Welcome! Scrum - simple to understand, hard to master. Kent Scrum UG

Transcription

1 Welcome! Scrum - simple to understand, hard to master Kent Scrum UG

2 Our Vision We are uncovering becer ways of developing so<ware by doing it and helping others do it. Individuals and interac9ons Over Processes and tools Working so<ware Customer collabora9on Responding to change Over Over Over Comprehensive documenta9on Contract nego9a9on Following a plan While there is value in the items on the right, we value the items on the le< more. 2

3 Thank You 3

4 Create some 4

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 5

6 Stand-up Your experience with Agility 1 = Very LiCle Experience/No Experience 2 = Some Experience 3 = Experienced 4 = Very Experienced 5 = Expert 6

7 Why agile? Simon Sinek - Golden Circles Source: hcps:// 7

8 A Typical IT Project 8

9 Defined vs Emperical Requirement uncertainty Complex We ll know in hindsight Emergent practice Complicated Experts know Good practice Chaos Nobody knows Agile sweet spot! Simple Everybody knows Best practice Source:: Complexity and Organisational Reality Ralph D Stacey, Cynefin, D Snowden Technology uncertainty 9

10 What is agile? Less visible, more powerful We do just enough documenta9on We do stand- ups More visible, less powerful Mindset Values Principles Practices Tools & Processes Trust We are co- located We use JIRA 10

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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-toface 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 12

13 Umbrella 13

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 14

15 Agile is not only scrum Source: h*p:// state- of- agile- survey.pdf, 3501 respondents 15

16 Scrum Components Scrum Events The Sprint Sprint Planning Daily Review Sprint Review Sprint Retrospective Scrum Team Product Owner ScrumMaster Development Team Scrum Artifacts Product Backlog Sprint Backlog Increment Plus... Progress Monitors 16

17 Scrum: workflow Daily Scrum Meeting 24 hours Sprint Backlog Backlog tasks expanded by team Sprint Product Backlog Anyone can contribute Ordered by Product Owner Potentially Shippable Product Increment 17

18 Scrum Guide The Scrum Guide The Definitive Guide to Scrum: The Rules of the Game Defini&on of Scrum Scrum (n): A framework within which people can address complex adap9ve problems, while produc9vely and crea9vely delivering products of the highest possible value. Table of Contents July 2013 Developed and sustained by Ken Schwaber and Jeff Sutherland Scrum is: Lightweight Simple to understand Difficult to master 18

19 DEMON: Why is scrum hard? One person decides No dependencies No special roles Product owner Value hypothesis Development team Value* 9 people or less Dependency free Everybody is developer Month or less One product owner Nine people or less 1 month or less * the solution is technically fully ready to release to the market. It is a marketing decision whether to actually release immediately or wait. Source: The Scrum Guide October

20 Agile Anomaly W A T E R S C R U M...F A L L L RADTAC

21 Agile by Stealth Michael Sahota, An Agile Adop9on and Transforma9on Survival Guide RADTAC

22 Iceberg 22

23 Iceberg - misaligned Sa9sfy the customer Harness Change Encourage Incremental Implementa9on Get business and Tech people working together Create trust through Leadership Encourage f2f conversa9ons Set targets and reward real progress to working solu9on Give your team the space they need to excel Pursue simplicity, not complexity 23

24 What s your culture? Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill. 24

25 Agile friendly culture 47% 3% 41% 9% Source: culture/ 25

26 Doing Agile Results Ac9ons Mindset Values Principles Practices Tools & Processes 26

27 Being Agile : The Learning Organisation Results Mindset Ac9ons Values Principles Practices Intrinsic Behaviours Tools & Processes Values & Beliefs 27

28 Shallow wave Porjolio/Organisa9on Product/Programme Team Source: hcp://radtac.wordpress.com/tag/change- wave/ 28

29 Breaking wave Porjolio/Organisa9on Product/Programme Frozen middle! Team Source: hcp://radtac.wordpress.com/tag/change- wave/ 29

30 Sustainable wave Start agile transforma9on with a ver9cal stripe Porjolio/Organisa9on Product/Programme Team then expand sideways Source: hcp://radtac.wordpress.com/tag/change- wave/ 30

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) 31

32 Ques9ons? Scrum - simple to understand, hard to master Kent Scrum UG