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Why Scrum can not fail?
Understanding what is Scrum all about and how to adapt to it
Wednesday, 7 October, 2009
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Andrea Tomasini
VP Professional [email protected]
Wednesday, 7 October, 2009
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Andrea Tomasini
VP Professional [email protected]
Wednesday, 7 October, 2009
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The Goal of Agile Approaches
Wednesday, 7 October, 2009
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Change from this... Production-based process
Wednesday, 7 October, 2009
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... to this. R&D based process
Wednesday, 7 October, 2009
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Thinking Lean - where Scrum comes from
Wednesday, 7 October, 2009
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The Lean Principles
Muri, mura, muda
Wednesday, 7 October, 2009
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Wednesday, 7 October, 2009
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Load(muri)
Wednesday, 7 October, 2009
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Load(muri)
Wednesday, 7 October, 2009
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Load(muri)
do not overload your
Processes
Wednesday, 7 October, 2009
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Wednesday, 7 October, 2009
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Flow (mura)
Wednesday, 7 October, 2009
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Flow (mura)
Wednesday, 7 October, 2009
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Flow (mura)keep the Flow
Even
Wednesday, 7 October, 2009
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Flow (mura)keep the Flow
Even
Wednesday, 7 October, 2009
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Wednesday, 7 October, 2009
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Waste (muda)
Wednesday, 7 October, 2009
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Waste (muda)
Wednesday, 7 October, 2009
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Waste (muda)remove non value adding
Activities
Wednesday, 7 October, 2009
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Eliminate waste What is waste in software?
Wednesday, 7 October, 2009
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Build quality in Do it right the first time round.
Wednesday, 7 October, 2009
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Build quality in Do it right the first time round.
Wednesday, 7 October, 2009
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Create knowledge Amplify learning
Wednesday, 7 October, 2009
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Defer commitment Decide as late as possible
Wednesday, 7 October, 2009
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Deliver as fast as possible Learn as fast as possible
Wednesday, 7 October, 2009
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Respect people Empower the team
Wednesday, 7 October, 2009
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Optimize the whole Improve the entire system
Wednesday, 7 October, 2009
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Scrum Origin
Wednesday, 7 October, 2009
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Scrum Origin
Wednesday, 7 October, 2009
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Scrum Origin
Wednesday, 7 October, 2009
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Scrum Origin
• Scrum is a “Lean” approach to software development
Wednesday, 7 October, 2009
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Scrum Origin
• Scrum is a “Lean” approach to software development
• “Scrum” was first used by Toyota engineers at the Harvard Business Review, when they presented in 1986 the first idea of the Toyota Production System
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Scrum Origin
• Scrum is a “Lean” approach to software development
• “Scrum” was first used by Toyota engineers at the Harvard Business Review, when they presented in 1986 the first idea of the Toyota Production System
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Scrum Origin
• Scrum is a “Lean” approach to software development
• “Scrum” was first used by Toyota engineers at the Harvard Business Review, when they presented in 1986 the first idea of the Toyota Production System
• Jeff Sutherland and Ken Schwaber invented Scrum for Software Development (1995)
Wednesday, 7 October, 2009
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Scrum Characteristics
Wednesday, 7 October, 2009
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Scrum Characteristics
Wednesday, 7 October, 2009
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Teams choose the amount of work
Scrum Characteristics
Wednesday, 7 October, 2009
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Teams decide how to best reach the agreed goal
Scrum Characteristics
Wednesday, 7 October, 2009
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Work is prioritized based on Business Value
Scrum Characteristics
Wednesday, 7 October, 2009
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Allows to deliver working software at regular intervals
Scrum Characteristics
Wednesday, 7 October, 2009
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Adapts to change without big impact on development
Scrum Characteristics
Wednesday, 7 October, 2009
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Framework to control chaos (1/2)
Wednesday, 7 October, 2009
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Framework to control chaos (1/2)
• Based on the assumption that Software Development is not a defined process, and has to be controlled through empirical methods[1]... self organization, continuos inspection and adaption
Wednesday, 7 October, 2009
