Jamais sans mes ScrumButs

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slides supporting discussion & workshop for 2013 ScrumDay session @ IBM Paris

Good or Bad ScrumButs? What can we learn?

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Jamais sans mes ScrumButs

  1. 1. Skype://ckeromen@ckti.comTwitter: @ckeromenwww.ckti.com Jamais sans mes ScrumButs http://fr.slideshare.net/ckti/ Christophe  Keromen 1
  2. 2. LE FSUGremercie ses sponsors pour leur soutien 2
  3. 3. Présenta1on  de  la  séanceDéfini1on  et  exemples  de  ScrumButs De  bons  ScrumButs? recueil  dautres  exemples   Pragma1sme   (6  mn) Paradoxe deux  tas   (1  mn) Les  bons  et  les  méchants?   1)  ScrumBut  temporaire Comment  les  ScrumButs  assumés  ont     2)  ScrumButs  assumés apporté  de  laméliora1on  ?  (10  mn)La  voix  de  son  maître  :  la  posi1on  de  Ken   Comment  discriminer  ?Schwaber Scrum  ou  pas  Scrum  (J  Sutherland) LeGer-­‐Vo1ng   (2  mn) Risque  -­‐  Caractérisa1on  (agileforest) Scrum     (S) Diagramme  deffets  (Laurent   pas  Scrum   (!) Bossavit)Objec1f  Scrum  ?   Étude  de  cas Mais  Inspect  &  Adapt,  agilité Ensemble Quel  nom  donner  ? DiscussionsScrumBut  =  Changer  Scrum  pour  ne  pas  changer Pour  aller  plus  loin Devia1on  is  bad  devia1on Scrum  Checklist Changer  le  contexte ScrumBut  Test Comment  les  ScrumButs  transitoires   ont  été  dépassés  ?  (10  mn) 3
  4. 4. ScrumButs• http://www.scrum.org/scrumbut• (ScrumBut)(Reason)(Workaround) 4
  5. 5. scrumbut  [skruhmbut]  noun.1.  A  person  engaged  in  only  par1al  Agile  project  management  or  development  methodologies2.  One  who  engages  in  either  semi-­‐agile  or  quasi-­‐waterfall  development  methodologies.3.  One  who  adopts  only  SOME  tenants  of  the  SCRUM  methodology.4.  In  general,  one  who  uses  the  word  "but"  when  answering  the  ques1on  "Do  you  do  SCRUM?" 5
  6. 6. Recueil de ScrumButs sur feuilles A4 TimeBox  :  3+3  mn 6
  7. 7. Deux collections :ScrumButs transitoires ScrumButs assumés TimeBox  :  1  mn 7
  8. 8. ScrumBut        Nous  u1lisons  Scrum,  maisnous  avons  besoin  d’une  grosse  équipe  pour  avoir  toutes  les   compétences  indispensables  au  projet.  Ainsi  nos  équipes  sont  +  nombreuses  que  les  9  personnes   recommandées. 8
  9. 9. ScrumButWe  use  Scrum,  buthaving  a  Daily  Scrum  every  day  is  too  much  overead,so  we  only  have  one  per  week. 9
  10. 10. ScrumButWe  use  Scrum,  butRetrospec5ves  are  a  waste  of  1me,so  we  dont  do  them. 10
  11. 11. ScrumButWe  use  Scrum,  butwe  cant  build  a  piece  of  func1onality  in  a  month,so  our  Sprints  are  6  weeks  long. 11
  12. 12. ScrumButWe  use  Scrum,  butwe  have  a  list  of  bugs  to  fix,we  do  two  normal  sprints  and  one  bugfix  sprint. 12
  13. 13. ScrumButNous  u1lisons  Scrum,  maisdes  changements  dexigences  doivent  être  prises  en  compte   fréquemment,aussi  le  périmètre  du  Sprint  change  en  cours  de  Sprint. 13
  14. 14. ScrumButWe  do  Scrum,  but  we  do  not  have  anyone  available  to  serve  as  a  product  ownerso  we  communicate  by  email,  no  ordered  backlog 14
  15. 15. ScrumButWe  do  Scrum,  but  we  cannot  split  our  storiesso  we  cannot  finish  them  in  one  sprint 15
