going large staying small
DESCRIPTION
How to run large organizations using Scrum?This slide deck gives a first idea about what you need to do to run Scrum in these organizations.TRANSCRIPT
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goingLARGE by staying small
presented byBelo Horizonte, June 2009
running large projects & whole organisations with Scrum
Mittwoch, 3. Juni 2009
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Who is this no-name in YOUR country?
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before Scrum ...
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Philosophy and Soziology
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EDS | BroadVision |
ONE |
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I knew how to make projects work the
traditional way
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CMM 2 - Pilot Project
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CMM 3internal trainer at EDS in 1999
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2002Mittwoch, 3. Juni 2009
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and then the challenge
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Build it faster and more reliable again!
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traditional way would not work ...No Way!
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First Scrum
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2003Mittwoch, 3. Juni 2009
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Certified ScrumMaster
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2004Mittwoch, 3. Juni 2009
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1st Certified ScrumTrainer
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2005 first teams with people size up
to 50 personsMittwoch, 3. Juni 2009
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2006 first teams with people size up to 100
persons and distributed environment
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2008 number of people trained goes beyond 3000
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2009 - the circle closes ... Now whole companies wants to do big bang implementations ... We help them doing it:
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so let’s start ....
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Most companies started with a handful of people
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<than 8 people
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grow ....
then they
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14Mittwoch, 3. Juni 2009
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50Mittwoch, 3. Juni 2009
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1000Mittwoch, 3. Juni 2009
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Features Delivered per Team
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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2000 2001 2002 2003 2004 2005 2006
Features Delivered per Team
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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2000 2001 2002 2003 2004 2005 2006
Features Delivered per Team
Days between Major Releases
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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Lack of visibility
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
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from a presentation of salesforce.comScrum Gathering Stockholm 2008
Resource Bottlenecks
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Unpredictable release dates
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
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Lack of responsiveness, lack of team alignment on priorities
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
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Unhappy customers
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
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Gradual productivity decline as the team grew
from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
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The claim of most managers and business people is a reflex. They say ....
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We need to structure and organize more .... We need better processes, we need better tools, we need better people.
The claim of most manager and business people is a reflex they say ....
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traditional answer ...
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➡ team and line management
➡ project management
➡ portfolio management
traditional answer ...
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goingLARGE
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control going
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Taylor work
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partswhole is split into
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profession becomes
disciplinesMittwoch, 3. Juni 2009
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knowledge goeschecklist
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organization slowes
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factories are numbers
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departments are numbers
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people are numbers
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Result Mittwoch, 3. Juni 2009
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You loosecollaboration
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trustYou loose
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You loosemotivation
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peopleYou loose
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quality of ...You loose
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processMittwoch, 3. Juni 2009
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productMittwoch, 3. Juni 2009
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life Mittwoch, 3. Juni 2009
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in other words ....
bureaucracy:
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in other words ....
bureaucracy: centralistic
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in other words ....
bureaucracy: centralistichierarchy
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in other words ....
bureaucracy: centralistichierarchydominant
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in other words ....
bureaucracy: centralistichierarchydominant
slow
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in other words ....
bureaucracy: centralistichierarchydominant
slowprocess driven
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in other words ....
bureaucracy: centralistichierarchydominant
slowprocess driven
non agile
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from a presentation of salesforce.comScrum Gathering Stockholm 2008
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or you go another path...
staying:
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human-centricor you go another path...
staying:
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human-centricflat
or you go another path...
staying:
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human-centricflatfederalistic
or you go another path...
staying:
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human-centricflatfederalisticdistributed
or you go another path...
staying:
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human-centricflatfederalisticdistributedinnovative
or you go another path...
staying:
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human-centricflatfederalisticdistributedinnovativeagile
or you go another path...
staying:
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human-centricflatfederalisticdistributedinnovativeagilere-inventing
or you go another path...
staying:
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human-centricflatfederalisticdistributedinnovativeagilere-inventingfast
or you go another path...
staying:
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How?Mittwoch, 3. Juni 2009
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the agile answer ... stolen from Pixar, Ed Catmull
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Empower your creatives,
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create a
peer culture,Mittwoch, 3. Juni 2009
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free up
communication,Mittwoch, 3. Juni 2009
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craft a
learning environment
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Get more out ofpost mortems.
