Feedback
   designe,                   designe,                         designe,                      designe,
 utvikle, test              utvikle, test                    utvikle, test                 utvikle, test


 Uncertainty                                Safer                            Safe                 
                                             www.scrumtrain.com                                            21
SCRUM is NOT




   www.scrumtrain.com   22
Emergency Procedures
1.  Do something different (be creative)

2. Get help from someone outside the team

3. Decrease Scope

4. Abort Sprint



                    www.scrumtrain.com      23
Failure Modes inScrum




          Jens Østergaard
    www.scrumtraininginstitute.com
1. The Organization
   •  What we want
   •  An organization that fully understands the mechanisms that
      drive a product forward in an agile environment.

   •  How do we achieve that
   •  Education of organization
   •  An organization who dare to “let go”
   •  An organization where managers change from management to
      leadership
   •  An organization who aggressively remove impediments so
      teams can increase there velocity.
   •  An organization that accepts the challenge of the organizational
      dysfunctions that will surface as long as you keep Scrum pure


8/25/09                     www.scrumtrain.com                           25
2. The Team
   •  What we want
   •  Team self-organize and take collective ownership of the Sprint
      goal and sprintbacklog. They fight impediments during the
      sprint and in retrospective

   •      How do we achieve that
   •      Team takes authority of the sprint
   •      Team feels empowered
   •      Team commits to work at sprintplanning
   •      All team members feel responsible for all tasks
   •      Team constantly improve
   •      Team works closely together



8/25/09                         www.scrumtrain.com                     26
3. Product Owner
   •  What we want
   •  A competent PO who is able to prioritize the PB and to create a
      release plan

   •      How do we achieve that
   •      PO which understand it’s role
   •      PO calls the business decisions that needs to be taken
   •      PO takes responsibility for the productbacklog
   •      PO makes a release plan
   •      PO supports and motivates the team
   •      PO listen’s to all stakeholders




8/25/09                         www.scrumtrain.com                      27
4. Scrum Master
   •  What we want
   •  A Scrum Master who fully understands the mechanisms that
      drive Scrum towards high productivity and is able to expand
      Scrum in the organization

   •  How do we achieve that
   •  SM can explain Scrum to the organization
   •  SM is an expert on the Scrum process
   •  SM supports the team to be more productive in any way he/she
      can
   •  Understand that a SM has no authority
   •  Helps team improve the engineering practices
   •  SM works on his/her Scrum impediment list


8/25/09                     www.scrumtrain.com                       28
5. Management
   •  What we want
   •  Management who supports Scrum and is not afraid to “let go”
      and aggressively help teams remove obstacles

   •  How do we achieve that
   •  Leaves teams alone during sprint
   •  Provides organizational vision
   •  Aggressively remove impediments that Team or SM can not
      remove
   •  Challenges team to move beyond mediocricity




8/25/09                    www.scrumtrain.com                       29
6. Product Backlog
   •  What we want
   •  PB is defined by PO. Sized, estimated and prioritized

   •  How do we achieve that
   •  PO, stakeholders and team work closely together on developing
      PB
   •  Team estimates PBI’s
   •  PO prioritizes PB with a forced ranking based on highest ROI
   •  Relative estimation




8/25/09                     www.scrumtrain.com                        30
7. Sprint Backlog and Sprint
   •  What we want
   •  A sprintbacklog created by the team, estimated by the team,
      and and owned by the team. Progress in sprint is highly visible.

   •      How do we achieve that
   •      Team estimates the tasks
   •      Team decides how to build the functionality
   •      Team is responsible for updating the SB
   •      Burn-down chart is updated daily




8/25/09                         www.scrumtrain.com                       31
8. DONE
   •  What we want
   •  A definition of DONE, where by the end of the sprint, each
      feature built is potential shippable, without technical debt.

   •  How do we achieve that
   •  Team has the knowledge from a – z to build the feature
   •  Team is crossfuntional and work as much as possible on one
       PBI at a time.
   •  DONE is defined with PO
   •  Team does not hide undone work
   •  Improve engineering practices




8/25/09                       www.scrumtrain.com                      32
What to do?
•  To solve failure modes
  –    Follow the rules of the Scrum framework
  –    Show results
  –    Inspect and adapt
  –    Keep it simple so the organization understands the process
  –    Have a prioritized Scrum impediment list
  –    Have a plan for how to solve top impediments
  –    Help organization learn more about Scrum
  –    Empower the teams
Time boxes, Roles, Rules
     www.scrumtrain.com    34
Basic truths about team motivation
1.    People are most productive when they manage themselves;
2.    People take their commitment more seriously than other people’s
      commitment for them;
3.    People always do the best they can; and,
4.    Under pressure to “work harder,” developers automatically and
      increasingly reduce quality.