  16. 16. We  do  Scrum,  but  hard  precise  deadlines  are  defined  by  management  with  hardened  scopeso  we  just  code 16
  17. 17. ScrumButWe  do  Scrum,  but  we  need  to  include/provide  items  from/to  another  teamso  we  just  change  the  sprint  dura5on  from  sprint  to  sprintwe  do  all  our  planning  up  front 17
  18. 18. ScrumButWe  do  Scrum,  but  we  need  extra-­‐material  to  demoso  we  demo  items  on  our  local  environment  and  you  cannot  play  with  it 18
  19. 19. ScrumButWe  do  Scrum,  but  we  are  always  saying  the  same  things  in  our  Retrospec5vesso  we  dont  do  them  anymore 19
  20. 20. ScrumButs can come from many sources• The  business  doesn’t  want  to  be  involved• Everyone  wants  their  features  first  and  can’t  agree  on  a   priority• Teams  don’t  know  how  to  self-­‐organize• People  aren’t  available  to  work  on  teams  full-­‐1me• Timeboxes  arent  adhered  to• Teams  don’t  see  a  need  for  a  daily  Scrum• Teams  can’t  get  a  piece  of  func1onality  done  in  one  Sprint• Teams  don’t  have  the  skills  to  “do”  something hGp://fr.slideshare.net/tangram77/scrum-­‐buts-­‐but-­‐scrum 20
  21. 21. ScrumButs can come from many sources• Teams  can’t  fit  tes1ng  into  the  same  Sprint  as   development• The  Scrum  Master  tells  the  team  what  to  do  and  how  to   do  it• Other  managers  can’t  stay  out  of  a  Sprint• Important  things  come  up  that  require  interrup1ng  the   Sprint• The  Sprints  can’t  start  un1l  all  of  the  other  groups  do   their  up-­‐  front  work• Other  groups  are  building  hardware  or  using  waterfall hGp://fr.slideshare.net/tangram77/scrum-­‐buts-­‐but-­‐scrum 21
  22. 22.  the  framework  s erves  a  specific  “Each  component  within s  and  usage.”  —   se  and  is  essen1a l  to  Scrum’s  succespurpoScrum  Guide "Les ScrumButs constituent les raisons qui empêchent de tirer parti de Scrum pour résoudre les problèmes et réaliser les bénéfices." Ken Schwaber - Scrum.org 22
  23. 23. crum  is  lik e  chess.   ate,  or  you  don’t.”  “S r  play  it  as   its  rules  stYou  eithe K.  Schwaber You can’t call it Scrum if you’re not doing it by the book. http://agiletrail.com/2013/03/27/blasphemy-they-call-it-scrum/ 23
  24. 24. Scrum’s roles, artifacts, events, and rules are immutable and although implementing only parts of Scrum is possible, the result is not Scrum.Scrum exists only in its entirety and functions well as a container for other techniques, methodologies, and practices. 24
  25. 25. Are We Doing Scrum If...• Do  we  really  need  a  Scrum  Master?• Is  it  OK  to  have  a  part-­‐1me  Product  Owner?• Can  we  split  people  across  Teams?• Can  we  work  on  several  projects  at  once?• Can  we  have  itera1ons  for  doing  design  and  analysis? hGp://agileatlas.org/commentaries/ar1cle/are-­‐we-­‐doing-­‐scrum-­‐if 25
  26. 26. "Letter-Voting" sur chaque ScrumBut Scrum (S) pas Scrum (!) TimeBox  :  2  mn 26
  27. 27. Objectif Scrum ? BUT Inspect & Adapt? 27
  28. 28. Scrum evolutionRetrospec1ve  (2001:  Norm  Kerth)hGp://www.mountaingoatsovware.com/blog/gasping-­‐about-­‐the-­‐product-­‐backlog 28