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Is there a path or a guideline that can help you ...?
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ScrumMittwoch, 3. Juni 2009
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Scrum is not a ...
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Scrum is Scrum
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emphasis in on the team
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A team can do90% of the work!
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“Train the team members so that every team member is able do 90% of the tasks given to the team.” (Tom Peters)
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“Scrum is faster, better, cooler!It’s the way we first built software at Yahoo, yet it‘s scalable to large, distributed, and outsourced teams.” Yahoo Chief Product Owner
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“It looks like the way we build softwarehere at Rockstar Vienna in the beginning, now we use it in a large organization.”
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what the companies achieved ...
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look atdelivery
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delivery most important functionality in 2 weeks
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bug free in 6 weeks
delivery
Mittwoch, 3. Juni 2009
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delivery business had no ideas anymore after 8 weeks
Mittwoch, 3. Juni 2009
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look atquality
Mittwoch, 3. Juni 2009
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no overtimequality
Mittwoch, 3. Juni 2009
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all team members know the whole code base
quality
Mittwoch, 3. Juni 2009
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quality bugs get not managed they got fixed immediately
Mittwoch, 3. Juni 2009
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quality of life“I can contribute”
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“I can grow”quality of life
Mittwoch, 3. Juni 2009
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quality of life“We can do it together”
Mittwoch, 3. Juni 2009
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salesforce.comcase of ...
Mittwoch, 3. Juni 2009
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Since implementing our iterative development methodology which enables us to deliver more frequent releases, we have seen statistically significant improvements in our satisfactions scores across our service attributes from our features to our platform. ”
Wendy CloseSalesforce Customer Satisfaction Survey
Sr. Manager Product Marketing Salesforce.com
“
(Source: Salesforce.com Relationship survey, conducted by independent third party CustomerSat Inc., July 07 and Feb. 08. Sample size equals 4000+ randomly selected worldwide respondents from all size companies and industry sectors.)
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94of customers that indicate they
definitely or probably will recommend salesforce.com to others
* Source: Salesforce.com Relationship survey
%
Mittwoch, 3. Juni 2009
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+61improvement in
“mean time to release” for major releases in 2007
%
Mittwoch, 3. Juni 2009
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from a presentation of salesforce.comScrum Gathering Stockholm 2008
+568%
Mittwoch, 3. Juni 2009
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Increase in feature requests delivered - 2007 v. 2006
+94%
Mittwoch, 3. Juni 2009
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Increase in feature requests delivered per developer - 2007 v. 2006
+38%
Mittwoch, 3. Juni 2009
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Simple is better. With our agile approach to product development we've put our amazing people in charge. They work as a team to do the right thing for the customers, their fellow employees and our shareholders. ”
“Todd McKinnon
Sr. Vice President Research & Development
Salesforce.com
Mittwoch, 3. Juni 2009
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Our teams are happier…Mittwoch, 3. Juni 2009
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of respondents believe ADM is an effective approach for their scrum teams
92 %
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of respondents believe the quality of our products have improved or stayed the same
* 51% say our quality has improved
88 %
Mittwoch, 3. Juni 2009
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89 %of respondents are having the “best time” or a
“good time” at Salesforce* 49% improvement from pre-ADM
Mittwoch, 3. Juni 2009
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of respondents would recommend ADM to their colleagues inside or
outside Salesforce
94 %
Mittwoch, 3. Juni 2009
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from a presentation of salesforce.comScrum Gathering Stockholm 2008
Mittwoch, 3. Juni 2009
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from a presentation of salesforce.comScrum Gathering Stockholm 2008
Do you want this?
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What needs to be done?
