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Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
Scrum Out Of The Nutshell
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Scrum Out Of The Nutshell

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Scrum is about Teams producing Results in an agile way. Scrum Teams achieve results anyway they can by using a simple set of rules to guide effort. We will describe scrum as a simple applied model so …

Scrum is about Teams producing Results in an agile way. Scrum Teams achieve results anyway they can by using a simple set of rules to guide effort. We will describe scrum as a simple applied model so that a central understanding of scrum can be built. This talk will conclude with a Quick Summary of Scrum.

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  1. Scrum Out of the Nutshell We Make Teams Better. Douglas Shimp www.3back.com doug.shimp@3back.com
  2. What You Focus on matters Depends our process Depends on the people Depends on our tools Depends on our environments Depends on Stakeholders And more The Work We Do is defined by the questions we ask! (sometimes called our process) © 3Back.com 2009 6/16/2009 2
  3. Scrum Scrum is A simple framework that can be understood and implemented in a few days An approach to managing complexity that is optimized for new product development A collaborative effort involving developers and customers in ongoing dialog A work management wrapper around existing engineering practice. “Scrum is not a methodology – it is a pathway” (Ken Schwaber) © 3Back.com 2009 6/16/2009 3
  4. Seeds of Scrum Why Scrum Out of A Nutshell: What you nurture when you apply the scrum framework is always unique and interesting. Dealing with what is revealed is where it gets hard ☺ © 3Back.com 2009 4 6/16/2009
  5. Scrum Has Team Roots Scrum Alliance (A WHOLE COMMUNITY – THE ACTION ARM OF AGILE) Ken Schwaber Jeff Sutterland Mike Cohn (user stories) Takeuchi and Ikujiro Nonak Agile Manifesto The New Product Deming Developmetn Game (14 points) (many authors - REBIRTH) Mike Beedle Taiichi Ohno Toyota Production Growth in Science System Numerous contributions Sun Tzu Eric Von Clauswitz James Maxwell (500 BC Art of (1820s gave rise to second great unification in physics War) Complexity Theory) © 3Back.com 2009 6/16/2009 5
  6. Fundamental Unit of Scrum The Scrum Team © 3Back.com 2009 6 6/16/2009
  7. Scrum Roles The ScrumTeam ► Defines the features of the product, decides on release date and content ► Is responsible for the profitability of the product (ROI) ► Prioritizes features according to market value ► Can change features and priority every 30 days Product Owner ► Accepts or rejects work results ► Ensures that the team is fully functional and productive ► Enables close cooperation across all roles and functions and removes barriers ► Shields the team from external interferences ► Ensures that the process is followed. Invites to daily scrum, iteration Scrum Master review and planning meetings ► Cross-functional, seven plus/minus two members ► Selects the iteration goal and specifies work results ► Has the right to do everything within the boundaries of the project guidelines to reach the iteration goal ► Organizes itself and its work Team ► Demos work results to the Product Owner © 3Back.com 2009 7 6/16/2009
  8. The Backlog Two Kinds of Backlogs Sprint Backlog Product Backlog We can make this much more structured. © 3Back.com 2009 8 6/16/2009
  9. Backlogs On A Wall Two Kinds of Backlogs Sprint Backlog Product Backlog We can make this much more structured. © 3Back.com 2009 9 6/16/2009
  10. The Release Our goal is to produce a valued result. Release is how we measure and understand the success of our effort. © 3Back.com 2009 10 6/16/2009
  11. The Sprint and Scrum Flow Inspect Reports Daily •The Work We Do Adapt Standup 2 • Metrics • Impediments Sprint Sprint Planning Meaningful 1 Sprint Increment Backlog of Product Product Product Sprint Review Backlog • Product Demo 3 • Team Retrospective © 3Back.com 2009 11 6/16/2009
  12. The Basic Scrum Engine Business Owner Walls of the “Container”: Time-boxing Impediment Resolution Cross-functionality Scrum Master Product Owner Self-Organization Health of the Team Health of the Product Product Backlog Product Clear Acceptance Criteria “Done” Cross-Functional Team © 3Back.com 2009 12 6/16/2009
  13. We Add Process Rhythms To Our Sprints Work Releases Milestones Dialog © 3Back.com 2009 13 6/16/2009
  14. Applied Scrum Is Hard! PO Changing our SM Habits, Behaviors and Ingrained Perceptions! Team Intentional Change Simple Framework to Use! © 3Back.com 2009 14 6/16/2009
  15. “Agile Attractors for Effective Thinking” Let the Product Lead Keep it Visible Biggest threat to a project/product! Not have a rapidly responding empowered product owner “ signals pass through brain areas like progressive waves, back and forth..” – 70% Visual Processing One Bite at a Time Get to “Done” - Classic mistake - Attitude & Robustness and I still make it all the time Be empirical Don’t take our Leverage Social Intelligence word for it! © 3Back.com 2009 6/16/2009 15
  16. More Agile Attractors Some more Others you might recognize Words Are Not Perfect is the Concepts enemy of good - Voltaire Great Design Emerges No plan survives 1st Making a belief contact with the enemy - Moltke out of a model “ I lack the time to keep it Pay attention and adapt short ” -Pascal No head works alone!!! Leverage Social Intelligence © 3Back.com 2009 6/16/2009 16
  17. Scrum’s Big Rule The team will adapt its processes to realities they encounter and improve their abilities to deliver quality product, within organizational constraints. Scrum, applied well, has both descriptive and prescriptive elements Descriptive: observations we can look for as we mature Prescriptive: telling us how to get started and balance 3 Roles, 3 Meetings, 3 Artifacts Scrum, Lean, XP, PMBOK, etc. can succeed Think “agile pathways” the result of those pathways when applied with care = well formed team WFT © 3Back.com 2009 6/16/2009 17
  18. Supporting Success Leadership not using clear evidence to decide if their Product Development practice is succeeding is failing! A defined process is not evidence! Don’t rely on fuzzy intelligence, insist on a clear line of sight! Inspect & adapt based on results! Scrum is hard because it challenges our habits and behaviors and points out where they need to change. Use the Scrum Framework to learn! Expect to learn! Biggest threat to a project: not having an available rapidly responding empowered Product Owner to answer questions promptly in minutes/hours not days/weeks. Extreme complexity is very hard to predict and humbling! © 3Back.com 2009 18 6/16/2009
  19. Apply The Scrum Framework Expect a learning experience. New teams, new products and unrelenting complexity. Plant your scrum seed and nurture. Mastery 2 Years to life! © 3Back.com 2009 19 6/16/2009
  20. Thank you Plant A Scrum Seed Grow A Product Share Your Experience Learn & Repeat Have Fun! Why Not? ☺ Follow me: http://twitter.com/scrum_coach Find me: http://doug-shimp.net Read us: http://advancedtopicsinscrum.com Engage us: http://3back.com © 3Back.com 2009
  21. About 3Back We make teams better. Formed 2004, offices Midwest USA, worked world-wide Our goal is an applied learning approach to Build better products and make better businesses, (world?) Applied in our Business and Applied for our Clients 3Back Service & Course Offerings • Certified ScrumMaster • Scrum Bookends (Planning and Rewiew) • Agile Pathways (Agile I) • Well-Formed-Teams • Transition at Scale (Agile II) • Introduction to Lean • Agile Analysis • Agile Distributed Teams • Product Development for Leadership • Adaptive Strategic Planning & Facilitation • Working Effectively w/ Use Cases • Leadership Training • Introduction to Agile Methods © 3Back.com 2009 21 6/16/2009

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