  29. 29. Scrum deviations (2011)• The  priori5sed  product  backlog  was  replaced  by  an   ordered  product  backlog – hGp://www.scrumalliance.org/ar1cles/367-­‐its-­‐ordered-­‐-­‐ not-­‐priori1zed• The  term  “commitment”  regarding  the  work  selected  for  a   sprint  was  ditched  in  favour  of  the  term  “forecast“. – hGp://www.scrum.org/About/All-­‐Ar1cles/ar1cleType/ Ar1cleView/ar1cleId/95/Commitment-­‐vs-­‐Forecast-­‐A-­‐ subtle-­‐but-­‐important-­‐change-­‐to-­‐Scrum 29
  30. 30. Alors ?Dévoiement de Adaptation m a is lagilité ? agile ? 30
  31. 31. rtan t for impo o are fer t . ey re ation at th unic es and wh ommNam c m a isSi chacun utilise un autre nom pour sa déclinaison de Scrum, comment va-t-on communiquer ? 31
  32. 32. ScrumBut= changer Scrum pour ne pas changer ? 32
  33. 33. Mike Cohn"To  me  a  ScrumBut  is  a  devia1on  from  the  minimal  core  set  of  Scrum  prac1ces  that  is  obviously  a  bad  devia1on" 33
  34. 34. ScrumBut => Scrum mal appliqué => Scrumne marche pas => Lagilité cest nul scrum-fall fall with a few Scrum practices woven in. it’s water 34
  35. 35. Ces questions révèlent des problèmes dans votre organisation 35
  36. 36. Rupture ou petits pas ? http://www.agilex.fr/2013/01/demarrer-avec-scrum-ou-kanban/ 36
  37. 37. Le contexte• Vous  ne  pouvez  pas  changer  le  contexte  avant  de  rechercher   une  améliora1on  agile  ? – commencez  là  où  vous  en  êtes – ne  pas  se  sa1sfaire  du  statu-­‐quo – remontez  les  problèmes,  rendez  visible • transparence – inspectez  &  adaptez 37
  38. 38. Comment les ScrumButs transitoires ont-ils été dépassés ? TimeBox  :  10  mn 38
  39. 39. De bons ScrumButs? 39
  40. 40. Jurgen AppeloIMHO  it  is  the  perfect  term  for  overzealous  SMs  who  focus  on  process  instead  of  people  and  agile  values. 40
  41. 41. Jurgen Appelo• The  real  op1mal  method  always  depends  on  the  teams   structure  and  environment.• In  short:  the  op1mal  method  will  always  be  an  adapta1on...• And  thats  what  retrospec5ves  are  for! 41
  42. 42. Dennis StevensThe  goal  is  for  the  team  to  be  able  to  iden1fy  the  capabili1es  and  outcomes  that  are  most  important  to  improving  the  teams  delivery 42
  43. 43. Alan Atlasmy  philosophy  about  scrum:  do  it  well,  give  it  a  good  try,  but  don’t  kill  yourself  and  if  it’s  not  perfect,  it’s  s1ll  good. hGp://agileatlas.org/commentaries/ar1cle/what-­‐scrum-­‐means-­‐to-­‐me 43
  44. 44. Pragmatisme 44
  45. 45. Unless you are lucky enough to work for a company where top management supports Scrum, middle management also supports Scrum, and the whole company or IT department has been completely reorganized for Scrum, your project or companyenvironment may not be as perfect as Scrum prescribes. Scrum In Action, chap. 12http://www.amazon.com/Scrum-Action-Andrew-Pham/dp/143545913X 45
  46. 46. Church volunteers had their daily stand up only onceevery Friday when they came to church because they did not come to the church every day. Arline C. Sutherland "Scrum in the Church" http://docs.google.com/viewer?url=http://jeffsutherland.com/scrum/SutherandScruminChurchAgile2009.pdf 46
  47. 47. http://commons.wikimedia.org/wiki/File:110228-F-3188G-115-C-130H3.jpg http://en.wikipedia.org/wiki/Cargo_cult tools” ses and proces sover acti on di nter ual s an “In divid http://commons.wikimedia.org/wiki/File:ShuHaRi.png 47
