scrum: the future of work · 5/6/2013 · © 2012 scrum inc. changing nature of work! •...
TRANSCRIPT
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© 2011 Scrum Inc.
Scrum: The Future of Work ”The Art of Doing Twice the Work in Half the Time”
Presenter: Jeff Sutherland
Las Vegas Gathering 6 May 2013
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Changing Nature of Work!
• simplyhired.com
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Scrum Job Openings - U.S.
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3© 2012 Scrum Inc.
Why is Work Changing?!
• We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable rights, that among these are life, liberty and the pursuit of happiness.
United States Declaration of Independence!
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4© 2012 Scrum Inc.
Most People Think Work Sucks!
• 55% of workers are unhappy in their job (Conference Board)
• 65% are looking for a new job (Deloitte)
• 10% of American adults are depressed (CDC)
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5© 2012 Scrum Inc.
Unalienable Right to Life!
• No more overtime!
J. Sutherland and I. Altman, "Take No Prisoners: How a Venture Capital Group Does Scrum," in Agile 2009, Chicago, 2009.
Openview Venture Partners
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6© 2012 Scrum Inc.
Scrum Gives People Liberty to Pursue Happiness!
Tal Ben-Shaher (2007) Happier: Learn the Secrets to Daily Joy and Lasting Fulfillment. McGraw Hill.
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© 1993-2013 Jeff Sutherland
Our Problem: Bad Agile Chaos Manifesto 2011, Standish Group International, Inc.!
Source:
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All Projects Should Be Early
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In 1993 at Easel Corporation we decided:
Radical Change Required!
Making the world a better place "
– Japanese manufacturing - W. Edwards Deming"
– Team process – Silicon Valley entrepreneurs (Creative Initiative)"
– Micro enterprise development – Accion and Grameen Bank"
Process innovation and productivity research"
– IBM Surgical Team (Mythical Man Month)"
– Complex adaptive systems and iRobot subsumption architecture"
– Alan Kay and Xerox Parc"
– Takeuchi and Nonaka - knowledge generation/lean"
– Jim Coplien - ATT Bell Labs Pasteur Project"
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Complex Adaptive Systems Self organization
No single point of control
Interdisciplinary teams
Emergent behavior
Outcomes emerge with high dependence on relationship and context
Team performance far greater than sum of individuals
Rodney Brooks with Baxter
Rethink Robotics - New York Times 18 Sep 2012 Genghis Khan
Rod Brooks, Colin Angle and Helen
Greiner founded iRobot in 1990
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How we invented Scrum: Learning about innovation from Xerox Parc!
Personal Workstation Mouse (SRI) Ethernet
Windows Interface Laser Printer Smalltalk
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Grandfather of Scrum:
Ikujiro Nonaka
The Japanese view Scrum as: • A way of doing
• A way of being • A way of life
Sutherland, Kenji, Nonaka - Tokyo, Jan 2011
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Nonaka’s Project Management Styles!
Type A – Isolated cycles of work!
Type B – Overlapping work!
Type C – All at once!
The overlapping of phases does away with traditional notions about division of labor.
Takeuchi and Nonaka (1986)
NASA Waterfall!
Fuji-Xerox Scrum!
Honda Scrum!
Requirements Analysis Design Implementation Testing
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Scrum team characteristics!
• Transcendence (life)
• Autonomy (liberty)
• Cross-fertilization (pursuit of happiness)
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Lean Enterprise Institute - Steve Bell!
Product Creation
Production Techniques
Scrum Lean
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For Product Creation (Scrum = Lean)!
• Toyota Lean Product Development
• Entrepreneurial System Designer (ESD) - the Scrum Product Owner
• Teams of Responsible Experts - the Scrum
team
• Set Based Concurrent Engineering - used
by the first Scrum team and companies like Apple
• Cadence, Pull, and Flow - Scrum sprint,
self-management of work, and velocity
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9th Hidden Turning Point in History U.S. News and World Report, 21 Apr 1991 - see also J. Womack, D. Jones, D Roos, “The Machine
that Changed the World: The Story of Lean Production.” Harper Perennial, 1991.
• W. Edwards Deming taught the Japanese the PDCA cycle.
• PLAN: In Scrum, the Product Owner has a business plan and needs to execute it in a way that maximizes stakeholder value.
• DO: The ScrumMaster owns the process and facilitates the team that executes the plan.
• CHECK: The Product Owner inspects the results of team work in short cycles.
• ACT: The ScrumMaster facilitates a retrospective where the team discovers how to produce better results in the next cycle.
• PLAN means to avoid MURI, or unreasonableness
• DO means to avoid MURA, or to control inconsistencies
• CHECK means to avoid MUDA, or to find waste in outcomes
• ACTION indicates the will, motivation, and determination of the management
• TOYOTA PRODUCTION SYSTEM “ONE - BY - ONE CONFIRMATION”, University of Kentucky, Lean Manufacturing Conference, May 14-16, 1997, Mr. Kitano – Keynote Address © Toyota Motor Manufacturing, 1997, available at http://www.MfgEng.com with permission of TMM
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Taiichi Ohno’s Taxonomy of Waste
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Velocity
READY, DONE, and improving process in Daily Scrum are key!
DO
NE
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RE
AD
Y!
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“Core Scrum” Exists Within an
Environment of Supporting “Patterns”!
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Scrum Starter Kit Patterns that will avoid common pitfalls published at scrumplop.org!
1. How do you get started? (Stable Teams)
2. How do you successfully pull backlog into a sprint? (Yesterday’s
Weather)
3. How do get defect free at the end of the sprint? (Daily Clean
Code)
4. How do you get stuff done? (First Things First)
5. How do you deal with interruptions during the sprint? (Illigitimus
non Interruptus)
6. How do you deal with emergencies? (Stop the Line)?
7. How do you ensure you continuously improve? (Scrumming the
Scrum) (Happiness metric)
8. How do you get hyperproductive? (Teams that Finish Early
Accelerate Faster)
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