                                     www.scrumtrain.com                 35
Basic truths about team performance
1.    Teams and people do their best work when they aren’t interrupted;
2.    Teams improve most when they solve their own problems; and,
3.    Broad-band, face-to-face communications is the most productive way for
      teams to work together.




                                 www.scrumtrain.com                       36
Basic truths about team composition
1.    Teams are more productive than the same number of individuals;
2.    The optimum size team is around seven people, and no more than nine;
3.    Products are more robust when a team has all of the cross-functional
      skills focused on the work; and,
4.    Changes in team composition ruin productivity.




                                  www.scrumtrain.com                         37
•  Emergence

  –  Impossible to know all requirements in advance
  –  ”Thinking harder” and ”thinking longer” can
     uncover some requirements, but
            EVERY PROJECT HAS SOME
            EMERGENT REQUIREMENTS
  –  Emergent requirements are those that we
     cannot identify in advance


                    www.scrumtrain.com            38
•  So what do we do
  –  We talk more, write less
       But write if you have to
  –  Show software to users
  –  Acknowledge that requirements emerge
       And all that this implies
  –  Progressively refine our understanding of the
     product
  –  Express this progressive refinement in the
     product backlog



                    www.scrumtrain.com               39
Predictive
Start with                                End with all requirements
Plan and all                              completed
requirements




                 Scrum -
Start with       Empirical
Goals and                                         End with Goals
some priority                                     met
requirements




                     www.scrumtrain.com                        40
THE CONTEXT’S              THE LEADER’S JOB         DANGER SIGNALS            RESPONSE TO
                         CHARACTERISTICS                                                               DANGER SIGNALS

                         -Repeating patterns        -Sense, categorize,      -Complacency and          -Create
 SIMPLE                  and                        respond                  comfort                   communication
                         consistent events          -Ensure that proper      -Desire to make           channels to challenge
                         -Clear cause-and-          processes are            complex                   orthodoxy
                         effect                     in place                 problems simple           -Stay connected
                         relationships evident to   -Delegate                -Entrained thinking       without
                         everyone;                  -Use best practices      -No challenge of          micromanaging
                         right answer exists        -Communicate in clear,   received wisdom           -Don’t assume things
                         -Known knowns              direct ways              -Overreliance on best     are simple
                         -Fact-based                -Understand that         practice if               -Recognize both the
                         management                 extensive                context shifts            value and
                                                    interactive                                        the limitations of best
                                                    communication may                                  practice
                                                    not be necessary


                         -Expert diagnosis          -Sense, analyze,         -Experts overconfident    -Encourage external
 COMPLICA                required                   respond                  in their                  and internal
 TED                     -Cause-and-effect
                         relationships
                                                    -Create panels of
                                                    experts
                                                                             own solutions or in the
                                                                             efficacy of
                                                                                                       stakeholders to
                                                                                                       challenge expert
                         discoverable but not       -Listen to conflicting   past solutions            opinions to combat
                         immediately                advice                   -Analysis paralysis       entrained
                         apparent to everyone;                               -Expert panels            thinking
                         more than                                           -Viewpoints of            -Use experiments and
                         one right answer                                    nonexperts                games to
                         possible                                            Excluded                  force people to think
                         -Known unknowns                                                               outside the
                         -Fact-based                                                                   Familiar
                         management




Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007.
THE CONTEXT’S              THE LEADER’S JOB           DANGER SIGNALS             RESPONSE TO
                      CHARACTERISTICS                                                                  DANGER SIGNALS
                      -Flux and                  -Probe, sense, respond     -Temptation to fall back   -Be patient and allow
COMPLEX               unpredictability           -Create environments       into                       time for
                      -No right answers;         and experiments that       habitual, command-         reflection
                      emergent                   allow patterns             and-control                -Use approaches that
                      instructive patterns       to emerge                  mode                       encourage interaction
                      -Unknown unknowns          -Increase levels of        -Temptation to look for    so
                      -Many competing ideas      interaction and            facts                      patterns can emerge
                      -A need for creative and   communication              rather than allowing
                      innovative                 -Use methods that can      patterns to
                      approaches                 help generate              emerge
                      -Pattern-based             ideas: Open up             -Desire for accelerated
                      leadership                 discussion (as             resolution
                                                 through large group        of problems or
                                                 methods);                  exploitation of
                                                 -set barriers; stimulate   Opportunities
                                                 attractors;
                                                 encourage dissent and
                                                 diversity;
                                                 and manage starting
                                                 conditions
                                                 and monitor for
                                                 emergence
                      -High turbulence           -Act, sense, respond       -Applying a command-       -Set up mechanisms
CHAOTIC               -No clear cause-and-       -Look for what works       and-control                (such as parallel teams)
                      effect relationships,      instead of                 approach longer than       to take advantage of
                      so no point in looking     seeking right answers      needed                     opportunities afforded
                      for right answers          -Take immediate action     -“Cult of the leader”      by a chaotic
                      -Unknowables               to                         -Missed opportunity for    environment
                      -Many decisions to         reestablish order          innovation                 -Encourage advisers to
                      make and no                (command and               -Chaos unabated            challenge your point of
                      time to think              control)                                              view once the crisis
                      -High tension              -Provide clear, direct                                has abated Work to
                      -Pattern-based             Communication                                         shift the context from
                      leadership                                                                       chaotic to complex


Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007.

Contenu connexe

Tendances

Remote Control: Your Guide to Successful Collaboration
Remote Control: Your Guide to Successful CollaborationRemote Control: Your Guide to Successful Collaboration
Remote Control: Your Guide to Successful CollaborationJason Wishard
 
How to find early indications your delivery system is bound to fail
How to find early indications your delivery system is bound to failHow to find early indications your delivery system is bound to fail
How to find early indications your delivery system is bound to failDerek Huether
 
Faster apps. faster time to market. faster mean time to repair
Faster apps. faster time to market. faster mean time to repairFaster apps. faster time to market. faster mean time to repair
Faster apps. faster time to market. faster mean time to repairCompuware ASEAN
 
2012 june 14 Intro to LeanUX for GA's digital buffet
2012 june 14 Intro to LeanUX for GA's digital buffet2012 june 14 Intro to LeanUX for GA's digital buffet
2012 june 14 Intro to LeanUX for GA's digital buffetJoshua Seiden
 
Quick Cheap Insightful: Usability testing in the wild
Quick Cheap Insightful: Usability testing in the wildQuick Cheap Insightful: Usability testing in the wild
Quick Cheap Insightful: Usability testing in the wildDana Chisnell
 

Tendances (7)

Overcoming Distances
Overcoming DistancesOvercoming Distances
Overcoming Distances
 
Remote Control: Your Guide to Successful Collaboration
Remote Control: Your Guide to Successful CollaborationRemote Control: Your Guide to Successful Collaboration
Remote Control: Your Guide to Successful Collaboration
 
How to find early indications your delivery system is bound to fail
How to find early indications your delivery system is bound to failHow to find early indications your delivery system is bound to fail
How to find early indications your delivery system is bound to fail
 
Faster apps. faster time to market. faster mean time to repair
Faster apps. faster time to market. faster mean time to repairFaster apps. faster time to market. faster mean time to repair
Faster apps. faster time to market. faster mean time to repair
 
2012 june 14 Intro to LeanUX for GA's digital buffet
2012 june 14 Intro to LeanUX for GA's digital buffet2012 june 14 Intro to LeanUX for GA's digital buffet
2012 june 14 Intro to LeanUX for GA's digital buffet
 
Design and UX in an Agile Process
Design and UX in an Agile ProcessDesign and UX in an Agile Process
Design and UX in an Agile Process
 
Quick Cheap Insightful: Usability testing in the wild
Quick Cheap Insightful: Usability testing in the wildQuick Cheap Insightful: Usability testing in the wild
Quick Cheap Insightful: Usability testing in the wild
 

Similaire à 20090819 sf agile-jens

Jax Sql Saturday Scrum presentation #130
Jax Sql Saturday Scrum presentation #130Jax Sql Saturday Scrum presentation #130
Jax Sql Saturday Scrum presentation #130Christopher Daily
 
SDEC15: Help the Scrum Master *IS* the Impediment
SDEC15:  Help the Scrum Master *IS* the ImpedimentSDEC15:  Help the Scrum Master *IS* the Impediment
SDEC15: Help the Scrum Master *IS* the ImpedimentRyan Ripley
 
