Scrum simple to understand v.1.2
- 1. Welcome! Scrum - simple to understand, hard to master Kent Scrum UG
- 2. 2 Our Vision Individuals and interactions Working software Customer collaboration Responding to change While there is value in the items on the right, we value the items on the left more. Over Over Over Over We are uncovering better ways of developing software by doing it and helping others do it. Processes and tools Comprehensive documentation Contract negotiation Following a plan
- 3. 3 Thank You
- 5. 5 Scrum Education Units (SEU) Category A: Scrum Alliance Scrum Gatherings Up to 45 SEUs can be earned at a rate of one credit per hour of participation in: • Scrum Alliance Global Gatherings • Scrum Alliance Regional Gatherings • Scrum Coaching Retreats • Scrum Alliance-Sponsored Events • Scrum Alliance-Endorsed User Group events and activities. 2 SEUs
- 6. 6 Stand-up Your experience with Agility 1 = Very Little Experience/No Experience 2 = Some Experience 3 = Experienced 4 = Very Experienced 5 = Expert
- 7. 7 Why agile? Source: https://www.startwithwhy.com/ Simon Sinek - Golden Circles
- 8. 8 A Typical IT Project…
- 9. 9 Defined vs Emperical Source:: “Complexity and Organisational Reality” – Ralph D Stacey, Cynefin, D Snowden Technology uncertainty Requirement uncertainty Chaos “Nobody knows” Complex “We’ll know in hindsight” Emergent practice Complicated “Experts know” Good practice Simple “Everybody knows” Best practice Agile sweet spot!
- 10. 10 Mindset Values Principles Practices Tools & Processes We use JIRA We do stand-ups We are co-located We do just enough documentation Trust What is agile? More visible, less powerful Less visible, more powerful
- 11. 11
- 12. 12 The Agile Manifesto Four Values Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Twelve principles (summarised) • Satisfy the customer through continuous delivery • Welcome changing requirements • Deliver working software frequently • Business people and developers work together daily • Give individuals support and trust to get the job done • The most effective communication is face-to- face • Working software is the primary measure of progress • Promote a sustainable pace for everyone • Continuous attention to technical excellence and design • Simplicity is essential – maximise the work not done • The best solutions emerge from self-organising teams • Regular reflection on effectiveness and adjust
- 13. 13 Umbrella
- 14. 14 The Lightest of all Agile Methods XP 5 Values 14 Principles 12 Primary Practices 11 Corollary Practices Lean 7 Principles 22 Thinking Tools Scrum (5 Values) 3 Roles 5 Events 3 Artifacts DSDM Atern 8 Principles 5 Lifecycle Phases 12 Roles 17 Work Products 5 Key Techniques Agile Unified Process 6 Principles 7 Disciplines 4 Lifecycle Phases 14 Roles 8 Minimum Deliverables 4 Guidance Pieces
- 15. 15 Agile is not only scrum Source: http://www.versionone.com/pdf/2013-state-of-agile-survey.pdf, 3501 respondents
- 16. 16 Scrum Components Scrum Events The Sprint Sprint Planning Daily Review Sprint Review Sprint Retrospective Scrum Artifacts Product Backlog Sprint Backlog Increment Plus ... Progress Monitors Scrum Team Product Owner ScrumMaster Development Team
- 17. 17 Sprint 24 hours Product Backlog Anyone can contribute Ordered by Product Owner Sprint Backlog Backlog tasks expanded by team Potentially Shippable Product Increment Daily Scrum Meeting Scrum: workflow
- 18. 18 Scrum Guide The Scrum Guide™ The Definitive Guide to Scrum: The Rules of the Game July 2013 Developed and sustained by Ken Schwaber and Jeff Sutherland Table of Contents Definition of Scrum Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum is: Lightweight Simple to understand Difficult to master
- 19. 19 DEMON: Why is scrum hard? Development teamProduct owner One person decides No dependencies No special roles 1 month or less Value hypothesis Value* * the solution is technically fully ready to release to the market. It is a marketing decision whether to actually release immediately or wait. 9 people or less Source: The Scrum Guide https://www.scrum.org/Scrum-Guide, October 2011 Dependency free Everybody is ‘developer’ Month or less One product owner Nine people or less
- 20. 20© RADTAC 2014 Agile Anomaly “W A T E R…S C R U M...F A L L”L
- 21. 21Michael Sahota, An Agile Adoption and Transformation Survival Guide © RADTAC 2014 Agile by Stealth
- 22. 22 Iceberg
- 23. 23 Iceberg - misaligned • Satisfy the customer • Harness Change • Encourage Incremental Implementation • Get business and Tech people working together • Create trust through Leadership • Encourage f2f conversations • Set targets and reward real progress to working solution • Give your team the space they need to excel • Pursue simplicity, not complexity
- 24. 24Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill. What’s your culture?
- 25. 25 47% 41% 9% 3% Source: http://collectiveedgecoaching.com/2010/07/agile__culture/ Agile friendly culture
- 27. 27 “Being Agile”: The Learning Organisation Values & Beliefs Intrinsic Behaviours Actions Results Mindset Values Principles Practices Tools & Processes
- 29. 29 Portfolio/Organisation Product/Programme Team Breaking wave Frozen middle! Source: http://radtac.wordpress.com/tag/change-wave/
- 30. 30 Portfolio/Organisation Product/Programme Team Sustainable wave Start agile transformation with a vertical stripe… Source: http://radtac.wordpress.com/tag/change-wave/ …then expand sideways
- 31. 31 Your Commitment to learn? All in the public domain: • Watch Simon Sinek – Golden Circles (YouTube) • Visit Agile Manifesto and read the Principles • Print and read the Scrum Guide 2013 • Download ‘An Agile Adoption Transformation Survival Guide: Working with Organisational Culture’ (Michael Sahota)
- 32. Questions? Scrum - simple to understand, hard to master Kent Scrum UG
Editor's Notes
- #2: Posters: Why are you here? What do you know about scrum? What do you enjoy about your job? What questions would you like answering before the end of the course?
- #10: Categorisation Model – framework precedes the data Sense Making Model – data precedes the framework Cynefin is Sense Making
- #13: Its not just a process Next: comparison of the process to understand legal implications
- #27: Intrinsic Behaviours and Beliefs = Organisational Development Results and Actions = Empirical Development
- #28: Intrinsic Behaviours and Beliefs = Organisational Development Results and Actions = Empirical Development
- #31: Refer to white paper
- #33: Posters: Why are you here? What do you know about scrum? What do you enjoy about your job? What questions would you like answering before the end of the course?