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Framework to control chaos (1/2)
• Based on the assumption that Software Development is not a defined process, and has to be controlled through empirical methods[1]... self organization, continuos inspection and adaption
1. Process Dynamics, Modeling and Control, Ogunnaike and Ray, Oxford University Press, 1992
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Framework to control chaos (1/2)
• Based on the assumption that Software Development is not a defined process, and has to be controlled through empirical methods[1]... self organization, continuos inspection and adaption
1. Process Dynamics, Modeling and Control, Ogunnaike and Ray, Oxford University Press, 1992
Wednesday, 7 October, 2009
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Framework to control chaos (2/2)
Wednesday, 7 October, 2009
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
Wednesday, 7 October, 2009
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
Transparency
Wednesday, 7 October, 2009
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
Transparency
Trust
Wednesday, 7 October, 2009
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
Transparency
Trust
Commitment
Wednesday, 7 October, 2009
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
Transparency
Trust
Commitment
Courage
Wednesday, 7 October, 2009
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Framework to control chaos (2/2)
• Scrum “encourages” the growth of fundamental values, that are stemming following simple practices on a daily basis, these values are
• Without these values the “self organization” and the “team collaboration” are not as effective as they could be...
Transparency
Trust
Commitment
Courage
Wednesday, 7 October, 2009
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Why Scrum works and why it can’t fail?
Wednesday, 7 October, 2009
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Why Scrum works? (1/2)
Wednesday, 7 October, 2009
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Why Scrum works? (1/2)
Wednesday, 7 October, 2009
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Why Scrum works? (1/2)
Wednesday, 7 October, 2009
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Why Scrum works? (1/2)
Time Box
Wednesday, 7 October, 2009
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Why Scrum works? (1/2)
Time Box
The Scrum Approach tend to limit the complexity by creating a field in which for a specific timeframe the technology and the requirements can only slightly change
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Scrum works? (2/2)
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Scrum works? (2/2)
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Scrum works? (2/2)
• The Lean approach let people closer to the problem make a decision on how to solve or avoid it, limiting the costs and continuously improving the process
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Scrum works? (2/2)
• The Lean approach let people closer to the problem make a decision on how to solve or avoid it, limiting the costs and continuously improving the process
• Self Organization of teams empower people and motivate them to achieve better results, having more fun, and delivering on time and with higher quality
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Scrum works? (2/2)
• The Lean approach let people closer to the problem make a decision on how to solve or avoid it, limiting the costs and continuously improving the process
• Self Organization of teams empower people and motivate them to achieve better results, having more fun, and delivering on time and with higher quality
• Organizations can change requirements at short defined interval, without affecting the productivity of the team, but having the chance to meet frequently customer expectations
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Scrum works? (2/2)
• The Lean approach let people closer to the problem make a decision on how to solve or avoid it, limiting the costs and continuously improving the process
• Self Organization of teams empower people and motivate them to achieve better results, having more fun, and delivering on time and with higher quality
• Organizations can change requirements at short defined interval, without affecting the productivity of the team, but having the chance to meet frequently customer expectations
• It allows to deliver working software at defined regular intervals
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Scrum Can’t Fail?
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Scrum Can’t Fail?
• Scrum is a Framework that encourage and enable transparency, doing so by Empowering People into a work environment to autonomously make decisions in order to reach faster and more effectively a defined goal
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Scrum Can’t Fail?
• Scrum is a Framework that encourage and enable transparency, doing so by Empowering People into a work environment to autonomously make decisions in order to reach faster and more effectively a defined goal
• Empowered People will expose all the inefficiencies and impediments that are existing into the organization now, these impediments will have to be tackled and solved... or not
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Scrum Can’t Fail?
• Scrum is a Framework that encourage and enable transparency, doing so by Empowering People into a work environment to autonomously make decisions in order to reach faster and more effectively a defined goal
• Empowered People will expose all the inefficiencies and impediments that are existing into the organization now, these impediments will have to be tackled and solved... or not
• Organizations that will not embrace the values of Lean and Scrum, won’t be able to successfully implement Scrum, and will fallback to “compromises” that will generate dysfunctions into the organization
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Scrum Can’t Fail?
