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QUALITY. PRODUCTIVITY. INNOVATION.

Looking Outside the Scrum
Being a team player in a networked world

endava.com
Tēnā koutou katoa!
• I am Richard Stinear, Group Head of Development at Endava

• I’m a developer and an architect
• I’m from New Zealand
• Twitter: @substrate9
The world is changing

3

- Paul Mason “The Value of Everything”, Futurefest
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The world is changing

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http://www.amazon.co.uk/New-Model-Armyebook/dp/B003FXCSJA/ref=sr_1_1?ie=UTF8&qid=1381565478&sr=81&keywords=new+model+army+roberts
Hierarchies v Networks

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Hierarchies v Networks

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Hierarchies v Networks

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Hierarchies v Networks

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Hierarchies v Networks

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Hierarchies v Networks

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Post successful demo syndrome…
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Hierarchies v Networks

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What is Teamwork?
“… believing in your mate beside you, trusting him to
do his job and making sure you do yours”

Empathy
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Enabling others to do their job

Have courage
Innovate
Working for more than yourself
Get used to ambiguity
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Strong opinions, loosely held
Build projects around motivated
individuals. Give them the environment and
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support they need,
and trust them to get the job done.

- http://agilemanifesto.org/principles.html
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The team isn’t just the scrum
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The Scrum
Everyone else you
need to get the
software delivered

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The team isn’t just the scrum
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1. Loose-head Prop
2. Hooker
3. Tight-head Prop
4. Lock 1
5. Lock 2
6. Blindside Flanker
7. Open-side Flanker
8. Number 8
9. Half-back
10. 1st 5/8
11. Left Wing
12. 2nd 5/8
13. Centre
14. Right Wing
15. Full Back
The team isn’t just the scrum
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1. Scrum Master
2. Dev Lead
3. Developer
4. Developer
5. Developer
6. Test Lead
7. Tester
8. Tester
9. Product Owner
10. Business Analyst
11. Architect
12. Project Manager
13. Environments
14. Operational Support
15. Your Mum
No. 9: The Product Owner
They worry about…

…we can help them by

Not knowing what they
want

Working to understand
the big picture, so we can
help them know what
they want

Loss of control
Accidentally spending too
much
Delivering something
everyone else hates

Being very clear about
the impact of their
decisions, as soon we
know it
Pointing out when
they’re asking for
something dumb

17
No. 10: The Business Analyst
They worry about…

…we can help them by

Contributing unclear
requirements

Being clear about what
parts of the requirements
matter the most to us

Not responding in time
Dead-ends

Bringing them to the
problem as fast as
possible
Designing malleable code

18
No. 11: The Architect
They worry about…

…we can help them by

The team making
expensive design decisions

Demonstrating an
understanding of wider
organisational
constraints so they know
you’re on the same page

How the solution will plugin to the wider
organisation, not just now
but for years to come

Loss of control

19

Remembering they were
once programmers too
(hopefully) – so show
them the effective use of
new techniques - build
trust by showing them
you’re using techniques
and frameworks for the
right reasons
No. 12: The Project Manager
They worry about…

…we can help them by

Money

Being as transparent as
possible about identified
risks and issues

Wider project
dependencies
Not delivering on time

20

Asking for what you need
to deliver better
No. 13: The Environments Team
They worry about…

…we can help them by

Messy deployments

Remembering that they
provide the boat upon
which your software
travels – so tell them
when you need to add a
new mast

Obscure configuration
issues
Conflicting environments
requirements
Unexpected licensing
requirements

Understanding the wider
IT estate you operate in –
a decision you make in
an instant may cause
waves long after

Build trust by
communicating very
clearly what you
need, and listen to their
concerns
21
No. 14: The Operational Support Team
They worry about…

…we can help them by

Not having a clue how the
software works

Remembering that Ops
will live a lot longer with
our code than we do

Knowing how it works but
not knowing how to figure
out what’s going wrong
Performing an emergency
fix which has unintended
consequences

Finding out how they
work so we can highlight
what’s important to
them in supporting
documentation and error
logs
Bringing them into the
scrum towards the end of
the project

22
No. 15: Your Mum
They worry about…

…we can help them by

Whether you’re eating
enough

Remembering there’s
more to life to
development (right?)

Whether you’re spending
enough time with family
Grandchildren

23

Remembering you’re part
of a really really REALLY
big team
Do you have these attributes?

