AGILE &

SCRUM

ANDY BRANDT

THE USUAL INTRO

Founded 2007 as an agile software house,

now Poland’s leading provider of agile

knowledge.

@andybrandthttp://www.linkedin.com/in/andybrandt

www.andybrandt.net

www.agileszkolenia.pl

ROUGH AGENDA

• AGILE – PUTTING IT IN PERSPECTIVE

• WHY IS THIS HAPPENING?

• SCRUM IN A NUTSHELL

• THE SCRUM PROMISE

• BENEFITS & LIMITATIONS OF SCRUM

• SCRUM – A TOOL FOR AGILE TRANSFORMATION?

• IS THIS JUST FOR SOFTWARE?

•AGILE

•LEAN

•KANBAN

•MANAGEMENT 3.0

•RADICAL

MANAGEMENT

•SCRUM

CHANGE IS HAPPENING - NEW WAVE OF

MANAGEMENT METHODS, PRACTICES,

BUZZWORDS.

WHY IS THIS

HAPPENING?

KEY TRENDS SHAPING

OUR WORLD

HIGH COMPLEXITY CONSTANT CHANGE

OUR CULTURE CONDITIONS US TO THINK ABOUT

SUCCESS AS AN ONE TIME EVENT

SUCCESS IS A STATE IN WHICH WE ARE

ADEQUATELY RESPONDING TO THE ENVIRONMENT

“ON TIME, WITHIN BUDGET, ALL FEATURES”? WHAT COUNTS IS: IS THIS ADEQUATE TODAY?

• WHAT IS NEEDED IS AN APPROACH IN WHICH:

• CHANGE IS EASY (AND CHEAP), SO THAT THE INSTABILITY OF

REQUIREMENTS IS NOT A PROBLEM,

• WASTE IS ACTIVELY ELIMINATED TO FOCUS ON ACTIVITIES THAT

DELIVER CORE VALUE,

• TRANSPARENCY ALLOWS THE TRUTH ABOUT THE SITUATION TO BE

KNOWN WHICH IS A PRECONDITION FOR AN ADEQUATE REACTION,

• TEAM WORK & DISPERSED AUTHORITY HELP LEVERAGE

EVERYONE’S BRAIN POWER.

• THOSE NEEDS ARE THE UNDERLYING DRIVERS OF THE AGILE & LEAN

– OF THE WHOLE “NEW WAVE OF MANAGEMENT”.

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AGILE

KEY FACTS

AGILE MANIFESTO

INDIVIDUALS AND INTERACTIONSOVER

PROCESSES AND TOOLS

WORKING SOFTWAREOVER

COMPREHENSIVE DOCUMENTATION

CUSTOMER COLLABORATIONOVER

CONTRACT NEGOTIATION

RESPONDING TO CHANGEOVER

FOLLOWING A PLAN

AGILE MANIFESTO

INDIVIDUALS AND INTERACTIONSOVER

PROCESSES AND TOOLS

WORKING SOFTWAREOVER

COMPREHENSIVE DOCUMENTATION

CUSTOMER COLLABORATIONOVER

CONTRACT NEGOTIATION

RESPONDING TO CHANGEOVER

FOLLOWING A PLAN

www.agilemanifesto.org

AGILE’S CORE:

EMPIRISM

Inspect Adapt&

SCRUM

A VERY QUICK INTRODUCTION

SCRUM IS SIMPLE!

NOTHING TO TWEAK OR OMIT!

3 5 3RO

LE

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TS

LIS

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SCRUM

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SCRUM COMPONENTS

ROLES

• PRODUCT

OWNER

• DEVELOPMENT

TEAM

• SCRUM MASTER

ARTIFACTS

• INCREMENT

• PRODUCT

BACKLOG

• SPRINT

BACKLOG

EVENTS

• SPRINT

• SPRINT

PLANNING

• DAILY SCRUM

• SPRINT REVIEW

• SPRINT

RETROSPECTIVE

SCRUM

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ROLES

DELIVERS COMPLETED INCREMENT EACH & EVERY SPRINT

CONTAINS ALL COMPETENCIES NEEDED TO DO SO

SELF ORGANIZES AND MANAGES ITSELF

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UC

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DELIVERS VALUE THROUGH PRODUCT

