slides supporting discussion & workshop for 2013 ScrumDay session @ IBM Paris Good or Bad ScrumButs? What can we learn?

1. Skype://ckeromen@ckti.com
Twitter: @ckeromen
www.ckti.com
Jamais sans
mes ScrumButs
http://fr.slideshare.net/ckti/ Christophe
Keromen
1

2. LE FSUG
remercie ses sponsors pour leur soutien
2

3. Présenta1on
de
la
séance
Défini1on
et
exemples
de
ScrumButs De
bons
ScrumButs?
recueil
d'autres
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
l'améliora1on
?
(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
d'effets
(Laurent
pas
Scrum
(!) Bossavit)
Objec1f
Scrum
?
Étude
de
cas
Mais
Inspect
&
Adapt,
agilité Ensemble
Quel
nom
donner
? Discussions
ScrumBut
=
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. ScrumButs
• http://www.scrum.org/scrumbut
• (ScrumBut)(Reason)(Workaround)
4

5. scrumbut
[skruhmbut]
noun.
1.
A
person
engaged
in
only
par1al
Agile
project
management
or
development
methodologies
2.
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. Recueil de ScrumButs
sur feuilles A4
TimeBox
:
3+3
mn
6

7. Deux collections :
ScrumButs transitoires
ScrumButs assumés
TimeBox
:
1
mn
7

8. ScrumBut
Nous
u1lisons
Scrum,
mais
nous
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. ScrumBut
We
use
Scrum,
but
having
a
Daily
Scrum
every
day
is
too
much
overead,
so
we
only
have
one
per
week.
9

10. ScrumBut
We
use
Scrum,
but
Retrospec5ves
are
a
waste
of
1me,
so
we
don't
do
them.
10

11. ScrumBut
We
use
Scrum,
but
we
can't
build
a
piece
of
func1onality
in
a
month,
so
our
Sprints
are
6
weeks
long.
11

12. ScrumBut
We
use
Scrum,
but
we
have
a
list
of
bugs
to
fix,
we
do
two
normal
sprints
and
one
bugfix
sprint.
12

13. ScrumBut
Nous
u1lisons
Scrum,
mais
des
changements
d'exigences
doivent
être
prises
en
compte
fréquemment,
aussi
le
périmètre
du
Sprint
change
en
cours
de
Sprint.
13

14. ScrumBut
We
do
Scrum,
but
we
do
not
have
anyone
available
to
serve
as
a
product
owner
so
we
communicate
by
email,
no
ordered
backlog
14

15. ScrumBut
We
do
Scrum,
but
we
cannot
split
our
stories
so
we
cannot
finish
them
in
one
sprint
15

16. We
do
Scrum,
but
hard
precise
deadlines
are
defined
by
management
with
hardened
scope
so
we
just
code
16

17. ScrumBut
We
do
Scrum,
but
we
need
to
include/provide
items
from/to
another
team
so
we
just
change
the
sprint
dura5on
from
sprint
to
sprint
we
do
all
our
planning
up
front
17

18. ScrumBut
We
do
Scrum,
but
we
need
extra-­‐material
to
demo
so
we
demo
items
on
our
local
environment
and
you
cannot
play
with
it
18

19. ScrumBut
We
do
Scrum,
but
we
are
always
saying
the
same
things
in
our
Retrospec5ves
so
we
don't
do
them
anymore
19

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. 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. the
framework
s erves
a
specific
“Each
component
within s
and
usage.”
—
se
and
is
essen1a l
to
Scrum’s
succes
purpo
Scrum
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. crum
is
lik e
chess.
ate,
or
you
don’t.”
“S
r
play
it
as
its
rules
st
You
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. 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. 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. "Letter-Voting" sur chaque
ScrumBut
Scrum (S)
pas Scrum (!)
TimeBox
:
2
mn
26

27. Objectif Scrum ?
BUT Inspect & Adapt?
27

28. Scrum evolution
Retrospec1ve
(2001:
Norm
Kerth)
hGp://www.mountaingoatsovware.com/blog/gasping-­‐about-­‐the-­‐product-­‐backlog
28

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. Alors ?
Dévoiement de Adaptation
m a is
l'agilité ? agile ?
30

31. rtan t for
impo
o are
fer t .
ey re ation
at th unic
es and wh omm
Nam c
m a is
Si chacun utilise un autre nom pour sa
déclinaison de Scrum,
comment va-t-on communiquer ?
31

32. ScrumBut
= changer Scrum pour ne pas changer ?
32

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. ScrumBut => Scrum mal appliqué => Scrum
ne marche pas => L'agilité c'est nul
scrum-fall
fall with a few Scrum practices woven in.
it’s water
34

