Agile introduction for the American Chamber of Commerce members

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  • 1. AGILE &SCRUMANDY BRANDT
  • 2. THE USUAL INTRO Founded 2007 as an agile software house, now Poland’s leading provider of agile knowledge. www.agileszkolenia.pl www.andybrandt.net http://www.linkedin.com/in/andybrandt @andybrandt
  • 3. 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?
  • 4. •RADICAL MANAGEMENT •LEAN •MANAGEMENT 3.0 •AGILE •KANBAN •SCRUM CHANGE IS HAPPENING - NEW WAVE OF MANAGEMENT METHODS, PRACTICES, BUZZWORDS.
  • 5. WHY IS THISHAPPENING?
  • 6. KEY TRENDS SHAPINGOUR WORLD HIGH COMPLEXITY CONSTANT CHANGE
  • 7. OUR CULTURE CONDITIONS US TO THINK ABOUTSUCCESS AS AN ONE TIME EVENT
  • 8. SUCCESS IS A STATE IN WHICH WE AREADEQUATELY RESPONDING TO THE ENVIRONMENT
  • 9. “ON TIME, WITHIN BUDGET, ALL FEATURES”?WHAT COUNTS IS: IS THIS ADEQUATE TODAY?
  • 10. • 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,http://www.flickr.com/photos/hisgett/ • 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”.
  • 11. KEY FACTSAGILE
  • 12. AGILE MANIFESTO INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN
  • 13. AGILE MANIFESTO INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN www.agilemanifesto.org
  • 14. AGILE’S CORE:EMPIRISM Inspect & Adapt
  • 15. A VERY QUICK INTRODUCTIONSCRUM
  • 16. SCRUM IS SIMPLE! 353 LISTS EVENTS ROLES NOTHING TO TWEAK OR OMIT!
  • 17. SCRUM Daily Scrum 24 h Sprint Sprint planning 1-4 weeks Sprint Review Retrospective Product Sprint backlog backlog Increment
  • 18. SCRUM COMPONENTS ROLES ARTIFACTS EVENTS • PRODUCT • INCREMENT • SPRINT OWNER • PRODUCT • SPRINT • DEVELOPMENT BACKLOG PLANNING TEAM • SPRINT • DAILY SCRUM • SCRUM MASTER BACKLOG • SPRINT REVIEW • SPRINT RETROSPECTIVE
  • 19. SCRUM Daily Scrum 24 h Sprint Sprint planning 1-4 weeks Sprint Review Retrospective Product Sprint backlog backlog Increment
  • 20. ROLES DEVELOPMENT DELIVERS COMPLETED INCREMENT EACH & EVERY SPRINT3-9PEOPLE TEAM CONTAINS ALL COMPETENCIES NEEDED TO DO SO SELF ORGANIZES AND MANAGES ITSELF DELIVERS VALUE THROUGH PRODUCT PRODUCT OWNER MANAGES THE PRODUCT BACKLOG WORKS THE STAKEHOLDERS AT ALL TIMES KNOWS WHAT THE PRODUCT SHOULD DO ENSURES THE TEAM REACHES ITS MAXIMUM PRODUCTIVITY MASTER SCRUM REMOVES IMPEDIMENTS AND PROVIDES “POLITICAL” COVER GUARDS THE SCRUM PROCESS, TEACHES OTHERS CHANGE AGENT
  • 21. SCRUM Daily Scrum 24 h Sprint Sprint planning 1-4 weeks Sprint Review Retrospective Product Sprint backlog backlog Increment
  • 22. 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.
