Five levels of Refinement

Transcription

1 The rules of the game in new product development are changing. Many companies have discovered that it takes more than the accepted basics of high quality, low cost, and differentiation to excel in today s competitive market. It also takes speed and flexibility. Hirotaka Takeuchi and Ikujiro Nonaka The New New Product Development Game Harvard Business Review, January/February 1986 Hubert Smits five levels of refinement certified scrum trainer 2005 coaching fortune 1000, globally teaching 5,000 csms researching scrum for hardware, scrum from government, team motivation 1

2 five levels of planning written in 06 provided guidance for waterfall thinkers in a scrum world not the best language to become agile planning vs. refinement plans are nothing; planning is everything (eisenhower) no battle plan survives contact with the enemy (moltke) release planning is the heroine for project managers (sutherland) empiricism - knowledge is based on experience occam s razor: other things being equal, simpler explanations are generally better than more complex ones : minimum viable product lean start-up scrum 2

3 planning and estimating don t do it demotivates your developers developers will game the process results in lower output do do it motivates your developers manage stakeholder expectations better solutions - wisdom of crowds it is all in the how scrum team the secret of hyper-productivity teams that finish early accelerate faster; stable teams; yesterday s weather; swarming; interrupt pattern; daily clean code; scrum emergency procedure; scrumming the scrum; happiness metric scrumplop.org refinement, empiricism, team planning long term goal keep your eye on the money take small steps to get to the goal inspect and adapt - often risky when done by the product owner motivational when done by the team vision roadmap release sprint scrum 3

4 vision development and solution: total freedom for the development team create tension between the goals and the freedom subtle control through selecting the right people, an open work environment, learning from product users and by rewarding the team, establishing a rhythm, tolerating mistakes and encouraging selforganization the new new product development game takeuchi & nonaka leadership: set broad, challenging goals, a strategic direction roadmap refine the vision scrum value focus: because we focus on only a few things at a time, we work well together and produce excellent work, we deliver valuable items sooner how to merge two airlines new york times product backlog refine just in time backlog initial, prioritized, state 4

5 refine the near term future - release plan release plan beyond refinement motivation: autonomy, mastery, purpose unleash creativity wisdom of crowds manage stakeholder expectations mura, muri, muda more flow, sustainable pace, less waste product owner development team refine for the next sprint spr int planning: what spr int planning: how spike s to r e se ar ch sto rie s 9 e stimate adde d o r c hanged sto r ie s 1 2 spr int planning: what ide ntify wo r k for ne xt sprint mo de ling, desig n, arc hitecture r e vie w r e tr o spe ctive 5 r e quir e me nts me eting s de sig n, do c ument c o mple ting r eady pixe l pe r fec t mocks suppo r t e stimating r e vie w r e tr o spe ctive update s to pr oduct b ac klo g/ r anking s b ased on r evie w 5

6 refine your game, play to win - daily scrum five levels of refinement, five levels of review with help from henrik kniberg review dem onst r at e t he wor kt hat the developm ent team has done collaboration on what to do next 6

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