  48. 48. ButScrum• But  Scrum  says  we  es1mate –I  have  personally  been  around  agile  teams  that  dont   es1mate  all  of  their  items  in  their  backlog.  Why?   Mul1tudes  of  reasons.• A  couple  of  examples:   –Teams  break  down  their  work  far  enough  (day  range)   where  the  variance  in  the  es1mates  would  be  minuscule.   –A  team  works  really  well  together  and  can  accurately   predict  how  much  they  can  get  done,  without  worrying   about  points hGp://fr.slideshare.net/tangram77/scrum-­‐buts-­‐but-­‐scrum 48
  49. 49. Les bonset les méchants ? 49
  50. 50. Positive ScrumButs They make a teams performance better. InnovationAdaptation Experimentation 50
  51. 51. (Positive). Good adaptation of Scrum that helps get the team moving forward despite some constraints they have to deal with in the real world. 51
  52. 52. An example for a good deviation is the replacementof the Daily Scrum with a standup every 1.5 hours,because all of the intentions behind the originalelement are still (and even better!) met with the useof the new element. http://agiletrail.com/2013/03/27/blasphemy-they-call-it-scrum/ 52
  53. 53. Negative ScrumButs They make a teams performance worse. Wrong applicationBad excuses 53
  54. 54. The deviation is bad, when one or more of theintentions behind the original element are not metanymore. For example, replacing a single person PO by a PO board is a bad deviation, because one of the intentions behind the original element (fast decision making) are not met anymore. http://agiletrail.com/2013/03/27/blasphemy-they-call-it-scrum/ 54
  55. 55. Comment les ScrumButs assumés ont apporté de lamélioration ? TimeBox  :  10  mn 55
  56. 56. Commentdiscriminer ? 56
  57. 57. a “C” if it is caused by Scrum (in other words, without Scrum it would not be happening), or an “E” if it is exposed by Scrum (in other words, it would be happening with orwithout Scrum, but Scrum makes it known to the Team), or a “U” if it’s unrelated to Scrum (like the weather). http://jeffsutherland.com/ScrumPapers.pdf 57
  58. 58. making problems visible and requires you toScrum is change your behavior and way of thinking• Pourquoi cette règle Scrum ? • Ken Schwaber expose un principe• Quels sont les risques à ne pas la suivre ? • Ken Schwaber utilise le mot Conséquence Ken Schwaber  http://www.youtube.com/watch?v=tgBkvS-q_fA&lr=1  http://www.youtube.com/watch?v=-MZdKaqY6wU&lr=1  58
  59. 59. 59
  60. 60. 60
  61. 61. what (approach)why (purpose/intent)who (is involved and to what extent, RACI is a goodmodel for this) http://racichart.org/when (how often, how does the time impact otherelements)how (does it feel when it is working right versusworking poorly) http://agileforest.com/2013/03/29/scrum-intentions-scrumbut-scrumand-and-shu-ha-ri/ 61
  62. 62. The RACI Matrix shows responsibilities for a task or set of deliverables (i.e. who is Responsible fordoing the work; who will beAccounted for it; whowill be Consulted for it; and who will be Informed once it has been completed). http://commons.wikimedia.org/wiki/File:RACI_Matrix.png 62
  63. 63. Building your own agile processLaurent  Bossavit:each  agile  prac1ce  is  an  interven1on,  discovered  through  real-­‐world  experience  of  veteran  developers,  which  repairs  a  frequently  encountered,  dysfunc1onal  system  structure  in  sovware  development. hGp://www.scandevconf.se/db/BYOAP.pdf 63
  64. 64. Diagrammes deffets hGp://www.scandevconf.se/db/BYOAP.pdf 64