MANAGES THE PRODUCT BACKLOG

WORKS THE STAKEHOLDERS

AT ALL TIMES KNOWS WHAT THE PRODUCT SHOULD DO

ENSURES THE TEAM REACHES ITS MAXIMUM PRODUCTIVITY

REMOVES IMPEDIMENTS AND PROVIDES “POLITICAL” COVER

GUARDS THE SCRUM PROCESS, TEACHES OTHERS

CHANGE AGENT

3-9PEOPLE

SCRUM

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THE PRODUCT BACKLOG

• A LIST OF FUNCTIONALITY TO BE DEVELOPED –

TRADITIONAL NAME: REQUIREMENTS.

• ORDERED, WILL BE IMPLEMENTED IN THAT ORDERED

UNLESS CHANGED

• NO SUCH THING AS “EQUALLY IMPORTANT” ON THE

BACKLOG

• FEATURES USUALLY DESCRIBED WITH USER STORIES.

SCRUM

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SPRINT PLANNING

•PLANNING THE WORK TO BE DONE IN THE UPCOMING SPRINT.

•DURING SPRINT PLANNING:

•PRODUCT OWNER TELLS DEVELOPMENT TEAM WHAT SHE/HE

WANTS

•DEVELOPMENT TEAM FORECASTS WHAT IT FEELS IT CAN DO

•DEVELOPMENT TEAM FIGURES OUT HOW TO ACTUALLY DO IT

SPRINT AS A ‘DEAL’

“EVERY SPRINT YOU CAN

HAVE US DO SOMETHING

NEW AS YOU SEE FIT.”

FLEXIBILITY

“WE WILL LEAVE YOU

ALONE FOR TWO WEEKS

AND WILL NOT INTERFERE

WHILE YOU WORK.”

STABILITY

THE DEVELOPMENT TEAM CLIENTS

SCRUM

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DAILY SCRUM

• 15 MINUTES

• ONLY THE DEVELOPMENT TEAM AND THE SCRUM

MASTER CAN TALK, BUT ANYONE CAN COME AND LISTEN.

• EVERYONE ANSWERS THREE QUESTIONS:

• WHAT WAS I DOING SINCE LAST SCRUM?

• WHAT I PLAN TO DO TODAY AFTER THIS SCRUM?

• WHAT IMPEDES ME?

• IMPORTANT: THOSE ARE NOT REPORTS FOR A BOSS, THIS

IS NOT A „STATUS MEETING” – THIS IS THE TEAM

SYNCHRONIZING.

SCRUM

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Definition

of Done

DEFINITION OF DONE

• A SET OF CRITERIA USED TO DETERMINE WHETHER WORK ON AN ITEM

WAS COMPLETED AND THE DEVELOPMENT TEAM DELIVERED THE

FUNCTIONALITY THAT WAS REQUIRED.

• ONLY ITEMS MEETING THE DOD CAN BE INCLUDED IN THE INCREMENT.

• THIS IS WHERE THE QUALITY IS DEFINED.

• OLD SCRUM TERM: “POTENTIALLY SHIPPABLE PRODUCT INCREMENT” ISA GREAT GUIDELINE ON WHAT QUALITY LEVEL IS EXPECTED.

• TO MEET THIS PRODUCT MUST BE FULLY INTEGRATED AT LEAST EVERY

SPRINT.

SCRUM

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SPRINT REVIEW

• THE PRODUCT OWNER, SCRUM MASTER AND STAKEHOLDERS INSPECT

THE INCREMENT DURING A COLLABORATIVE WORKING SESSION WITH THE

DEVELOPMENT TEAM.

• POINTS:

• THIS IS NOT A DEMO – BUT WORKING ON A LIVE VERSION OF THE

SOFTWARE IS WELCOME.

• ANYONE INTERESTED CAN ATTEND. (NOT COMPULSORY BUT ADVISABLE FOR ALL STAKEHOLDERS)

• POSSIBLE OUTCOMES (ADAPTATION) INCLUDE ALTERATION OF THE

PRODUCT BACKLOG, RELEASE DECISION OR DECISION TO END THE

PROJECT.