Five leadership lenses for agile success
Five leadership lenses for agile successFive leadership lenses for agile success
Five leadership lenses for agile successRowan Bunning
 
Introduction To Scrum
Introduction To ScrumIntroduction To Scrum
Introduction To ScrumDave Neuman
 
A real-life overview of Agile and Scrum
A real-life overview of Agile and ScrumA real-life overview of Agile and Scrum
A real-life overview of Agile and Scrummtoppa
 
Agile Resiliency: How CMMI can make Agile thrive and survive
Agile Resiliency: How CMMI can make Agile thrive and surviveAgile Resiliency: How CMMI can make Agile thrive and survive
Agile Resiliency: How CMMI can make Agile thrive and surviveJeff Dalton
 
Scrum Master Lessons from my 4 Year Old Son
Scrum Master Lessons from my 4 Year Old SonScrum Master Lessons from my 4 Year Old Son
Scrum Master Lessons from my 4 Year Old SonRyan Ripley
 
Getting rid of agile in a few simple steps
Getting rid of agile in a few simple stepsGetting rid of agile in a few simple steps
Getting rid of agile in a few simple stepsHanno Jarvet
 
Scrum managing through complexity
Scrum managing through complexityScrum managing through complexity
Scrum managing through complexityPierre E. NEIS
 
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...Lviv Startup Club
 
LEAN: Dream Maker Developments
LEAN: Dream Maker DevelopmentsLEAN: Dream Maker Developments
LEAN: Dream Maker DevelopmentsVadim Davydov
 
Agile - Product is Progress.
Agile - Product is Progress.Agile - Product is Progress.
Agile - Product is Progress.Brian Dreyer
 
Agile Auckland agile 101 back to basics
Agile Auckland   agile 101 back to basicsAgile Auckland   agile 101 back to basics
Agile Auckland agile 101 back to basicsEdwin Dando
 
Marc Evers People Vs Process Beyond Agile
Marc Evers People Vs Process Beyond AgileMarc Evers People Vs Process Beyond Agile
Marc Evers People Vs Process Beyond Agiledeimos
 

Similaire à 20090819 sf agile-jens (20)

Jax Sql Saturday Scrum presentation #130
Jax Sql Saturday Scrum presentation #130Jax Sql Saturday Scrum presentation #130
Jax Sql Saturday Scrum presentation #130
 
SDEC15: Help the Scrum Master *IS* the Impediment
SDEC15:  Help the Scrum Master *IS* the ImpedimentSDEC15:  Help the Scrum Master *IS* the Impediment
SDEC15: Help the Scrum Master *IS* the Impediment
 
Five leadership lenses for agile success
Five leadership lenses for agile successFive leadership lenses for agile success
Five leadership lenses for agile success
 
Introduction To Scrum
Introduction To ScrumIntroduction To Scrum
Introduction To Scrum
 
A real-life overview of Agile and Scrum
A real-life overview of Agile and ScrumA real-life overview of Agile and Scrum
A real-life overview of Agile and Scrum
 
Agile Resiliency: How CMMI can make Agile thrive and survive
Agile Resiliency: How CMMI can make Agile thrive and surviveAgile Resiliency: How CMMI can make Agile thrive and survive
Agile Resiliency: How CMMI can make Agile thrive and survive
 
Scrum Master Lessons from my 4 Year Old Son
Scrum Master Lessons from my 4 Year Old SonScrum Master Lessons from my 4 Year Old Son
Scrum Master Lessons from my 4 Year Old Son
 
Getting rid of agile in a few simple steps
Getting rid of agile in a few simple stepsGetting rid of agile in a few simple steps
Getting rid of agile in a few simple steps
 
Scrum managing through complexity
Scrum managing through complexityScrum managing through complexity
Scrum managing through complexity
 
Agile values
Agile valuesAgile values
Agile values
 
Practical Scrum - day 1
Practical Scrum - day 1Practical Scrum - day 1
Practical Scrum - day 1
 
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...
 
LEAN: Dream Maker Developments
LEAN: Dream Maker DevelopmentsLEAN: Dream Maker Developments
LEAN: Dream Maker Developments
 
Agile product development
Agile product developmentAgile product development
Agile product development
 
Agile - Product is Progress.
Agile - Product is Progress.Agile - Product is Progress.
Agile - Product is Progress.
 