  65. 65. Résolution de problèmes•  5  why,  Ishikawa  (Fishbone)•A3  thinking –hGp://www.crisp.se/gra1s-­‐ material-­‐och-­‐guider/a3-­‐template•… hGp://agilitrix.com/2010/06/go-­‐faster-­‐with-­‐root-­‐cause-­‐analysis/ 65
  66. 66. Do Retrospective!Whatever  they  want  to  change,  I  never  allow  them  to  drop  retrospec1ves  and  analyze  with  them  what  happened  aver  they  altered  somethinghGp://scrumorakel.de/blog/index.php?/archives/34-­‐Can-­‐you-­‐change-­‐Scrum.html 66
  67. 67. EscaladerLes  ScrumButs  sont  des  signaux  dobstacles  organisa1onnels.Ken  Schwaber  conseille  de  créer  une  équipe  dédiée  pour  les  traiter  :  Enterprise  Transi5on  Team.Son  objec1f  est  de  supprimer  les  obstacles  remontés  par  les  équipes  Scrum. 67
  68. 68. EscaladerLe  ScrumBut  est-­‐il  dépendant  de  léquipe  ? si  oui lajouter  au  Backlog  de  léquipe sinon lajouter  au  Backlog  de  lEnterprise  Transi1on  Team 68
  69. 69. Étude de cas 69
  70. 70. • Our  Product  Owner  is  an  arrogant  son  of  none  who  wont   listen  to  anyone  and  who  pushes  everyone  around.  Our   retrospec1ves  just  wind  up  with  the  PO  shou1ng  at   everyone  and  forcing  the  same  outcome  every  1me,  work   harder  and  quit  whining.  • It  is  s1ll  Scrum  if  we  exclude  the  Product  Owner  from  our   Sprint  Retrospec1ves? Ron  Jeffries:  hGp://agileatlas.org/commentaries/ar1cle/is-­‐it-­‐s1ll-­‐scrum-­‐if 70
  71. 71. • What  is  the  rule?• What  is  the  goal  of  the  rule?• What  is  the  organiza1on  issue?• What  is  the  risk  of  breaking  the  rule?• How  can  we  s1ll  target  the  goal? 71
  72. 72. Yes, the Product Owner needs to be in the SprintRetrospectiveor youre not doing Scrum. 72
  73. 73. • What  is  the  rule? – Sprint  Retrospec1ve  is  for  the  whole  Scrum  Team• What  is  the  goal  of  the  rule? – best  results  come  from  1ght  connec1on  between  Product   Owner  and  Dev  Team,  with  true  collabora1on  and  coopera1on. – "Business  people  and  developers  must  work  together  daily   throughout  the  project." – "At  regular  intervals,  the  team  reflects  on  how  to  become  more   effec?ve,  then  tunes  and  adjusts  its  behavior  accordingly."• What  is  the  organiza1on  issue? – Command-­‐and-­‐control  paGern,  no  full  understanding  of   Scrum…• What  is  the  risk  of  breaking  the  rule? – No  Working  Retrospec?ve 73
  74. 74. How can we still target the goal? 74
  75. 75. • SM  teaches  the  PO• Get  a  #  PO• new  mee1ng  Dev  Retrospec1ve  without  PO – ScrumBut•… 75
  76. 76. Discussions… 76
  77. 77. Pour aller plus loin 77
  78. 78. ScrumBut test Jeff Sutherland traduction française par Antoine Vernois http://antoine.vernois.net/scrumbut/?page=test&lang=fr http://www.dennisstevens.com/2009/03/05/were-doing-scrum-but/http://www.dennisstevens.com/2009/09/01/methods-practices-and-outcomes/ 78
  79. 79. Question 1 –• No  Itera1ons  –  0• Itera1ons  >  6  weeks  –  1• Variable  Length  <  6  weeks  –  2• Fixed  itera1on  length  6  weeks  –  3• Fixed  itera1on  length  5  weeks  –  4• Fixed  itera1on  length  4  weeks  or  less  –  10 79
  80. 80. •Limit  Work  in  Process  –  don’t   start  anything  you  can’t  finish 80
