This is my latest presentation on "Scrum managing through complexity" given at Luxembourg Sacred Heart University Executive MBA Class (Jan. 17th 2012). This is a part of the Operational Excellence Module.

1. managing
thought
complexity
Scrum 1

2. Who am I?
2

3. What is SCRUM?
3

4. We’re losing the relay race
“The… ‘relay race’ approach to
product development…may
conflict with the goals of
maximum speed and flexibility.
Instead a holistic or ‘rugby’
approach—where a team tries
to go the distance as a unit,
passing the ball back and forth—
may better serve today’s
competitive requirements.”
Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”,
Harvard Business Review, January 1986 4

5. Why?
5

6. Winston Royce’s “Grandiose” Model
“Single Pass” phased model
to cope with US DoD
regulatory requirements
“I believe in this concept, but the
implementation is risky and invites failure.”
Winston W. Royce, “Managing the development of large software
systems”, Aug 1970
Source: Silvana Wasitova
6

7. Winston Royce’s Recommendation
Iterations between phases, hopefully
confined to successive steps
Source: Silvana Wasitova
7

8. Product Life Cycle
Project Project
Project Project
Project
Project
Project
Project
8

9. Scrum is a framework
structured to support
complex product
development.
9

10. Compl
exity 10

11. 11

12. Complexity zone Complex zone
Project Project
Project Project
Project
Project
Project
Project
Development Production
12

13. Facing new challenges….
Speed Stakeholders
Business Alignment
Risks
Permanent change
people
13

14. Scrum
14

15. Scrum in 100 words
• Scrum is an agile process that allows us to focus on
delivering the highest business value in the shortest time.
• It allows us to rapidly and repeatedly inspect actual
working software (every two weeks to one month).
• The business sets the priorities. Teams self-organize to
determine the best way to deliver the highest priority
features.
• Every two weeks to a month anyone can see real working
software and decide to release it as is or continue to
enhance it for another sprint.
15

16. Traditional
Project
Management Quality
resources
16

17. Split Cost (Resources) in People and
Tools
Split Scope in Functionality and
Quality (suggestion: Scott Ambler)
Add a dimension for Process
(suggestion: Alistair Cockburn)
Add a dimension for (Business)
Value (suggestion: Jim Highsmith)
http://www.ambysoft.com/essays/brokenTriangle.html
http://alistair.cockburn.us/index.php/Process:_the_fourth_dimension
http://blog.cutter.com/2009/08/10/beyond-scope-schedule-and-cost-measuring-agile-performance/ 17

18. And we get... 1. Value
the 7 dimensions 2. People
of software 3. Functionality
projects 4. Quality
5. Tools
6. Time
7. Process
18

19. Scrum Theory
• Scrum is founded on empirical process control
theory, or empiricism.
• Empiricism asserts that knowledge comes from
experience and making decisions based on what
is known.
• Scrum employs an iterative, incremental
approach to optimize predictability and control
risk
19

20. 20

21. 3 legs
Transparency
Inspection
Adaptation
21

22. Scrum consists of Scrum Teams and their
associated roles, events, artifacts, and rules.
Each component within the framework serves a
specific purpose and is essential to Scrum’s
success and usage.
The rules of Scrum bind together the events,
roles, and artifacts, governing the relationship
and interaction between them.
22

23. The Scrum Team
• The Scrum Team consists of a Product Owner, the
Development Team, and a Scrum Master.
• Scrum Teams are self-organizing and cross-functional.
• The team model in Scrum is designed to optimize
flexibility, creativity, and productivity.
• Scrum Teams deliver products iteratively and
incrementally, maximizing opportunities for feedback.
23

24. A Product Owner
• The Product Owner is responsible for
maximizing the value of the product and the
work of the Development Team.
• The Product Owner is the sole person
responsible for managing the Product Backlog.
24

25. The Development Team
• The Development Team consists of
professionals who do the work of delivering a
potentially releasable Increment of “Done”
product at the end of each Sprint.
– Self organizing
– Cross-functional
• Optimal Development Team size is small
enough to remain nimble and large enough to
complete significant work.
25

26. The Scrum Master
• The Scrum Master is responsible for ensuring
Scrum is understood and enacted.
• Scrum Masters do this by ensuring that the Scrum
Team adheres to Scrum theory, practices, and
rules.
• The Scrum Master helps those outside the Scrum
Team understand which of their interactions with
the Scrum Team are helpful and which aren't.
26

27. • Clear and catching vision
Basic
• Maintained Product Backlog
principles
• High Stakeholder’s
participitation
• Sprint is protected
• Collaborative Sprint Reviews
• Retrospectives focusing on
work and progress
27

28. Example
28

29. Maximizing Value
Item 1
Are milestones where we
Item 2 measure the variance between
estimation and delivery
Item
3
?
Item
4 Item
Item 4
5 Item
5 ?
Item 6
Item 6 Item 6
Item 7
Item 7 Item 7
?
Item 8
Item 8 Item 8 Item 8
Item 9
Item 9 Item 9 Item 9 ?
Item
Item Item Item Item
10
Item 10 10 10 10 ?
Item Item Item Item Item
11
11 11 11 11 11
1 2 3 4 5 6 7
12/11 06/12
29

30. Where do find Scrum?
• Software development
• Managing churchs
• Venture Capital and Start’ups
• Education
• Enterprise Management
Scrum is teached as
« Lean Management »
in Japan!
30

31. Scrum Evolutions
31

32. Credits
• Jurgen Appelo, What is Agile Management?
• Mike Cohn, Introduction to Scrum
• Dave Snowden, Cynefin
32

33. Questions?
33

34. 34

35. 35

36. Thanks
36

37. Pierre E. NEIS
Management Consultant
Head of Lean Centre of
Competence at coPROcess S.A.
Scrum & Lean Coach
37