Enacting Scrum - What it takes to maximize the chances for a successful adoption - Nicolae Giurescu

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Enacting Scrum
What it takes to maximize the chances for a successful adoption
Nicolae Giurescu
3PRO-LAB Consulting SRL
https://ro.linkedin.com/in/nicolaegiurescu
Nicolae.Giurescu@3pro-lab.ro

Many thanks to our sponsors & partners!
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SCRUM OVERVIEW

Definition
“A framework within which people can address
complex adaptive problems, while productively and
creatively delivering products of the highest possible
value” – The Scrum Guide
• Lightweight
• Simple to understand
• Extremely difficult to master

Framework
SCRUM
Roles Events Artifacts Rules
Development Team
Scrum Master
Product Owner
Sprint Planning
Daily Scrum
Sprint Review
Sprint Retrospective
Product Backlog
Sprint Backlog
Increment
Scrum Team
Same time &
location
No interruptions
Done when DONE
…

Pillars
Transparency Inspection Adaptation
Sprint Planning
Daily Scrum
Sprint Review
Definition of Done
Task board
Common language

Product Backlog
Ordered List of Everything Needed to Complete the Product
• User stories
• Features
• Functions
• Use cases
• Requirements
• Enhancements
• Bug fixes
• Technical debt
• Knowledge acquisition
• Constraints

Ordered By

Refined Continuously
Add details, estimates, and priority to items in the
Product Backlog

Sprint Backlog
A plan for building a “Done”
Increment and realizing the Sprint
Goal, created by the Development
Team during the Sprint Planning

Increment
What has been done from the
beginning to the current Sprint
Meets the Definition of Done, is
usable and potentially releasable

Definition of Done
• Acceptance criteria met
Reviewed
Unit tested (??% coverage)
Functional tests passed
Integrated
Automated tests created
User documentation updated
Code committed and baselined
• Release criteria met

Product Owner
The Product Owner is responsible
for maximizing the value of the
product and consequently the value
of the Development Team work

Development Team
Delivers a potentially releasable increment of “Done”
product at the end of each Sprint
Cross-functionalSelf-organizing
Accountability belongs to the team

Scrum Master
A servant-leader for the Scrum Team
“Leaders are learning that this kind of empowerment, which is what
servant-leadership represents, is one of the key principles that, based
on practice, not talk, will be the deciding point between an
organization's enduring success or its eventual extinction.”
—Stephen Covey

Sprint Planning
Two time-boxed parts of equal
duration, answering:
• What will be done during the
current Sprint?
• How will the work be done?

Daily Scrum
Development Team responds to
the following 3 questions:
• What has been accomplished
since the last meeting?
• What will be done before the
next meeting?
• What impediments are in the
way?

Sprint Review
Inspect the Increment and adapt the Product Backlog (if
needed):
• The Product Owner identifies what has been “Done”
• The Development Team demonstrates the work “Done”
for the Increment
• The Development Team identifies what went well, the
impediments and their solving
• The Product Owner discusses based on the Product
Backlog and forecast the completion date
• The Scrum Team determines what to do next

Opportunity to inspect and define improvements
• With regards to people, process and tools
• Plan to implement improvements
• Definition of Done might change

AGILE OVERVIEW

Agile Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.

Twelve Principles of Agile Software
Our highest priority is to satisfy
the customer through early and
continuous delivery of valuable
software.

Deliver working software
frequently, from a couple of
weeks to a couple of months,
with a preference to the shorter
timescale.

Welcome changing requirements, even late in
development. Agile processes harness change for the
customer's competitive advantage.

Simplicity--the art of maximizing
the amount of work not done--is
essential.

Business people and developers
must work together daily
throughout the project.

The most efficient and effective
method of conveying
information to and within a
development team is face-to-
face conversation.

Working software is the primary
measure of progress.

The best architectures,
requirements, and designs
emerge from self-organizing
teams.

Continuous attention to technical
excellence and good design
enhances agility.
“Miracle Staircase”
Loretto Chapel, Santa Fe

Build projects around motivated individuals. Give them
the environment and support they need, and trust
them to get the job done.

Agile processes promote sustainable development.
The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.