  81. 81. Question 2 – Testing• No  dedicated  QA  –  0• Unit  tested  –  1• Feature  tested  –  5• Feature  tested  as  soon  as  completed  –  7  • Sovware  passes  acceptance  tes1ng  –  8• Sovware  is  deployed  –  10 81
  82. 82. •Tes1ng  within  the  Sprint:   Maintain  Code  Quality  –   Shorten  quality  feedback  loops   to  zero  to  maintain  code   quality  and  reduce  the  waste   of  rework 82
  83. 83. Question 3 – Agile• No  requirements  –  0• Big  requirements  documents  –  1• Poor  user  stories  –  4• Good  requirements  –  5• Good  user  stories  –  7• Just  enough,  just  in  1me  specifica1ons  –  8• Good  user  stories  1ed  to  specifica1on  as  needed  –   10 83
  84. 84. • Communicate  Business  Needs  to   Development  –  Ensure   developers  understand  outcomes   while  minimizing  coordina1on   and  transac1on  costs,  maintain   traceability  to  business  need 84
  85. 85. Question 4 – Product Owner• No  Product  Owner  –  0• Product  Owner  who  doesn’t  understand  Scrum  –  1• Product  Owner  who  disrupts  team  –  2• Product  Owner  not  involved  in  team  –  2• Product  Owner  with  clear  product  backlog  es1mated   by  team  before  Sprint  Planning  mee1ng  (READY)  –  5• Product  Owner  with  a  release  roadmap  with  data   based  on  team  velocity  –  8• Product  Owner  who  mo1vates  the  team  –  10 85
  86. 86. •Maintain  Product  Roadmap  –   The  business  communicates  a   plan  of  what  is  being  built 86
  87. 87. Question 5 – Product Backlog• No  Product  Backlog  –  0• Mul1ple  Product  Backlogs  –  1• Single  Product  Backlog  –  3• Product  Backlog  clearly  specified  and  priori1zed  by  ROI   (business  value)  before  Sprint  Planning  (READY)  –  5• Product  Owner  has  release  plan  based  on  Produce   Backlog  –  7• Product  Owner  can  measure  ROI  (business  value)  based   on  real  revenue,  cost  per  story  point,  or  other  metrics  –  10 87
  88. 88. •Priori1ze  Investments  Based   on  Return  –  the  business   priori1zes  work  based  on  a   current  understanding  of   business  value 88
  89. 89. Question 6 – Estimates• Product  Backlog  not  es1mated  –  0• Es1mates  not  produced  by  team  –  1• Es1mates  not  produced  by  planning  poker  –   5• Es1mates  produced  by  planning  poker  by   team  –  8• Es1mate  error  <  10%  –  10 89
  90. 90. •Provide  Meaningful  Effort   Es1mates  –  Understand  rate   the  team  can  produce  work  to   support  planning,  investment   decisions,  and  customer   commitments 90
  91. 91. Question 7 – Burndown Chart•  No  burndown  chart  –  0• Burndown  chart  no  updated  by  team  –  1• Burndown  chart  in  hours/days  not  accoun1ng  for  work  in   progress  (par1al  tasks  burn  down)  –  2• Burndown  chart  only  burns  down  when  task  is  done   (TrackDone  paGern)  –  4• Burndown  only  burns  down  when  story  is  done  –  5 – Add  3  points  of  team  knows  velocity – Add  two  points  if  Product  Owner  release  plan  based  on   known  velocity 91
  92. 92. • Communicate  Release  Schedule  –  Be  able  to   predict  content  and  1ming  of  future  releases.   This  clarifies  correc1ve  ac1on,  next  most   valuable  investment  decisions,  marke1ng   decisions  and  customer  commitments 92
