Scrum Shock Therapy. Björn Granvik CTO, Jayway. Certified Java Professionals. Copyright Jayway

Transcription

1 Scrum Shock Therapy Björn Granvik CTO, Jayway

2 What is this? Getting Teams Going! Instead of simple mistakes - Follow these recipes Agenda: Scrum in one slide The Problem The Therapy The Result 2

3 Scrum - in one slide

4 Scrum - Roles, Artifacts & Process Burndown Chart Hours remaining Days 24h 1-4 weeks 4

5 Simple, But Not Easy! 5

6 Simple, But Not Easy! Projects make simple mistakes "Backlog? We got more important things to do!" 5

7 Simple, But Not Easy! Projects make simple mistakes "Backlog? We got more important things to do!" People misunderstand "I'm agile so I don't need to write documents." 5

8 Simple, But Not Easy! Projects make simple mistakes "Backlog? We got more important things to do!" People misunderstand "I'm agile so I don't need to write documents." Needs discipline "When is that morning meeting?" 5

9 Simple, But Not Easy! Projects make simple mistakes "Backlog? We got more important things to do!" People misunderstand "I'm agile so I don't need to write documents." Needs discipline "When is that morning meeting?" 5

10 The "Nokia Test" - a Lithmus Test Iterative Development? Iterations - timeboxed, less than 4 weeks Software features - tested and working at the end of each iteration Iteration must start before specification is complete. Scrum (in Nokia's opinion)? You know who the product owner is There is a product backlog prioritized by business value The product backlog has estimates created by the team The team generates burndown charts and knows their velocity No project managers (or anyone else) disrupting the work of the team 6

11 Quick Poll: Nokia Test by Practice 2008 Peter Stevens - scrum-breakfast.blogspot.com 7

12 Quick Poll: Nokia Test by Practice 100% 90% 80% 70% 60% 50% Time boxed iterations Software tested Start iteration w/o complete specs Known product owner Prioritized product backlog Team estimates backlog Burndown charts Protection from management 40% Practice 2008 Peter Stevens - scrum-breakfast.blogspot.com 7

13 Quick Poll: Nokia Test Overall Scores How do you comply with the Nokia Test? % 7% 7% 27% 8 = comply totally 7 5 or 6 3 or 4 1 or 2 37% 2008 Peter Stevens - scrum-breakfast.blogspot.com 8

14 Quick Poll: Nokia Test Overall Scores How do you comply with the Nokia Test? % 7% 7% 27% 27% 8 = comply totally 7 5 or 6 3 or 4 1 or 2 37% 2008 Peter Stevens - scrum-breakfast.blogspot.com 8

15 What's up with managing? Top four barriers to adopting Agile: 1. Organisational culture 2. General resistance to change 3. Lack of people with experience 4. Lack of management support Copyright 2008 VersionOne, In 9

16 What's up with self-organizing? Klappa inte krokodilen! 10

17 Situational Leadership Hersey and Blanchard 1960s Leadership styles S1-S4 Leader adapts Directing - Delegating Development levels D1-D4 Competence & Committment Task or Goal High Supportive Behavior Low Low Directive & High Supportive Behavior "Let's Talk, D3 decides" S4 "D4 decides" High Directive & Low Supportive Behavior S3 S2 "Leader decides" High Directive & Low Supportive Behavior Directive Behavior High Directive & High Supportive Behavior "Let's Talk, Leader decides" S1 High 11

18 Situational Leadership Hersey and Blanchard 1960s Leadership styles S1-S4 Leader adapts Directing - Delegating Development levels D1-D4 Competence & Committment Task or Goal High Supportive Behavior Low Low Directive & High Supportive Behavior "Let's Talk, D3 decides" S4 "D4 decides" High Directive & Low Supportive Behavior S3 S2 "Leader decides" High Directive & Low Supportive Behavior Directive Behavior Directing D1 Low Competence High Commitment High Directive & High Supportive Behavior "Let's Talk, Leader decides" S1 High 11

19 Situational Leadership Hersey and Blanchard 1960s Leadership styles S1-S4 Leader adapts Directing - Delegating Development levels D1-D4 Competence & Committment Task or Goal D4 High Competence High Commitment High Supportive Behavior Low Low Directive & High Supportive Behavior "Let's Talk, D3 decides" S4 D3 Moderate-High Competence Variable Commitment "D4 decides" High Directive & Low Supportive Behavior D2 Low-Some Competence Low Commitment S3 S2 "Leader decides" High Directive & Low Supportive Behavior Directive Behavior Directing Coaching Supporting Delegating D1 Low Competence High Commitment High Directive & High Supportive Behavior "Let's Talk, Leader decides" S1 High 11