At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.

ENACTING SCRUM

Why? – Business Perspective
• To improve productivity
• To improve quality
• To shorten time-to-market
• To identify and eliminate risks earlier
• To reduce cost of implementing changes
• To improve client satisfaction
• To improve profitability
• To improve your work-life balance

Why? – Team Perspective
• Implement changes easier
• Always know the status
• Identify and eliminate waste
• Minimize rework
• Acquire new skills
• Improve work-life balance

False WHY
Everybody is doing it

Success Enablers

Willingness to Change
“Change is the law of life. And
those who look only to the past or
present are certain to miss the
future.”
John F. Kennedy

“Change imposed is change opposed”
Dr. Spencer Johnson (www.whomovedmycheese.com)
• Comfort zone is the main deterrent to change
• Always provide information and reasons
• Need to learn, as well as unlearn

“There are no exceptions to the rule that everybody
likes to be an exception to the rule.”
Charles Osgood
• “Our project is different” syndrome
• “I know better” syndrome

“Persuasion is often more effectual than force.”
Aesop
• Use persuasion, not manipulation
• Motivate practitioners by anticipating success
• Value feedback

Willingness to Collaborate
“When you replace I with We, even Illness becomes
Wellness” -- Anonymous

Willingness to Succeed
"Successful and unsuccessful people do not vary
greatly in their abilities. They vary in their desires to
reach their potential." John Maxwell

Invest in Training
“Better train people and risk they leave –
than do nothing and risk they stay” --
Anonymous

Invest in Training
Train all involved
• Scrum Master (CSM > 350000, PSM I > 55000)
RO (CSM > 250, PSM I > 150)
• Scrum Product Owner (CSPO > 75000, PSPO I > 8000)
RO (CSPO > 70, PSPO I > 30)
• Development Team (CSD > 3500, PSD I > 2800)
• Management

Definition of Framework
“The basic structure of something : a set of ideas or
facts that provide support for something : a
supporting structure : a structural frame”
The Merriam-Webster dictionary

Software Craftsmanship
As aspiring Software Craftsmen we are raising the bar of professional software development by
practicing it and helping others learn the craft. Through this work we have come to value:
Not only working software, but also well-crafted software
Not only responding to change, but also steadily adding value
Not only individuals and interactions, but also a community of
professionals
Not only customer collaboration, but also productive partnerships
That is, in pursuit of the items on the left we have found the items on the right to be
indispensable.
© 2009, the undersigned. this statement may be freely copied in any form,
but only in its entirety through this notice.

Jeff Sutherland
“Scrum transformations work best by
starting small and slowly scaling out. All at
once Scrum is a lot harder.”

Ken Schwaber
Scrum Software Studio
• Separate entity within the organization
• All projects within the studio use Scrum
• As benefits are surfacing, more and more projects are
added
Organization
Scrum Software Studio
Projects

Choose First Project
Simple
Complex
Chaos
Technology
Requirements
Far from certaintyClose to certainty
Close to agreement
Far from agreement
WATERFALL
AGILE
AGILE
LUCK
Ralph Stacey’s Diagram

Case Studies
http://www.scrumcasestudies.com/
http://www.slideshare.net/sgreene/salesforcecom-agile-transformation-agile-
2007-conference

Development Team
• Do not send buggy software to the client!
• Make the extra step of identifying the root cause of
problems.

Scrum Team
Process improvement on a daily basis

Management
Senior Management
Scrum Teams
ORG
PRJ

All
I work for you I work with you

Institutionalization
Doing Agile
Being Agile

THANK YOU!
3PRO-LAB Consulting S.R.L.
Consulting services for process improvement
Course provider:
• How to Scrum
• Understanding CMMI-DEV
• Professional Scrum Master (partner)
• Professional Scrum Product Owner (partner)
• Professional Scrum Foundations (partner)
• Introduction to CMMI-DEV (partner)
office@3pro-lab.ro

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Enacting Scrum - What it takes to maximize the chances for a successful adoption - Nicolae Giurescu

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Enacting Scrum - What it takes to maximize the chances for a successful adoption - Nicolae Giurescu