sterling barton movemements of a hypnotic nature
DESCRIPTION
This presentation focuses on an exercise the helps us understand emergent design, iterations (if you only touch it once, you are not iterating), teamwork and operating from high-level requirements. This is based on cross-functional, self-organizing teams and overlapping development phases that are the roots of ScrumTRANSCRIPT
Movements of a Hypnotic NatureScrum: It Depends on Common Sense
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© 2009-2010,
Brent Barton - Sterling Barton, LLC
Partner, Sterling Barton, LLC
Former CTO. Active Agile Coach, Mentor, Certified Scrum Trainer
More than 15 years software development in many roles as both employee and consultant for organizations from small start ups to multinational corporations
Actively involved in Agile Rollouts from small Product companies to very large IT organizations
Scrum Articles
“AgileEVM – Earned Value Management in Scrum Projects”, IEEE
“Implementing a Professional Services Organization Using Type C Scrum”, IEEE
“Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum”, AgileJournal
“All-Out Organizational Scrum as anInnovation Value Chain”, IEEE
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Email: [email protected]: www.sterlingbarton.com
Blog: gettingagile.comFollow me on Twitter: brentbarton
© 2009-2010,
Roots of Scrum
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A rugby union scrum between the British and Irish Lions and the All Blackshttp://commons.wikimedia.org/wiki/File:British_and_Irish_Lions_scrum.jpg
© 2009-2010,
Roots of Scrum:The New New Product Development Game
Characteristics of Hi-Performing Companies
Built-in Instability
Self-Organizing Project Teams
Overlapping Development Phases
Multi-Learning
Subtle Control
Organizational Transfer of Learning
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Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986
© 2009-2010,
Characteristics of Hi-Performing Companies
Built-in Instability
Top management establishes extremely challenging goals and offers teams a wide measure of freedom
Self-Organizing Project Teams
A group possesses this capability when it exhibits autonomy, self-transcendence, and cross-fertilization
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Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986
© 2009-2010,
Characteristics of Hi-Performing Companies
Overlapping Development Phases
Greater speed and flexibility
Enhances shared responsibility and cooperation
Stimulates involvement and commitment
Sharpens a problem-solving focus
Encourages initiative taking
Develops diversified skills
Heightens sensitivity toward market conditions
Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986
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© 2009-2010,
Characteristics of Hi-Performing Companies
Multi-Learning: Team members acquire broad knowledge and diverse skills, which helps create a versatile team capable of solving a wide array of problems
Multi-level learning: Encouraging individual, group, and corporate level learning
Multi-functional learning: Experts are encouraged to accumulate experience in areas other than their own
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Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986
© 2009-2010,
Characteristics of Hi-Performing Companies
Subtle Control
Management establishes enough checkpoints to prevent instability, ambiguity, and tension from turning into chaos
At the same time, management avoids the kind of rigid control that impairs creativity and spontaneity
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Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986
© 2009-2010,
Characteristics of Hi-Performing Companies
Organizational Transfer of Learning
Team members have strong drive to transfer their learning to others outside the group
Companies try to institutionalize the lessons derived from their successes
Companies also try to unlearn old lessons
Unlearning helps keep the development team in tune with the realities of the outside environment
It also acts as a springboard for making more incremental improvements
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Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986
© 2009-2010,
Scrum is a Framework
Extremely Simple (but very hard)
Based on Self-Organizing,Cross-Functional Teams
Iterative & Incremental Delivery
Part of the “Agile Umbrella*”
Assumes there is no universal “best practice” that solves complex environments like software development
With trust, Scrum provides the transparency and information to improve and achieve a much more productive state
10* See Agile Manifesto in Reference section
© 2009-2010,
Scrum is an Empirical Process Mechanism
Audacious Goals provide Vision
Scrum promotes Transparency
3 Formal Inspection Points
Scrum expects Adaptation based on current information
Value is generated incrementally using fixed-length timeboxes
Value measured must include acceptable quality
When enough value has been achieved to satisfy the Vision, stop, even if early
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© 2009-2010,
Scrum Values
Scrum asks you to commit to a goal and then provides you with the authority to meet those commitments. Scrum insists that you focus all your efforts on the work you're committed to and ignore anything else. Openness is promoted by the fact that everything about a Scrum project is visible to everyone. Scrum asks for respect within the team and for the team. Scrum acknowledges that the diversity of cross-functional team member’s backgrounds and experiences add value to your project. Finally, Scrum asks you to have the courage to commit, to act, and to be open.
12Adapted from http://www.ddj.com/dept/architect/184414912?cid=Ambysoft
© 2009-2010,
Exercise: Movements of a Hypnotic Nature
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© 2009-2010,
Movements of a Hypnotic Nature
I need a new product for my unique company, “Movements of a Hypnotic Nature.” You have been selected as participants because of your skill and past performance. I want each team to submit a design solution using the following information:
The design should be pleasing to the eye
The design must have some or all parts of it that move
The design’s movement should be able to be started intuitively
The design’s movement should stop gracefully on its own
The movement’s total travel should measure a minimum of 5 inches
The design must use the existing materials in other product lines to contain costs
Existing materials: Play-doh, rubber bands, golf balls, golf tees and rulers.
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© 2009-2010,
Movements of a Hypnotic Nature
Sprint 1
Planning 1 - 5 minutes
Iteration 1 - 8 minutes
Review 1 - 8 minutes
Sprint 2
Planning 2 - 5 minutes
Iteration 2 - 8 minutes
Review 2 - 8 minutes
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© 2009-2010,
The Agile Manifesto*
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items on the right,we value the items on the left more.”
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Kent BeckMike BeedleArie van BennekumAlistair CockburnWard CunninghamMartin Fowler
James GrenningJim HighsmithAndrew HuntRon JeffriesJon KernBrian Marick
Robert C. MartinSteve MellorKen SchwaberJeff SutherlandDave Thomas
* www.agilemanifesto.org
© 2009-2010,
Principles behind the Agile Manifesto*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. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
* www.agilemanifesto.org/principles
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