• RELEASING THE PRODUCT IS ALWAYS A BUSINESS DECISION!

SPRINT RETROSPECTIVE

• THE TEAM DISCUSSES HOW IT WORKED DURING THE SPRINT.

• A RETROSPECTIVE IS A COLLABORATIVE WORKING SESSION

FOCUSED ON HOW WORK WAS BEING DONE DURING THE SPRINT.

THE AIM IS TO IMPROVE THE TEAM.

• STAKEHOLDERS ARE NOT WELCOME TO THIS MEETING!

RETROSPECTIVE VS.

SPRINT REVIEW

STAKEHOLDERS/USERS

INSPECTING

WHATWAS DONE.

© ADM 1983-2011 All Rights Reserved v2.2

SPRINT REVIEW SPRINT RETROSPECTIVE

TEAM INSPECTING

HOWIT WAS DONE.

SCRUM

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TIMEBOXES

• SPRINT – 1 WEEK TO 1 MONTH

• SPRINT PLANNING – 2 H / 1 WEEK OF SPRINT

• DAILY SCRUM – 15 MIN

• SPRINT REVIEW – 1 H / 1 WEEK OF SPRINT

• SPRINT RETROSPECTIVE – 45 MIN / 1 WEEK OF SPRINT

(THOSE ARE MAXIMAL TIMEBOXES – ALL EVENTS EXCEPT

SPRINTS CAN BE SHORTER IF THERE IS NOTHING MORE TO DISCUSS)

SCRUM

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TO SUM IT ALL UP

• FIRST WORKING PRODUCT AFTER FIRST SPRINT.

• A NEW PRODUCTION-QUALITY VERSION OF THE

SOFTWARE EVERY SPRINT.

• EVERYONE CAN FOLLOW WHAT IS DONE EVERY

DAY.

• DIRECTION CAN CHANGE EVERY SPRINT.

TO SUM IT ALL UP

• FIRST WORKING PRODUCT AFTER FIRST SPRINT.

• A NEW PRODUCTION-QUALITY VERSION OF THE

SOFTWARE EVERY SPRINT.

• EVERYONE CAN FOLLOW WHAT IS DONE EVERY

DAY.

• DIRECTION CAN CHANGE EVERY SPRINT.

• MOST IMPORTANT FEATURES/CHANGES GO

FIRST.

• CAN BE STOPPED AT ANY POINT KEEPING VALUE

SCRUMIS CREATING

CONSISTENCYTO DEAL WITH

COMPLEXITY

KEN SCHWABER

KEY POINTS

TO REMEMBER

• SCRUM IS SIMPLE, BUT HARD TO USE.

• READY TO USE, TECHNICALLY SOUND PRODUCT EVERY SPRINT

• CROSS FUNCTIONAL TEAM – “DEVELOPER” MEANS EVERYONE WHO

CONTRIBUTES TO THE PRODUCT.

• CLEAR DELINEATION OF RESPONSIBILITIES

THE SCRUM PROMISE

S C R U M

WILL NOT IMPROVE THINGS.

S C R U M

WILL JUST MAKE EVERY PROBLEM

PAINFULLY VISIBLE.

SCRUM

ADVANTAGES

• CONSTANT DELIVERY OF VALUE – PRODUCT READY TO USE AFTER EACH SPRINT

• EARLY DELIVERY OF VALUE – PRODUCT MAY BE ACTUALLY INTRODUCED AFTER

JUST A COUPLE OF SPRINTS

• FLEXIBILITY – EVERY SPRINT THINGS CAN BE CHANGED, 180 DEGREES IF

NEEDED

• TRANSPARENCY – TRUE STATE OF THE PRODUCT IS KNOWN AT ALL TIMES

• TEAM IMPROVEMENT – A BETTER TEAM IS ALMOST SCRUM’S SECOND

DELIVERABLE

• INSTILLS EMPIRICAL MENTALITY & APPROACH IN ORGANIZATION

SCRUM LIMITATIONS

• ORGANIZES EXISTING WORK WITH EXISTING TEAMS – NOT HELPFUL IF

YOU DON’T HAVE BOTH YET

• SCALING IS AN OPEN CHALLENGE – OTHER METHODS/FRAMEWORKS

HAVE TO BE USED – SAF, CIF ETC. – ABOVE TEAM LEVEL

• GOOD FOR DEVELOPMENT WORK, NOT FOR MAINTENANCE – KANBAN

IS A BETTER FIT HERE

• HARD TO USE FOR WORK THAT IS NOT INCREMENTAL IN ITS NATURE –

ARTISTS ETC.