Agile Auckland agile 101 back to basics
Agile Auckland   agile 101 back to basicsAgile Auckland   agile 101 back to basics
Agile Auckland agile 101 back to basics
 
Marc Evers People Vs Process Beyond Agile
Marc Evers People Vs Process Beyond AgileMarc Evers People Vs Process Beyond Agile
Marc Evers People Vs Process Beyond Agile
 
Retrospective & review
Retrospective & reviewRetrospective & review
Retrospective & review
 
Agile Retrospective & review
Agile Retrospective & review Agile Retrospective & review
Agile Retrospective & review
 
Secrets of Scrum
Secrets of ScrumSecrets of Scrum
Secrets of Scrum
 

Dernier

Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdfMaximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdfTechSoup
 
HED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfHED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfMohonDas
 
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptxPISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptxEduSkills OECD
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...raviapr7
 
How to Add a New Field in Existing Kanban View in Odoo 17
How to Add a New Field in Existing Kanban View in Odoo 17How to Add a New Field in Existing Kanban View in Odoo 17
How to Add a New Field in Existing Kanban View in Odoo 17Celine George
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfYu Kanazawa / Osaka University
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRATanmoy Mishra
 
UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE
 
CapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapitolTechU
 
How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17Celine George
 
3.21.24 The Origins of Black Power.pptx
3.21.24  The Origins of Black Power.pptx3.21.24  The Origins of Black Power.pptx
3.21.24 The Origins of Black Power.pptxmary850239
 
5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...CaraSkikne1
 
What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?TechSoup
 
M-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptxM-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptxDr. Santhosh Kumar. N
 
In - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxIn - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxAditiChauhan701637
 
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptxSandy Millin
 
Patterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxPatterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxMYDA ANGELICA SUAN
 
How to Add a many2many Relational Field in Odoo 17
How to Add a many2many Relational Field in Odoo 17How to Add a many2many Relational Field in Odoo 17
How to Add a many2many Relational Field in Odoo 17Celine George
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.raviapr7
 

Dernier (20)

Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdfMaximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
Maximizing Impact_ Nonprofit Website Planning, Budgeting, and Design.pdf
 
HED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdfHED Office Sohayok Exam Question Solution 2023.pdf
HED Office Sohayok Exam Question Solution 2023.pdf
 
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptxPISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
PISA-VET launch_El Iza Mohamedou_19 March 2024.pptx
 
Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...Patient Counselling. Definition of patient counseling; steps involved in pati...
Patient Counselling. Definition of patient counseling; steps involved in pati...
 
How to Add a New Field in Existing Kanban View in Odoo 17
How to Add a New Field in Existing Kanban View in Odoo 17How to Add a New Field in Existing Kanban View in Odoo 17
How to Add a New Field in Existing Kanban View in Odoo 17
 
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdfP4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
P4C x ELT = P4ELT: Its Theoretical Background (Kanazawa, 2024 March).pdf
 
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRADUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
DUST OF SNOW_BY ROBERT FROST_EDITED BY_ TANMOY MISHRA
 
UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024UKCGE Parental Leave Discussion March 2024
UKCGE Parental Leave Discussion March 2024
 
CapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptx
 
How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17How to Use api.constrains ( ) in Odoo 17
How to Use api.constrains ( ) in Odoo 17
 
3.21.24 The Origins of Black Power.pptx
3.21.24  The Origins of Black Power.pptx3.21.24  The Origins of Black Power.pptx
3.21.24 The Origins of Black Power.pptx
 
5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...
 
What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?
 
M-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptxM-2- General Reactions of amino acids.pptx
M-2- General Reactions of amino acids.pptx
 
In - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptxIn - Vivo and In - Vitro Correlation.pptx
In - Vivo and In - Vitro Correlation.pptx
 
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
2024.03.23 What do successful readers do - Sandy Millin for PARK.pptx
 
Patterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptxPatterns of Written Texts Across Disciplines.pptx
Patterns of Written Texts Across Disciplines.pptx
 
Personal Resilience in Project Management 2 - TV Edit 1a.pdf
Personal Resilience in Project Management 2 - TV Edit 1a.pdfPersonal Resilience in Project Management 2 - TV Edit 1a.pdf
Personal Resilience in Project Management 2 - TV Edit 1a.pdf
 
How to Add a many2many Relational Field in Odoo 17
How to Add a many2many Relational Field in Odoo 17How to Add a many2many Relational Field in Odoo 17
How to Add a many2many Relational Field in Odoo 17
 
Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.Drug Information Services- DIC and Sources.
Drug Information Services- DIC and Sources.
 

