Where do you want to get to? - PDF Free Download

Where do you want to get to? A goal-based approach to succeeding with Scrum Jim and Melissa York www.foxhedgeltd.com John Tenniel / Wikimedia Commons / Public Domain

Balancing Agility and Focus

Where do you want to get to? John Tenniel / Wikimedia Commons / Public Domain

Alice s Dilemma 'Would you tell me, please, which way I ought to go from here?' 'That depends a good deal on where you want to get to,' said the Cat. 'I don't much care where ' said Alice. 'Then it doesn't matter which way you go,' said the Cat. ' so long as I get SOMEWHERE,' Alice added as an explanation. 'Oh, you're sure to do that,' said the Cat, 'if you only walk long enough.' Alice s Adventures in Wonderland, Lewis Carroll John Tenniel / Wikimedia Commons / Public Domain

Share A better world Begin with the end in mind Identify practices Where do you want to get to? Join a team Be choosy Imagine your better world Connect practice to strategy John Tenniel / Wikimedia Commons / Public Domain

A better world the promise of Agile Content 2015 FoxHedge Ltd

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70% of change initiatives fail! over 70 percent of the situations where substantial changes were clearly needed, either they were not fully launched, or the change efforts failed, or changes were achieved but over budget, late, and with great frustration John P. Kotter Content FoxHedge Ltd

Satir Change Model

Begin with the End in Mind Begin with the end in mind is based on the principle that all things are created twice. There is a mental or first creation, and a physical or second creation to all things. Stephen Covey Content FoxHedge Ltd

Scrum Content FoxHedge Ltd

Scrum was designed to achieve a hyperproductive state where productivity increases by an order of magnitude over industry averages. Jeff Sutherland Content FoxHedge Ltd

Scrum Delivery Cycle

Scrum Delivery Cycle with Practices Release Planning Small team Customer in the Room Standup Sustainable Sit Together Pair Programming Frequent Integration Prioritizatio TDD Empowered Team Automated Testing Points User Stories Modelin 1-click Build & Deploy Adaptive Planning YAGNI DoD Information Radiator Review Retrospectives

~101 Practices acceptance tests adaptive planning Agile Champion automated build and deploy automated testing backlog Boot Camp Boundaries Build Quality In Burn Chart Business Value Analysis Center of Excellence Co-location Coach coding standards Collective Code Ownership Conditions of Satisfaction Constraints Containers Continuous Integration Core Team Cross-functional team Customer Acceptance TDD customer feedback customer-in-theroom Cycle time daily meeting dedicated team definition of done eliminate waste Empowered Team Enterprise Transition Team Evolutionary Architecture Evolutionary Design Fast Delivery Feedback Flow frequent feedback loops frequent integration Goal Impediment List incremental development Information Radiator Innovation Games Iteration Planning Meeting Iterations just enough, justin-time requirements Kaizen Kanban Management Tests Minimum Meaningful Feature Set Muda One Team Open Workspace pair programming Pareto (80/20) Pay as you go Personas Pigs and Chickens Pilots Projects Planning Poker prioritized backlog Product Lifecycle Product Owner Quality Criteria Reduce Waste refactoring regression testing Regular Cadence Relative Estimation Release Often retrospectives Review Scrum Development Team Scrum of Scrums Scrum Roles ScrumMaster Self-Organizing Team shared goal Shared Vision Simple Design single business decision maker Sit Together small releases Spikes Sprint Backlog Sprint Review Stakeholder Analysis Story Points Success Criteria sustainable pace Swarming Test First Development Theory of Constraints timeboxes Tune Up unit-level TDD user stories Velocity visual recording Whole team Working Software YAGNI

A model in 4 dimensions Inward Team Skills Outward Customer Flow 2013 Jim York People Process

different ^ A model in 4 dimensions People Practice Purpose Process 2013 Jim York

A model in 4 dimensions Inward Team Skills Outward Customer Flow 2013 Jim York People Process

Alignment to Strategy Strategy Dimension Outcome Measure Teamwork Team Focus Team Satisfaction Quality Skills Craftmanship Production Defects Focus on Customer Customer Effectiveness Customer Satisfaction Time to Market Flow Fast Delivery Cycle Time 2013 Jim York

Sample Practices Strategy: Teamwork Mantra: We re a team! Core small, dedicated team shared goal co-location daily meeting shared environments customer-in-the-room coach team estimation definition of done retrospectives Supplemental team room timeboxes (iterations) incremental delivery paired programming Customer Acceptance TDD story cards empowered team 2013 Jim York

Sample Practices Strategy: Quality Mantra: We do good work! Core coding standards unit-level TDD pair programming refactoring frequent integration acceptance tests regression testing retrospectives Supplemental shared goal timeboxes (iterations) incremental development customer feedback automated testing automated build and deploy definition of done Customer Acceptance TDD 2013 Jim York

Sample Practices Strategy: Focus on Customer Mantra: We build the right stuff! Core customer-in-the-room single business decision maker user stories prioritized backlog Customer Acceptance TDD frequent feedback loops adaptive planning Supplemental timeboxes incremental development retrospectives just enough, just-in-time requirements 2013 Jim York

Sample Practices Strategy: Time to Market Mantra: We deliver fast! Core just enough, just-in-time requirements timeboxes incremental development small releases dedicated team frequent feedback loops adaptive planning Supplimental sustainable pace daily meeting YAGNI eliminate waste retrospectives 2013 Jim York

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