• Scrum is a Framework that encourage and enable transparency, doing so by Empowering People into a work environment to autonomously make decisions in order to reach faster and more effectively a defined goal
• Empowered People will expose all the inefficiencies and impediments that are existing into the organization now, these impediments will have to be tackled and solved... or not
• Organizations that will not embrace the values of Lean and Scrum, won’t be able to successfully implement Scrum, and will fallback to “compromises” that will generate dysfunctions into the organization
“People and Organizations are failing Scrum, by not accepting to solve dysfunctions which Scrum will make
evident and clear, and hiding them behind ScrumBut(s)”
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Leadership influences change
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Leadership influences change
•“People don’t resist change. They resist being changed.” - Peter Senge
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Leadership influences change
•“People don’t resist change. They resist being changed.” - Peter Senge
•“Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.”- Frances Hesselbein
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Leadership influences change
•“People don’t resist change. They resist being changed.” - Peter Senge
•“Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.”- Frances Hesselbein
•“Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.” - John Kenneth Galbraith
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Leadership influences change
•“People don’t resist change. They resist being changed.” - Peter Senge
•“Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.”- Frances Hesselbein
•“Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.” - John Kenneth Galbraith
Engagement
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Leadership influences change
•“People don’t resist change. They resist being changed.” - Peter Senge
•“Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.”- Frances Hesselbein
•“Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.” - John Kenneth Galbraith
Engagement
Realism
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Leadership influences change
•“People don’t resist change. They resist being changed.” - Peter Senge
•“Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day.”- Frances Hesselbein
•“Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.” - John Kenneth Galbraith
Engagement
Realism
Determination
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Questions to ask yourself
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Questions to ask yourself
•Do I clarify strategic direction?
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Questions to ask yourself
•Do I clarify strategic direction?
•Do I strive for participation?
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Questions to ask yourself
•Do I clarify strategic direction?
•Do I strive for participation?
•Do I clarify expectations?
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Questions to ask yourself
•Do I clarify strategic direction?
•Do I strive for participation?
•Do I clarify expectations?
•Do I resolve conflicts?
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Questions to ask yourself
•Do I clarify strategic direction?
•Do I strive for participation?
•Do I clarify expectations?
•Do I resolve conflicts?
Empowerment
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Questions to ask yourself
•Do I clarify strategic direction?
•Do I strive for participation?
•Do I clarify expectations?
•Do I resolve conflicts?
Empowerment
How Often?
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Questions? & Answers!
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Questions? & Answers!
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Questions? & Answers!
For any further comment and or question, feel free to contact us [email protected]
Further References:
Scrum Alliance: http://www.scrumalliance.orgControl Chaos: http://www.controlchaos.com
Implementing Scrum: http://www.implementingscrum.comJeff Sutherland Blog: http://jeffsutherland.com/scrum
Mike Cohn “User Stories”: http://www.mountaingoatsoftware.comagile42 Website: http://www.agile42.com/
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Further Reading...
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Further Reading...
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Further Reading...
Agile Retrospectives: Making Good Teams Great (Paperback)by Esther Derby (Author), Diana Larsen (Author), Ken Schwaber (Author)
Agile Estimating and Planning (Robert C. Martin Series) (Paperback)by Mike Cohn (Author)
The Enterprise and Scrum (Paperback)by Ken Schwaber (Author)
Lean Software Development: An Agile Toolkit (Agile Software Development Series) (Paperback)by Mary Poppendieck (Author), Tom Poppendieck (Author)
User Stories Applied: For Agile Software Development (Addison-Wesley Signature Series) (Paperback)by Mike Cohn (Author)
Agile Software Development with Scrum (Series in Agile Software Development) (Paperback)by Ken Schwaber (Author), Mike Beedle (Author)
Wednesday, 7 October, 2009
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Thank you :-)
Wednesday, 7 October, 2009