it's the culture, stupid!
DESCRIPTION
This talk was given by Manoj Vadakkan at the recent South African Scrum GatheringTRANSCRIPT
It’s the Culture Stupid!Why Scrum is not just a few Roles, Artifacts, &
Ceremonies
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[email protected] h/p://manoj.vadakkan.org/
Manoj Vadakkan
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Activity - 5 Minutes
• Find a pair to work with and introduce to each other. (preferably, some one you don’t know already)
• With the new friend, briefly discuss “The major problem that is slowing your team down”
• Note that down as the answer to the first question on the worksheet.
• Our goal is to relate this issue to one or more Scrum Values
Let’s Begin with the End in mind
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Agenda
• History
• Introduction to XP Values
• Exercise to learn the Values
• A retrospective technique for your team to self evaluate their values and improve.
• Closing thoughts
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1970. Royce, Winston (1970), "Managing the Development of Large SoBware Systems", Proceedings of IEEE WESCON 26 (August): 1–9.
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1970. Royce, Winston (1970), "Managing the Development of Large SoBware Systems", Proceedings of IEEE WESCON 26 (August): 1–9.
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1970. Royce, Winston (1970), "Managing the Development of Large SoBware Systems", Proceedings of IEEE WESCON 26 (August): 1–9.
Risky!
Invites Failure!
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1970. Royce, Winston (1970), "Managing the Development of Large SoBware Systems", Proceedings of IEEE WESCON 26 (August): 1–9.
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1970. Royce, Winston (1970), "Managing the Development of Large SoBware Systems", Proceedings of IEEE WESCON 26 (August): 1–9.
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1970. Royce, Winston (1970), "Managing the Development of Large SoBware Systems", Proceedings of IEEE WESCON 26 (August): 1–9.
Risky!
Invites Failure!
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DangerDo not Use!
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Walker Royce
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eXtreme Programming The technical practices that will complete Scrum.
Or is it?
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We are not the only one!
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The Toyota Way vs
The Toyota Production System
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Reference: The leader’s guide to Radical Management
Steven Denning
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Enter the Scrum Era!
Copyright Mountain Goat Software
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Scrum the Simple Framework
• Just a few Roles
• Just a few Artifacts
• Just a few Ceremonies
• Just a few Rules
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Scrum
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Waite a minute. There is more!
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Scrum
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You are here!
Crossing the Chasm: MarkeJng and Selling High-‐Tech Products to Mainstream Customers by Geoffrey A. Moore 1999
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Individu
als a
nd interacJon
s over processes and
tools
Working SoB
ware over
compreh
ensiv
e
Custom
er Collabo
raJo
n over con
tract n
egoJ
aJon
Respon
ding to Ch
ange
over fo
llowing a plan
CommunicaJon Simplicity Courage Feedback Respect
Scrum
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SCRUM
CommunicaJon
Individu
als a
nd interacJon
s over processes and
tools
Working SoB
ware over
compreh
ensiv
e
Custom
er Collabo
raJo
n over con
tract n
egoJ
aJon
Respon
ding to Ch
ange
over fo
llowing a plan
SimplicityCourage Feedba
ck Respect
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Values from XP
• Communication
• Simplicity
• Courage
• Feedback
• Respect
http://www.extremeprogramming.org/values.html
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A Culture that encourages
Collaboration?
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A Culture that encourages
Competition?
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Now you are a Scrum TeamGo Self Organize!Go Collaborate!
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Impediments to Collaborative teams
• Organizational structure
• Team member’s history
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Values from XP
• Communication
• Simplicity
• Courage
• Feedback
• Respect
http://www.extremeprogramming.org/values.html
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Simplicity
• XP Mantra : Do the Simplest thing that could possibly work
• Do what is needed - not more; not less
• It is about not to look towards the things you may need to implement next month or next year
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Values from XP
• Communication
• Simplicity
• Courage
• Feedback
• Respect
http://www.extremeprogramming.org/values.html
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Courage
• We will tell the truth about progress and estimates
• We don’t document excuses for failure because we plan to succeed.
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Values from XP
• Communication
• Simplicity
• Courage
• Feedback
• Respect
http://www.extremeprogramming.org/values.html
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Feedback
• Ways we get Feedback
• Testing
• Demonstrating to the customer
• Measuring Progress
• Retrospective
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Feedback
• Giving Feedback
• Receiving Feedback
• Taking actions
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Feedback
• What do you do with the feedback?
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Respect
• Developers respect the expertise of the customers and vice versa
• Management respects our right to accept responsibility and receive authority over our own work
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The Toyota Way vs
The Toyota Production System
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Reference: The leader’s guide to Radical Management
Steven Denning
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The Toyota Approach
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Reference: The leader’s guide to Radical Management
Steven Denning
• Respect for people provide the engine for continuos improvement
Instead of
• System being more important than people
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The Toyota Approach
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Reference: The leader’s guide to Radical Management
Steven Denning
• It’s the way they treat people.
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XP Values Working Together
CommunicaJon
Feedback
CourageSimplicity
Respect
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Any other values?
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Activity Discussing these values from your experience
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Learning Circle• Player Pick a card from the deck
• Player read the card & go to the appropriate area
• The statement indicates a problem? Go to the value that may be missing.
• The statement is a solution? Go to the value that is aligned with this statement.
• Continue until we have about ~ 5 people in the learning circle.
Game adapted from hVp://industriallogic.com/games/valuesquares.html
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Learning Circle• Each Player (3 minutes)
• Introduction: Name and Role
• Read the card out loud
• Explain why you think the statement relate to the value
• Can you give us a personal experience?
• How would you solve the problem?
• Suggestions from the floor is welcome!
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Learning CircleDebrief
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Helping your team
• Teach them
• Let the team evaluate the team at retrospective meetings
• Commit to improve on one value by identifying action items
• Evaluate again in next sprint and compare
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Team Radar
Esther Derby and Diana Larsen -‐ Agile RetrospecJves: Making Good Teams Great!hVp://agile2007.agilealliance.org/downloads/handouts/Larsen_448.pdf
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Team Radar Exercise• Need a Volunteer from each table
• Step 1
• Each member pick up one card and rate the team at your work on each of the values (1= not at all aligned with the value; 10= completely aligned with the value)
• Yellow Card : Communication
• Red Card : Courage
• Blue Card : Simplicity
• Green Card : Feedback
• Pink card : Respect
• Step 3
• Volunteer collect cards and calculate average for each color card
• Step 4
• Plot the values on a flip chart
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Worksheet
• Have you found an answer / pointers to the question / issue you listed on the worksheet?
• Would you like to share those with us?
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Closing Thoughts
• Practices are essential
• They need to be based on values
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Closing Thoughts
• Lets communicate the values better
• Lets make sure our teams are familiar with the principles and values
• Encourage Scrum Alliance to bring the Principles and Value to the forefront
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Thank You!
I would appreciate if you write to me about how your team is using these values
Agile Stories Project
http://agilestoriesproject.org/
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[email protected] h/p://manoj.vadakkan.org/
Manoj Vadakkan
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