35. Ces questions révèlent des
problèmes dans votre
organisation
35

36. Rupture ou petits pas ?
http://www.agilex.fr/2013/01/demarrer-avec-scrum-ou-kanban/
36

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. Comment les ScrumButs
transitoires ont-ils été
dépassés ?
TimeBox
:
10
mn
38

39. De bons ScrumButs?
39

40. Jurgen Appelo
IMHO
it
is
the
perfect
term
for
overzealous
SM's
who
focus
on
process
instead
of
people
and
agile
values.
40

41. Jurgen Appelo
• The
real
op1mal
method
always
depends
on
the
team's
structure
and
environment.
• In
short:
the
op1mal
method
will
always
be
an
adapta1on...
• And
that's
what
retrospec5ves
are
for!
41

42. Dennis Stevens
The
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. Alan Atlas
my
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. Pragmatisme
44

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 company
environment may not be as perfect as Scrum prescribes.
Scrum In Action, chap. 12
http://www.amazon.com/Scrum-Action-Andrew-Pham/dp/143545913X
45

46. Church volunteers had their daily stand up only once
every 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. 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. 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. Les bons
et les méchants ?
49

50. Positive ScrumButs
They make a team's performance better.
Innovation
Adaptation
Experimentation
50

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. An example for a good deviation is the replacement
of the Daily Scrum with a standup every 1.5 hours,
because all of the intentions behind the original
element are still (and even better!) met with the use
of the new element.
http://agiletrail.com/2013/03/27/blasphemy-they-call-it-scrum/
52

53. Negative ScrumButs
They make a team's performance worse.
Wrong application
Bad excuses
53

54. The deviation is bad, when one or more of the
intentions behind the original element are not met
anymore.
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. Comment les ScrumButs
assumés ont apporté de
l'amélioration ?
TimeBox
:
10
mn
55

56. Comment
discriminer ?
56

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 or
without 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. making problems visible and requires you to
Scrum 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

60. 60

61. what (approach)
why (purpose/intent)
who (is involved and to what extent, RACI is a good
model for this) http://racichart.org/
when (how often, how does the time impact other
elements)
how (does it feel when it is working right versus
working poorly)
http://agileforest.com/2013/03/29/scrum-intentions-scrumbut-scrumand-and-shu-ha-ri/
61

62. The RACI Matrix shows responsibilities for a task
or set of deliverables (i.e. who is Responsible for
doing the work; who will beAccounted for it; who
will 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. Building your own agile process
Laurent
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. Diagrammes d'effets
hGp://www.scandevconf.se/db/BYOAP.pdf
64

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. Do Retrospective!
Whatever
they
want
to
change,
I
never
allow
them
to
drop
retrospec1ves
and
analyze
with
them
what
happened
aver
they
altered
something
hGp://scrumorakel.de/blog/index.php?/archives/34-­‐Can-­‐you-­‐change-­‐Scrum.html
66

67. Escalader
Les
ScrumButs
sont
des
signaux
d'obstacles
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. Escalader
Le
ScrumBut
est-­‐il
dépendant
de
l'équipe
?
si
oui
l'ajouter
au
Backlog
de
l'équipe
sinon
l'ajouter
au
Backlog
de
l'Enterprise
Transi1on
Team
68

69. Étude de cas
69

70. • Our
Product
Owner
is
an
arrogant
son
of
none
who
won't
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. • 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. Yes, the Product Owner needs to be in the Sprint
Retrospective
or you're not doing Scrum.
72

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. How can we still target the goal?
74

75. • SM
teaches
the
PO
• Get
a
#
PO
• new
mee1ng
Dev
Retrospec1ve
without
PO
– ScrumBut
•…
75

76. Discussions…
76

77. Pour aller plus loin
77

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. 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. •Limit
Work
in
Process
–
don’t
start
anything
you
can’t
finish
80

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. •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. 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. • Communicate
Business
Needs
to
Development
–
Ensure
developers
understand
outcomes
while
minimizing
coordina1on
and
transac1on
costs,
maintain
traceability
to
business
need
84

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. •Maintain
Product
Roadmap
–
The
business
communicates
a
plan
of
what
is
being
built
86

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. •Priori1ze
Investments
Based
on
Return
–
the
business
priori1zes
work
based
on
a
current
understanding
of
business
value
88

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. •Provide
Meaningful
Effort
Es1mates
–
Understand
rate
the
team
can
produce
work
to
support
planning,
investment
decisions,
and
customer
commitments
90

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. • 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. 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. • 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. 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. •
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. •
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. Scrum Check-List
Check-­‐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. GASPs
Generally
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. Scrum Alliance: Agile Atlas
• Ron
Jeffries:
hGp://agileatlas.org/commentaries/ar1cle/is-­‐it-­‐
s1ll-­‐scrum-­‐if
100

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. 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