  93. 93. Question 8 – Team Disruption• Manager  or  Project  Leader  disrupts  team  –  0• Product  Owner  disrupts  team  –  1• Managers,  Project  Leaders  or  Team  Leaders   telling  people  what  to  do  –  3• Have  Project  Leader  and  Scrum  roles  –  5• No  one  disrup1ng  team,  only  Scrum  roles  –   10 93
  94. 94. • Maintain  Produc1ve  Work   Environment  –  Management   understands  and  supports  the  focus   on  rapid  delivery.  Trust  is  established   that  the  team  will  be  able  to  meet   current  and  future  commitments. 94
  95. 95. Question 9 – Team• Tasks  assigned  to  individual  during  Sprint  Planning  –  0• Team  members  do  not  have  any  overlap  in  their  area  of   exper1se  –  0• No  emergent  leadership  –  one  or  more  team  members   designated  as  a  direc1ve  authority  –  1• Team  does  not  have  the  necessary  competency  –  2• Team  commits  collec1vely  to  Sprint  goal  and  backlog  –  7• Team  members  collec1vely  fight  impediments  during  the   sprint  –  9• Team  is  in  hyperproduc1ve  state  –  10   95
  96. 96. •  Develop  an  Empowered  Team  –  The   team  feels  empowered  to  make   decisions  about  how  to  move  forward.   Management  has  provided  sufficient   guidance  and  direc1on  that  they  trust   the  team  will  make  opera1onal  and   tac1cal  decisions  aligned  with  the  best   interest  of  the  business. 96
  97. 97. •  If  you  score  less  than  a  6  on  average,  you   probably  aren’t  doing  Scrum.• if  you  aren’t  doing  Scrum,  don’t  call  it  Scrum 97
  98. 98. Scrum Check-ListCheck-­‐list  Scrum  non-­‐officielle  par    Henrik  Kniberg  :  faites-­‐vous  vraiment  du  Scrum  ?hGp://www.crisp.se/gra1s-­‐material-­‐och-­‐guider/scrum-­‐checklist• hGp://www.fabrice-­‐aime….fr/dotclear/index.php? q=mindmap• hGp://thierrycros.net/public/docs/Evalua1on_Scrum_-­‐ _v1.ods 98
  99. 99. GASPsGenerally  Accepted  Scrum  Prac5ces• User  Stories:  hGp://agileatlas.org/gasps/ ar1cle/user-­‐stories  • Release  Sprint:  hGp://agileatlas.org/gasps/ ar1cle/release-­‐sprint  • Starup  Sprint:  hGp://agileatlas.org/gasps/ ar1cle/startup-­‐sprint hGp://agileatlas.org/gasps 99
  100. 100. Scrum Alliance: Agile Atlas• Ron  Jeffries:  hGp://agileatlas.org/commentaries/ar1cle/is-­‐it-­‐ s1ll-­‐scrum-­‐if 100
  101. 101. Ressources• hGp://www.noop.nl/2009/09/scrumbuts-­‐are-­‐the-­‐best-­‐part-­‐of-­‐ scrum.html• hGp://www.dennisstevens.com/2009/03/05/were-­‐doing-­‐scrum-­‐but/   (Jeff  Sutherland  ScrumBut  Test)• hGp://jeffsutherland.com/SutherlandScruminChurchAgile2009.pdf• hGp://prezi.com/4jap4v487ykg/scrum-­‐but/• hGp://agileforest.com/2013/03/29/scrum-­‐inten1ons-­‐scrumbut-­‐ scrumand-­‐and-­‐shu-­‐ha-­‐ri/• hGp://agiletrail.com/2013/03/27/blasphemy-­‐they-­‐call-­‐it-­‐scrum/• Laurent  Bossavit  :  Building  your  own  agile  process  hGp:// www.scandevconf.se/db/BYOAP.pdf• hGp://fr.slideshare.net/tangram77/scrum-­‐buts-­‐but-­‐scrum• hGp://pierrefauvel.wordpress.com/2013/03/04/583/   101
  102. 102. This  presenta1on  was  inspired  by  the  works  of  many  people,  and  I  cannot  possibly  list  them  all.  Though  I  did  my  very  best  to  aGribute  all  authors  of  texts  and  images,  and  to  recognize  any  copyrights,  if  you  think  that  anything  in  this  presenta1on  should  be  changed,  added  or  removed,  please  contact  me  at  ckeromen@ck1.com.hGp://crea1vecommons.org/licenses/by-­‐sa/3.0/ 102