20090819 sf agile-jens

  • 1. Scrum is Honesty Visibility Common Sense Jens Østergaard – www.scrumtraininginstitute.com www.scrumtrain.com 1
  • 2. Waterfall and opacity •  Give me all requirements, otherwise it will cost you! www.scrumtrain.com 2
  • 3. Feature Use – Keep It Lean Often or Always Used: 20% Rarely Sometimes 19% 16% Never 45% Often 13% Always 7% Rarely or Never Used: 64% Standish Group study reported at XP2002 by Jim Johnson, Chairman www.scrumtrain.com 3
  • 4. •  Emergence –  Impossible to know all requirements in advance –  ”Thinking harder” and ”thinking longer” can uncover some requirements, but EVERY PROJECT HAS SOME EMERGENT REQUIREMENTS –  Emergent requirements are those that we cannot identify in advance www.scrumtrain.com 4
  • 5. •  So what do we do –  We talk more, write less But write if you have to –  Show software to users –  Acknowledge that requirements emerge And all that this implies –  Progressively refine our understanding of the product –  Express this progressive refinement in the product backlog www.scrumtrain.com 5
  • 6. Simple •  Repeating patterns and consistent events •  Clear cause-and-effect •  Relationships evident to everyone; •  Right answer exists •  Known knowns •  Fact-based management Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007. www.scrumtrain.com 6
  • 7. Complicated •  Expert diagnosis required •  Cause-and-effect relationships discoverable but not immediately apparent to everyone •  More than one right answer possible •  Known unknowns •  Fact-based management Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007. www.scrumtrain.com 7
  • 8. Complex •  Flux and unpredictability •  No right answers •  Emergent instructive patterns •  Unknown unknowns •  Many competing ideas •  A need for creative and innovative approaches •  Pattern-based leadership Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007. www.scrumtrain.com 8
  • 9. Chaotic •  High turbulence •  No clear cause-and-effect relationships, so no point in looking for right answers •  Unknowables •  Many decisions to make and no time to think •  High tension •  Pattern-based leadership Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007. www.scrumtrain.com 9
  • 10. A complex system has the following characteristics: • It involves large numbers of interacting elements. • The interactions are nonlinear, and minor changes can produce disproportionately major consequences. • The system is dynamic, the whole is greater than the sum of its parts, and solutions can’t be imposed; rather, they arise from the circumstances. This is frequently referred to as emergence. • The system has a history, and the past is integrated with the present; the elements evolve with one another and with the environment; and evolution is irreversible.
  • 11. • Though a complex system may, in retrospect, appear to be ordered and predictable, hindsight does not lead to foresight because the external conditions and systems constantly change. • Unlike in ordered systems (where the system constrains the agents), or chaotic systems (where there are no constraints), in a complex system the agents and the system constrain one another, especially over time. This means that we cannot forecast or predict what will happen. ”A Leader’s Framework for Decision Making” David J. Snowden and Mary E. Boone
  • 12. Categorization of complexity in development projects Requirements Technology www.scrumtrain.com 12
  • 13. Predictive Start with End with all requirements Plan and all completed requirements Scrum - Start with Empirical Goals and End with Goals some priority met requirements www.scrumtrain.com 13
  • 14. Basic truths about team motivation 1.  People are most productive when they manage themselves; 2.  People take their commitment more seriously than other people’s commitment for them; 3.  People always do the best they can; and, 4.  Under pressure to “work harder,” developers automatically and increasingly reduce quality. www.scrumtrain.com 14
  • 15. Basic truths about team performance 1.  Teams and people do their best work when they aren’t interrupted; 2.  Teams improve most when they solve their own problems; and, 3.  Broad-band, face-to-face communications is the most productive way for teams to work together. www.scrumtrain.com 15
  • 16. Basic truths about team composition 1.  Teams are more productive than the same number of individuals; 2.  The optimum size team is around seven people, and no more than nine; 3.  Products are more robust when a team has all of the cross-functional skills focused on the work; and, 4.  Changes in team composition ruin productivity. www.scrumtrain.com 16
  • 17. Time boxes, Roles, Rules www.scrumtrain.com 17
  • 18. Overview Scrum www.scrumtrain.com 18
  • 19. Courtesy of Softhouse www.scrumtrain.com 19
