View
208
Download
0
Category
Preview:
Citation preview
Welcome!Scrum - simple to understand, hard to master
Kent Scrum UG
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 developingsoftware by doing it and helping others do it.
Processes and tools
Comprehensive documentation
Contract negotiation
Following a plan
3
Thank You
4
Create some noise!
@KentScrumUG
5
Scrum Education Units (SEU)
Category A: Scrum Alliance Scrum GatheringsUp 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
Stand-up
Your experience with Agility
1 = Very Little Experience/No Experience
2 = Some Experience
3 = Experienced
4 = Very Experienced
5 = Expert
7
Why agile?
Source: https://www.startwithwhy.com/
Simon Sinek - Golden Circles
8
A Typical IT Project…
9
Defined vs Emperical
Source:: “Complexity and Organisational Reality” – Ralph D Stacey, Cynefin, D Snowden
Technology uncertainty
Requirementuncertainty 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
Mindset
Values
Principles
PracticesTools &
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
12
The Agile Manifesto
Four ValuesIndividuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding 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
accordingly
13
Umbrella
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
Agile is not only scrum
Source: http://www.versionone.com/pdf/2013-state-of-agile-survey.pdf, 3501 respondents
16
Scrum ComponentsScrum Events The Sprint Sprint Planning Daily ReviewSprint ReviewSprint Retrospective
Scrum Artifacts Product Backlog Sprint Backlog Increment
Plus ... Progress Monitors
Scrum Team
Product Owner ScrumMaster Development Team
17
Sprint
24hours
Product BacklogAnyone can contributeOrdered by Product Owner
Sprint Backlog
Backlog tasksexpandedby team
Potentially ShippableProduct Increment
Daily ScrumMeeting
Scrum: workflow
18
Scrum Guide
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
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 freeEverybody is ‘developer’Month or lessOne product ownerNine people or less
20© RADTAC 2014
Agile Anomaly
“W A T E R…S C R U M...F A L L”L
21Michael Sahota, An Agile Adoption and Transformation Survival Guide © RADTAC 2014
Agile by Stealth
22
Iceberg
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
24Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill.
What’s your culture?
25
47%
41% 9%
3%
Source: http://collectiveedgecoaching.com/2010/07/agile__culture/
Agile friendly culture
26
“Doing Agile”
Actions
Results
Mindset
Values
Principles
PracticesTools &
Processes
27
“Being Agile”: The Learning Organisation
````````````
Values & Beliefs
Intrinsic Behaviours
Actions
Results
Mindset
Values
Principles
PracticesTools &
Processes
28
Portfolio/Organisation
Product/Programme
Team
Shallow wave
Source: http://radtac.wordpress.com/tag/change-wave/
29
Portfolio/Organisation
Product/Programme
Team
Breaking wave
Frozen middle!
Source: http://radtac.wordpress.com/tag/change-wave/
30
Portfolio/Organisation
Product/Programme
Team
Sustainable waveStart agile transformation
with a vertical stripe…
Source: http://radtac.wordpress.com/tag/change-wave/
…then expand sideways
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)
Questions?Scrum - simple to understand, hard to master
Kent Scrum UG
Recommended