agile values, french values and your company
DESCRIPTION
An exploration of French Values, Agile Values and Scrum Principles to understand better how to apply Agile Values and Scrum Principles to transform your organizationTRANSCRIPT
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
File 1
Beyond Scrum
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Get Started!
• Stand up!
• Speak with three people from outside your region. Discuss:
• What characteristics define French people? • How are people from your region different from their neighbors? • What aspects of Scrum and Agile seem strange or alien to you? • What problems do you have/foresee doing Scrum & Agile?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
I help my customers thrive in the 21st century
@peterstev peter@sierra-‐charlie.com
scrum-‐breakfast.com
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Scrum doesn’t work <here>!
or will it?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
• What are values? • What are French Values?
• What are Agile Values and Principles • Applying the Agile Manifesto to other parts of the
company
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
What are values?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Values are a guide to making decisions
Because we believe in
<some value> [over <some-other-value>]
we will take
<some course of action>
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Examples
• Because our company believes in maximizing share holder value, we will fire rather than retrain employees
• Because we value cost-efficiency over customer delight, we do not respond generously to customer complaints.
• Because I believe in transparency, I will tell the whole truth about the state of my tasks
• Because I believe in focus, I will only work on one story at a time
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
What does it mean to be French?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
What does it mean to be French?
• As a Frenchman/Frenchwoman, • Because I believe in _____, • I would do _____ • instead of ______
• Work in pairs
• Create 3 to 5 examples on post its and put on the board
• We will share examples
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
What are
Agile and Scrum values?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
We are looking for better ways to develop software…
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Less important != unimportant
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
Important
More Important
The Agile Manifesto
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Inspect and Adapt Everything is Time-Boxed
The Team Solves the Whole Problem
Key Elements of Scrum Limit Complexity
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Earning Value
Scrum creates opportunities to inspect and adapt
max 30 Days
Done
PotenIally Shippable Product RetrospecIve
Review
Planning 1
Daily Scrum Prod
uct B
acklog
Planning 2
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Applying Agile Values in Your Context
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Values provide guidance
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We are looking for beOer ways to develop soPware…”
Important More Important
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Values provide guidance
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We are looking for beOer ways to develop soPware…”
Important More Important
later
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Values provide guidance
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We are looking for beOer ways to develop soPware…”
Important More Important
even later
later
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 1 – Agree to get better
“We are looking for beOer ways to develop soPware…”
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 1 – Agree to get better
“We are looking for beOer ways to develop soPware…”
Hint: get permission to improve get permission to change every week
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 2 – Identify your customer visible value
What is the customer visible value of the HR Department?
“We are looking for beOer ways to create customer visible value …”
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Want context do you want to make more agile?
• Pick a department or function • What is its primary customer visible value?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 3 – make small changes to the Agile Manifesto to match your context
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We are looking for beOer ways to develop soPware…”
Important More Important
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 3 – make small changes to the Agile Manifesto to match your context
People and Interactions Tools and Processes
Customer Visible Value Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
Important More Important
“We are looking for beOer ways to create customer visible value …”
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Create your XXX manifesto!
• We are looking for better ways to do…
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
We are looking for better ways to manage a company…
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
We are looking for better ways to manage a company…
Agile Enterprise Management
guiding organizaIons
great organizaIons
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 4 – Do the same for the Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
9. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
10. Continuous attention to technical excellence and good design enhances agility.
11. Simplicity--the art of maximizing the amount of work not done--is essential.
12. The best architectures, requirements, and designs emerge from self-organizing teams.
13. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 4 – Create your Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of customer visible value.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver customer visible value frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and our staff must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information is face-to-face conversation.
7. Delivered customer visible value is the primary measure of progress.
8. Agile processes promote sustainable delivery of customer visible value .
9. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
10. Continuous attention to technical excellence and good design enhances agility.
11. Simplicity--the art of maximizing the amount of work not done--is essential.
12. The best architectures, requirements, and designs emerge from self-organizing teams.
13. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 5 – Evaluate Decisions, Policies and Practices in light of these values
• What was the decision? • What did it value? • If you had valued
something on the leP more, how would you have decided?
• What impact would that have had for your company, staff or customers?
• Adjust your values appropriately!
People and Interactions Tools and Processes
Customer Visible Value Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
Important More Important
“We are looking for beOer ways to create customer visible value …”
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Identify recent decisions or policies that may be in conflict with your Agile Manifesto
• What was the decision? • What did it value? • If you had valued something on the left more, how would
you have decided? • What impact would that have had for your company, staff
or customers?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 6 – Identify improvement potential based on your Agile Principles
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Identify improvement potential
Go through your Agile Principles, and identify concrete improvement potential that you might apply next week. Write each idea on a post-it, identified by the principle implements.
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Consolidate and Prioritizes
You now have a product backlog
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
“Done”
Now is the time to consider using
Scrum to manage the change process