20 To go agile, we first need to control.

21 The Therapy

22 The Shock Therapy 14

23 The Shock Therapy "A set of Good Practices, but no choice" 14

24 The Therapy and Recipes 15

25 The Therapy and Recipes Team Recipe T 15

26 The Therapy and Recipes Team Recipe Management Recipe M T 15

27 The Therapy and Recipes Team Recipe Management Recipe Organization Recipe M T O 15

28 The Therapy and Recipes M T O Team Recipe Management Recipe Organization Recipe 15

29 The Team Recipe T 1. Scrum training session for everyone 2. Sprint 1 week long 3. Definition of Done: Feature Complete Code Complete No known defects Approved by the Product Owner Production Ready 4. Story Points 5. Physical Task Board 6. All-in-one Sprint planning meeting. 7. No Multi-tasking, work in priority order. Scott Downey, Chief Scrum Master at MySpace 16

30 The Team Recipe T 1. Scrum training session for everyone 2. Sprint 1 week long 3. Definition of Done: Feature Complete Code Complete No known defects Approved by the Product Owner Production Ready Continuous Integration et al 4. Story Points 5. Physical Task Board 6. All-in-one Sprint planning meeting. 7. No Multi-tasking, work in priority order. Scott Downey, Chief Scrum Master at MySpace 16

31 The Team Recipe: Exit T Hyper-Productive (>240%) Three successful Sprints consecutively Good business reason to change the rule 17

32 The Management Recipe M 1.Hands off during 3 iterations 2.Attend: 1. Some Daily Scrums - be quiet 2. All Sprint Reviews 3.Start to work on waste - now! 4.Management by walking, asking and listening 5.Make the first step easy for the team 6. 18

33 The Management Recipe: Exit M One successful team Removed impediments and studied results Change in perception at "ground level" A good agile reason to change the rule 19

34 Going Scrum & The Organization O M T O 20

35 Going Scrum & The Organization O Two flavors M T O 20

36 Going Scrum & The Organization O Two flavors Bottom-up Most common case? Translation, Transparency etc "Bubble" Pattern M T O 20

37 Going Scrum & The Organization O Two flavors Bottom-up Most common case? Translation, Transparency etc "Bubble" Pattern Top-Down Resistence "Lateral force" Strategy M T O 20

38 Going Scrum & The Organization O Two flavors Bottom-up Most common case? Translation, Transparency etc "Bubble" Pattern Top-Down Resistence "Lateral force" Strategy M T O 20

39 The Organization Recipe O Difficult - How to speak to a "culture"? Some steps: Transparency Pull A micro-revolution per day Some new roles 21

40 The Scrum Sensei O When you need me, but do not want me, then I will stay. When you want me, but do not need me, then I have to go. Nanny McPhee 22

41 The Scrum Sensei O When you need me, but do not want me, then I will stay. When you want me, but do not need me, then I have to go. Nanny McPhee 2006 Universal Studios 22

42 The Scrum Sensei O Experienced ScrumMaster Enforces rules/recipes Bad ScrumMaster as in "good cop - bad cop" Compassion! Leaves when self-organization works 23

43 The Senior Agile Programmer T O "Unfortunately, no one can be told what the Matrix is. You have to see it for yourself." Morpheus 1999 Warner Bros. Entertainment Inc 24

44 The Senior Agile Programmer T O "Unfortunately, no one can be told what the Matrix is. You have to see it for yourself." Morpheus 1999 Warner Bros. Entertainment Inc 24

45 The Senior Agile Programmer T O Translates methodology into basics Sets the "good practices" on a bit and byte level Coaches by showing 25

46 The Result 26

47 The Result MySpace: All groups achieve exit. All, but one, improved after exit. 26

48 The Result MySpace: All groups achieve exit. All, but one, improved after exit. Jayway: One team: 800% after 3 months. 26

49 Summing It Up 27

50 Summing It Up The sweetest hard deal around? //todo 27

51 Finally 28

52 Finally Write and Vote! On your voting slip: Write your comments etc! 28

53 Finally Write and Vote! On your voting slip: Write your comments etc! Your input: blog.jayway.com/author/bjorngranvik/ 28

54 Finally Write and Vote! On your voting slip: Write your comments etc! Your input: blog.jayway.com/author/bjorngranvik/ Chalk Talk or Booth 28

55

56 Links MySpace Therapy: tinyurl.com/6lvbeo Scrum Poll on Nokia Test Practice: tinyurl.com/68vapj VersionOne Report: State of Agile Development Survey: tinyurl.com/65kf8l Situational Leadership: tinyurl.com/f76un 30