  • 21. Risk Waterfall Define Sign-off Design Sign-off Develop Sign-off Deploy False security More uncertainty Uncertainty Suprise! Timeboxed Agile Prioriterer Prioriterer Prioriterer Prioriterer kravene – kravene – kravene – kravene – Feedback Feedback Feedback designe, designe, designe, designe, utvikle, test utvikle, test utvikle, test utvikle, test Uncertainty Safer Safe  www.scrumtrain.com 21
  • 22. SCRUM is NOT www.scrumtrain.com 22
  • 23. Emergency Procedures 1.  Do something different (be creative) 2. Get help from someone outside the team 3. Decrease Scope 4. Abort Sprint www.scrumtrain.com 23
  • 24. Failure Modes inScrum Jens Østergaard www.scrumtraininginstitute.com
  • 25. 1. The Organization •  What we want •  An organization that fully understands the mechanisms that drive a product forward in an agile environment. •  How do we achieve that •  Education of organization •  An organization who dare to “let go” •  An organization where managers change from management to leadership •  An organization who aggressively remove impediments so teams can increase there velocity. •  An organization that accepts the challenge of the organizational dysfunctions that will surface as long as you keep Scrum pure 8/25/09 www.scrumtrain.com 25
  • 26. 2. The Team •  What we want •  Team self-organize and take collective ownership of the Sprint goal and sprintbacklog. They fight impediments during the sprint and in retrospective •  How do we achieve that •  Team takes authority of the sprint •  Team feels empowered •  Team commits to work at sprintplanning •  All team members feel responsible for all tasks •  Team constantly improve •  Team works closely together 8/25/09 www.scrumtrain.com 26
  • 27. 3. Product Owner •  What we want •  A competent PO who is able to prioritize the PB and to create a release plan •  How do we achieve that •  PO which understand it’s role •  PO calls the business decisions that needs to be taken •  PO takes responsibility for the productbacklog •  PO makes a release plan •  PO supports and motivates the team •  PO listen’s to all stakeholders 8/25/09 www.scrumtrain.com 27
  • 28. 4. Scrum Master •  What we want •  A Scrum Master who fully understands the mechanisms that drive Scrum towards high productivity and is able to expand Scrum in the organization •  How do we achieve that •  SM can explain Scrum to the organization •  SM is an expert on the Scrum process •  SM supports the team to be more productive in any way he/she can •  Understand that a SM has no authority •  Helps team improve the engineering practices •  SM works on his/her Scrum impediment list 8/25/09 www.scrumtrain.com 28
  • 29. 5. Management •  What we want •  Management who supports Scrum and is not afraid to “let go” and aggressively help teams remove obstacles •  How do we achieve that •  Leaves teams alone during sprint •  Provides organizational vision •  Aggressively remove impediments that Team or SM can not remove •  Challenges team to move beyond mediocricity 8/25/09 www.scrumtrain.com 29
  • 30. 6. Product Backlog •  What we want •  PB is defined by PO. Sized, estimated and prioritized •  How do we achieve that •  PO, stakeholders and team work closely together on developing PB •  Team estimates PBI’s •  PO prioritizes PB with a forced ranking based on highest ROI •  Relative estimation 8/25/09 www.scrumtrain.com 30
  • 31. 7. Sprint Backlog and Sprint •  What we want •  A sprintbacklog created by the team, estimated by the team, and and owned by the team. Progress in sprint is highly visible. •  How do we achieve that •  Team estimates the tasks •  Team decides how to build the functionality •  Team is responsible for updating the SB •  Burn-down chart is updated daily 8/25/09 www.scrumtrain.com 31
  • 32. 8. DONE •  What we want •  A definition of DONE, where by the end of the sprint, each feature built is potential shippable, without technical debt. •  How do we achieve that •  Team has the knowledge from a – z to build the feature •  Team is crossfuntional and work as much as possible on one PBI at a time. •  DONE is defined with PO •  Team does not hide undone work •  Improve engineering practices 8/25/09 www.scrumtrain.com 32
  • 33. What to do? •  To solve failure modes –  Follow the rules of the Scrum framework –  Show results –  Inspect and adapt –  Keep it simple so the organization understands the process –  Have a prioritized Scrum impediment list –  Have a plan for how to solve top impediments –  Help organization learn more about Scrum –  Empower the teams
  • 34. Time boxes, Roles, Rules www.scrumtrain.com 34
  • 35. Basic truths about team motivation 1.  People are most productive when they manage themselves; 2.  People take their commitment more seriously than other people’s commitment for them; 3.  People always do the best they can; and, 4.  Under pressure to “work harder,” developers automatically and increasingly reduce quality. www.scrumtrain.com 35