SCRUM

BEYOND SOFTWARE?

• SCRUM’S ROOTS ARE IN NEW PRODUCT DEVELOPMENT (TAKEUCHI, NONAKA)

• SCRUM IS BASED ON EMPIRICAL PROCESS CONTROL

• THEREFORE, SHOULD FIT ALL CASES WHERE

• THERE IS LOTS OF RISK (OUTCOMES CAN’T BE EXACTLY

PREDICTED AT THE OUTSET),

• THERE IS A DEFINED PRODUCT,

• A SMALL TEAM CAN BE FORMED THAT WILL BE ABLE TO BUILD THE

PRODUCT END-TO-END

“AGILE

TRANSFORMATION”

• WHY?

• MAKE USE OF PRODUCT-LEVEL FLEXIBILITY ENABLED BY AGILE IN

YOUR BUSINESS.

• SHORTEN CONNECTION BETWEEN THE DEVELOPERS AND THE

USERS

• AGILITY IS A STATE, IT IS NOT A PROCESS, YOU CAN’T JUST

“IMPLEMENT IT” – SCRUM IS ONE OF TOOLS TO REACH THAT STATE

• KEY IS TO SHIFT CULTURE / THINKING INTO A CONTINUOUS

IMPROVEMENT MODEL

PRAGMATISM

A CALL FOR

PRAGMATIC LEADERSHIP

• THERE IS A LOT OF DOGMATISM IN THE AGILE COMMUNITY AND THE

WHOLE “NEW WAVE” MOVEMENT

• I ADVOCATE A MORE BALANCED APPROACH, BECAUSE:

• THE AGILE MOVEMENT DIDN’T UNCOVER ANYTHING

FUNDAMENTALLY NEW ABOUT THE HUMAN NATURE.

• FOR A LEADER (MANAGER) METHODS ARE JUST TOOLS. MAKE

SURE YOUR “LEADER’S TOOLBOX” HAS DIFFERENT TOOLS.

• MOST ENDEAVORS IN THE REAL WORLD WILL REQUIRE MORE THAN

ONE “TOOL” TO SUCCEED.

Project Type Characteristics Leader’s Job

Chaotic

High Turbulence

No clear cause-and-effect

Unknowables

Many decisions and no time

Immediate action to re-establish order

Prioritize and select actionable work

Look for what works rather than perfection

Act, sense, respond

Complex

More unpredictability than predictability

Emergent answers

Many competing ideas

Create bounded environments for action

Increase levels of interaction and communication

Servant leadership

Generate ideas

Probe, sense, respond

Complicated

More predictability than unpredictability

Fact-based management

Experts work out wrinkles

Utilize experts to gain insights

Use metrics to gain control

Sense, analyze, respond

Command and control

Simple

Repeating patterns and consistent events

Clear cause-and-effect

Well establish knowns

Fact based management

Use best practices

Extensive communication not necessary

Establish patterns and optimize to them

Command and control

Source: “Leadership Framework for Decision Making,” Snowden and Boone, HBR, 2008

DIFFERENT NEEDS –

DIFFERENT WAYS

RECONCILING AGILE &

TRADITIONAL METHODS

• THE PROBLEM IS IN PHILOSOPHY, NOT TOOLS

• EMPIRICAL VS. PREDICTIVE – BOTH ARE APPROPRIATE, JUST FOR

DIFFERENT THINGS

• PLANNING IS NOT INHERENTLY BAD – MISTAKING PLANS FOR REALITY

IS

• LAST BUT NOT LEAST:

CULTURE IS EVERYTHING, PROCESSES ARE NOTHING

END

CONTACT

Founded 2007 as an agile software house,

now Poland’s leading provider of agile

knowledge.

@andybrandthttp://www.linkedin.com/in/andybrandt

www.andybrandt.net

www.agileszkolenia.pl

+48 12 379 34 14