  • 23. SCRUM Daily Scrum 24 h Sprint Sprint planning 1-4 weeks Sprint Review Retrospective Product Sprint backlog backlog Increment
  • 24. 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
  • 25. SPRINT AS A ‘DEAL’ THE DEVELOPMENT TEAM CLIENTS “WE WILL LEAVE YOU “EVERY SPRINT YOU CAN ALONE FOR TWO WEEKS HAVE US DO SOMETHING AND WILL NOT INTERFERE NEW AS YOU SEE FIT.” WHILE YOU WORK.” FLEXIBILITY STABILITY
  • 26. SCRUM Daily Scrum 24 h Sprint Sprint planning 1-4 weeks Sprint Review Retrospective Product Sprint backlog backlog Increment
  • 27. 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.
  • 28. SCRUM Daily Scrum 24 h Sprint Sprint planning 1-4 weeks Sprint Review Retrospective Product Sprint backlog backlog Increment Definition of Done
  • 29. 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” IS A GREAT GUIDELINE ON WHAT QUALITY LEVEL IS EXPECTED.• TO MEET THIS PRODUCT MUST BE FULLY INTEGRATED AT LEAST EVERY SPRINT.
  • 30. SCRUM Daily Scrum 24 h Sprint Sprint planning 1-4 weeks Sprint Review Retrospective Product Sprint backlog backlog Increment
  • 31. 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!
  • 32. 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!
  • 33. RETROSPECTIVE VS.SPRINT REVIEW SPRINT REVIEW SPRINT RETROSPECTIVE STAKEHOLDERS/USERS TEAM INSPECTING INSPECTING WHAT HOW WAS DONE. IT WAS DONE. © ADM 1983-2011 All Rights Reserved v2.2
  • 34. SCRUM Daily Scrum 24 h Sprint Sprint planning 1-4 weeks Sprint Review Retrospective Product Sprint backlog backlog Increment
  • 35. 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)
  • 36. SCRUM Daily Scrum 24 h Sprint Sprint planning 1-4 weeks Sprint Review Retrospective Product Sprint backlog backlog Increment
  • 37. 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.
  • 38. 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
  • 39. SCRUM IS CREATINGCONSISTENCY TO DEAL WITHCOMPLEXITY KEN SCHWABER
  • 40. KEY POINTSTO 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
  • 41. THE SCRUM PROMISE S CRUM WILL NOT IMPROVE THINGS. S CRUM WILL JUST MAKE EVERY PROBLEM PAINFULLY VISIBLE.
  • 42. SCRUMADVANTAGES• 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
  • 43. SCRUM LIMITATIONS• ORGANIZES EXISTING WORK WITH EXISTING TEAMS – NOT HELPFUL IF YOU DON’T HAVE BOTH YET• SCALING – OTHER METHODS/FRAMEWORKS IS AN OPEN CHALLENGE 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.
  • 44. SCRUMBEYOND 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
  • 45. “AGILETRANSFORMATION”• 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
  • 46. A CALL FORPRAGMATISM
  • 47. 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.
  • 48. DIFFERENT NEEDS – DIFFERENT WAYSProject Type Characteristics Leader’s Job High Turbulence Immediate action to re-establish order No clear cause-and-effect Prioritize and select actionable workChaotic Unknowables Look for what works rather than perfection Many decisions and no time Act, sense, respond Create bounded environments for action More unpredictability than predictability Increase levels of interaction and communicationComplex Emergent answers Servant leadership Many competing ideas Generate ideas Probe, sense, respond Utilize experts to gain insights More predictability than unpredictability Use metrics to gain controlComplicated Fact-based management Sense, analyze, respond Experts work out wrinkles Command and control Repeating patterns and consistent events Use best practices Clear cause-and-effect Extensive communication not necessarySimple Well establish knowns Establish patterns and optimize to them Fact based management Command and control Source: “Leadership Framework for Decision Making,” Snowden and Boone, HBR, 2008
  • 49. 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
  • 50. END
  • 51. CONTACT Founded 2007 as an agile software house, now Poland’s leading provider of agile knowledge. www.agileszkolenia.pl +48 12 379 34 14 www.andybrandt.net http://www.linkedin.com/in/andybrandt @andybrandt