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#1 company backlog
Get one for all!
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#2 define roles &responsibilities
Mittwoch, 3. Juni 2009
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start
PB
VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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Release
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Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
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T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
5
PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
prioritized
Tactical Level
Strategic Level
immediately ...
3 days
#3
Mittwoch, 3. Juni 2009
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stick to your teams#4
Mittwoch, 3. Juni 2009
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Train them so that they can do the whole work!
#5 make teams cross-functional
Mittwoch, 3. Juni 2009
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synchronize sprints#6Sprint planning 1
Sprint planning 2
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create a #7 Product Owner Team
Mittwoch, 3. Juni 2009
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problem no. 1Your Change Agent:Far too often, people fear to be a good ScrumMaster. They do not have the standing!
#8
He says “No”.He fights for „the poor”.
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professionalization
• software development• product development• finanical numbers
#9
Mittwoch, 3. Juni 2009
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Mittwoch, 3. Juni 2009
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“We do not need to do xxx, we do Scrum.”“We can do what we want.”“I am not important anymore - it is the team.”
Mittwoch, 3. Juni 2009
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fight the resistance• traditional management• traditional engineering• laziness of thinking
#10
Mittwoch, 3. Juni 2009
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What do we do with our clients?
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organizational level
Get the buy in from executive management
Mittwoch, 3. Juni 2009
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We worked with the executivesto create the overall company backlog.
example
Mittwoch, 3. Juni 2009
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Choose for your pilot the most important project
or part of you company
sense of urgency
implementation
Mittwoch, 3. Juni 2009
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The most important functionality is the one you build first > that let to the fact that
all other projects could be implemented faster.
example
Mittwoch, 3. Juni 2009
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Create a in-house roll-out team, that leads the implementation
organizational wide
the guiding team
implementation
Mittwoch, 3. Juni 2009
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We get 1 or 2 persons in a companywho are responsible in-house.
example
Mittwoch, 3. Juni 2009
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Know where you are and where you want to be
vision and strategies
implementation
Mittwoch, 3. Juni 2009
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We work with setting up ScrumMasterWeekly`s that help us to guide the implementation
in case we are not there.
example
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Training and short introductions into what we do, intranet
and our checklists
communication
implementation
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A 3 hour tutorial before the next big sprint planning helps everybody to understand what is expected from them.
example
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Working with managers to understand the role of the teams
empowerment
implementation
Mittwoch, 3. Juni 2009
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Helping middle managers to understand the new role. The new responsibilities they have to live and
we helped them to understand what they do not know about leadership.
example
Mittwoch, 3. Juni 2009
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Deliver one functionality the first time - fully done!!!
short term win
implementation
Mittwoch, 3. Juni 2009
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1 sprint - most imporant thing2 sprint - focus on improvement3 sprint - bug free environment
example
Mittwoch, 3. Juni 2009
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Work with your client on long term relationship ... No!
It is not about business grow.
never letting up
implementation
Mittwoch, 3. Juni 2009
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We work now with the architects, we help to improve leadership skills.....
example
Mittwoch, 3. Juni 2009
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Work with the next part of your organization
and keep walking around
making change stick
implementation
Mittwoch, 3. Juni 2009
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salesforce.com
example
Mittwoch, 3. Juni 2009
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Continuous Improvement
“Agile Launch”Big Bang Rollout
January OctoberAprilOctober JanuaryJuly
Rollout Adoption Excellence Expansion
April
144 146 148 150 152 154
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1. A sense of urgency 2. The guiding team 3. Vision and strategies 4. Communication 5. Empowerment 6. Short-term wins 7. Never letting up 8. Making change stick
Leading Changeread:
Mittwoch, 3. Juni 2009
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PB
Sprint # 4
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VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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Release
Version 1.2
Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
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T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
5
4013 3
0
8
100?20
5 2
1
PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
Estim
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PB
prioritized
Tactical Level
Strategic Level?
Mittwoch, 3. Juni 2009