  • 36. Basic truths about team performance 1.  Teams and people do their best work when they aren’t interrupted; 2.  Teams improve most when they solve their own problems; and, 3.  Broad-band, face-to-face communications is the most productive way for teams to work together. www.scrumtrain.com 36
  • 37. Basic truths about team composition 1.  Teams are more productive than the same number of individuals; 2.  The optimum size team is around seven people, and no more than nine; 3.  Products are more robust when a team has all of the cross-functional skills focused on the work; and, 4.  Changes in team composition ruin productivity. www.scrumtrain.com 37
  • 38. •  Emergence –  Impossible to know all requirements in advance –  ”Thinking harder” and ”thinking longer” can uncover some requirements, but EVERY PROJECT HAS SOME EMERGENT REQUIREMENTS –  Emergent requirements are those that we cannot identify in advance www.scrumtrain.com 38
  • 39. •  So what do we do –  We talk more, write less But write if you have to –  Show software to users –  Acknowledge that requirements emerge And all that this implies –  Progressively refine our understanding of the product –  Express this progressive refinement in the product backlog www.scrumtrain.com 39
  • 40. Predictive Start with End with all requirements Plan and all completed requirements Scrum - Start with Empirical Goals and End with Goals some priority met requirements www.scrumtrain.com 40
  • 41. THE CONTEXT’S THE LEADER’S JOB DANGER SIGNALS RESPONSE TO CHARACTERISTICS DANGER SIGNALS -Repeating patterns -Sense, categorize, -Complacency and -Create SIMPLE and respond comfort communication consistent events -Ensure that proper -Desire to make channels to challenge -Clear cause-and- processes are complex orthodoxy effect in place problems simple -Stay connected relationships evident to -Delegate -Entrained thinking without everyone; -Use best practices -No challenge of micromanaging right answer exists -Communicate in clear, received wisdom -Don’t assume things -Known knowns direct ways -Overreliance on best are simple -Fact-based -Understand that practice if -Recognize both the management extensive context shifts value and interactive the limitations of best communication may practice not be necessary -Expert diagnosis -Sense, analyze, -Experts overconfident -Encourage external COMPLICA required respond in their and internal TED -Cause-and-effect relationships -Create panels of experts own solutions or in the efficacy of stakeholders to challenge expert discoverable but not -Listen to conflicting past solutions opinions to combat immediately advice -Analysis paralysis entrained apparent to everyone; -Expert panels thinking more than -Viewpoints of -Use experiments and one right answer nonexperts games to possible Excluded force people to think -Known unknowns outside the -Fact-based Familiar management Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007.
  • 42. THE CONTEXT’S THE LEADER’S JOB DANGER SIGNALS RESPONSE TO CHARACTERISTICS DANGER SIGNALS -Flux and -Probe, sense, respond -Temptation to fall back -Be patient and allow COMPLEX unpredictability -Create environments into time for -No right answers; and experiments that habitual, command- reflection emergent allow patterns and-control -Use approaches that instructive patterns to emerge mode encourage interaction -Unknown unknowns -Increase levels of -Temptation to look for so -Many competing ideas interaction and facts patterns can emerge -A need for creative and communication rather than allowing innovative -Use methods that can patterns to approaches help generate emerge -Pattern-based ideas: Open up -Desire for accelerated leadership discussion (as resolution through large group of problems or methods); exploitation of -set barriers; stimulate Opportunities attractors; encourage dissent and diversity; and manage starting conditions and monitor for emergence -High turbulence -Act, sense, respond -Applying a command- -Set up mechanisms CHAOTIC -No clear cause-and- -Look for what works and-control (such as parallel teams) effect relationships, instead of approach longer than to take advantage of so no point in looking seeking right answers needed opportunities afforded for right answers -Take immediate action -“Cult of the leader” by a chaotic -Unknowables to -Missed opportunity for environment -Many decisions to reestablish order innovation -Encourage advisers to make and no (command and -Chaos unabated challenge your point of time to think control) view once the crisis -High tension -Provide clear, direct has abated Work to -Pattern-based Communication shift the context from leadership chaotic to complex Excerpted from “A Leader’s Framework for Decision Making” by D. Snowden & M. Boone in Harvard Business Review, NOV 2007.