an interpretation of scrum as a complex adaptative system

1. Scrum X
as complex adaptive system
towards
Enterprise Scrum

2. Pierre E. Neis
agile field worker
pierre.neis@agilesqr.com

3. basic principle 1:
“set the stage”
safe to fail
container
one idea
comes in a couple
of
options
comes
out

4. basic principle 2:
“everything is not an option”
[time bound]
safe to fail
container
one idea
comes in a decision
has to be
taken on
what to keep
and what to
leave
[sprint]

5. basic principle 3:
“decide”
one idea
comes in
a decision has to be taken on what to keep and what to leave
[time bound]
safe to fail
container
[sprint]
[time bound]
safe to fail
container
[sprint]

6. basic principle 4:
“avoid never ending stories”
one idea
comes in
[time bound]
safe to fail
container
[sprint]
[time bound]
safe to fail
container
[sprint]
Proceed until you reach a valid outcome

7. basic principle 5:
“human relations”
safe-to-fail
container
people
interacting
together
information can
be pulled in the
containerinformation cannot be
pushed in the container

8. Basic principle 6:
“Keep the balance”
one idea
comes in
[time bound]
safe to fail
container
Balance is everything
demand/
capability
development/
customer experience
development/support/
architecture/QA/Processes

9. Basic principle 7:
“what do you really want?”
Burning Down
- great customer
experience
- clear direction
- +motivation +
engagement
Burning Up
- R&D
- good for new
solutions
- engineering/
development
focused
- risk to not
respond to
market needs
Low brainer
- just keeping
people busy
- no motivation
- no
achievement
- command and
control
Engagement
25 %
25 % 25 %
25 %Scrum Team
Customers
Management
Users
Engagement
7 %
37 %
19 %
37 %
Engagement
70 %
22 %
9 %
great
PO
no PO
a lot of
Business Analysts

10. Basic principle 10:
“set the pace”
high risk
high
incertitude
simple work
1 2 3 4Nb weeks
perfect fit
great for fast feedback
foster sharp prioritisation
foster great communication
consensus
arguments are that 2 weeks are too small
low dynamics
no more achievements if 2 weeks
only valid for research & development
longer meetings
fit best for multiple teams alignment

11. Main principle
treat people as
adults
ask the
team
deliver
each
time
inspect & adapt
coherence
resilience

12. Constraints
Stable team (totally dedicated)
Team size: > 5, < 9 (over 9 you
are losing dynamics)
Clear vision: start with the
end in mind
No change during a sprint
only development changes

13. www.agilesqr.com | Heidelberg