Empathy
Communication
Tolerance24 change
of
Wide thinking
Ability to empower others

24
Thank you!

Richard Stinear | Group Head of Development
richard.stinear@endava.com
Twitter: @substrate9

25

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Iasi code camp 12 october 2013 looking outside the scrum - richard stinear

  • 1. QUALITY. PRODUCTIVITY. INNOVATION. Looking Outside the Scrum Being a team player in a networked world endava.com
  • 2. Tēnā koutou katoa! • I am Richard Stinear, Group Head of Development at Endava • I’m a developer and an architect • I’m from New Zealand • Twitter: @substrate9
  • 3. The world is changing 3 - Paul Mason “The Value of Everything”, Futurefest 3
  • 4. The world is changing 4 4 http://www.amazon.co.uk/New-Model-Armyebook/dp/B003FXCSJA/ref=sr_1_1?ie=UTF8&qid=1381565478&sr=81&keywords=new+model+army+roberts
  • 10. Hierarchies v Networks 10 Post successful demo syndrome… 10
  • 12. What is Teamwork? “… believing in your mate beside you, trusting him to do his job and making sure you do yours” Empathy 12 Enabling others to do their job Have courage Innovate Working for more than yourself Get used to ambiguity 12 Strong opinions, loosely held
  • 13. Build projects around motivated individuals. Give them the environment and 13 support they need, and trust them to get the job done. - http://agilemanifesto.org/principles.html 13
  • 14. The team isn’t just the scrum 1 2 4 3 5 6 8 7 The Scrum Everyone else you need to get the software delivered 9 14 10 12 13 14 11 15 14
  • 15. The team isn’t just the scrum 1 2 4 3 5 6 8 7 9 15 10 12 13 14 11 15 15 1. Loose-head Prop 2. Hooker 3. Tight-head Prop 4. Lock 1 5. Lock 2 6. Blindside Flanker 7. Open-side Flanker 8. Number 8 9. Half-back 10. 1st 5/8 11. Left Wing 12. 2nd 5/8 13. Centre 14. Right Wing 15. Full Back
  • 16. The team isn’t just the scrum 1 2 4 3 5 6 8 7 9 16 10 12 13 14 11 15 16 1. Scrum Master 2. Dev Lead 3. Developer 4. Developer 5. Developer 6. Test Lead 7. Tester 8. Tester 9. Product Owner 10. Business Analyst 11. Architect 12. Project Manager 13. Environments 14. Operational Support 15. Your Mum
  • 17. No. 9: The Product Owner They worry about… …we can help them by Not knowing what they want Working to understand the big picture, so we can help them know what they want Loss of control Accidentally spending too much Delivering something everyone else hates Being very clear about the impact of their decisions, as soon we know it Pointing out when they’re asking for something dumb 17
  • 18. No. 10: The Business Analyst They worry about… …we can help them by Contributing unclear requirements Being clear about what parts of the requirements matter the most to us Not responding in time Dead-ends Bringing them to the problem as fast as possible Designing malleable code 18
  • 19. No. 11: The Architect They worry about… …we can help them by The team making expensive design decisions Demonstrating an understanding of wider organisational constraints so they know you’re on the same page How the solution will plugin to the wider organisation, not just now but for years to come Loss of control 19 Remembering they were once programmers too (hopefully) – so show them the effective use of new techniques - build trust by showing them you’re using techniques and frameworks for the right reasons
  • 20. No. 12: The Project Manager They worry about… …we can help them by Money Being as transparent as possible about identified risks and issues Wider project dependencies Not delivering on time 20 Asking for what you need to deliver better
  • 21. No. 13: The Environments Team They worry about… …we can help them by Messy deployments Remembering that they provide the boat upon which your software travels – so tell them when you need to add a new mast Obscure configuration issues Conflicting environments requirements Unexpected licensing requirements Understanding the wider IT estate you operate in – a decision you make in an instant may cause waves long after Build trust by communicating very clearly what you need, and listen to their concerns 21
  • 22. No. 14: The Operational Support Team They worry about… …we can help them by Not having a clue how the software works Remembering that Ops will live a lot longer with our code than we do Knowing how it works but not knowing how to figure out what’s going wrong Performing an emergency fix which has unintended consequences Finding out how they work so we can highlight what’s important to them in supporting documentation and error logs Bringing them into the scrum towards the end of the project 22
  • 23. No. 15: Your Mum They worry about… …we can help them by Whether you’re eating enough Remembering there’s more to life to development (right?) Whether you’re spending enough time with family Grandchildren 23 Remembering you’re part of a really really REALLY big team
  • 24. Do you have these attributes? Empathy Communication Tolerance24 change of Wide thinking Ability to empower others 24
  • 25. Thank you! Richard Stinear | Group Head of Development richard.stinear@endava.com Twitter: @substrate9 25

Notes de l'éditeur

  1. “Epidemiology of Motivation” for the real detail on hierarchies v networksHierarchies have formally defined relationships – only a few lines in and out of each box, and it doesn’t change much over timeEmphasised soft skills in networks – communication, empathy, teamwork, resilience to ambiguityWe can see the discomfort this brings to people new to scrum – it requires ability to communicate, confidence and ‘putting yourself out there’
  2. The developers and testers are focussed on delivering code and verifying quality. However, to build the most effective team, the scrum needs to think outside the dotted box, taking in the perspectives of all those other team roles so that their perspectives enrich every decision made. This is critical to deliver on the promise of Agile.