It’s the Culture Stupid!Why Scrum is not just a few Roles, Artifacts, &               Ceremonies                          ...
2    2
3    3
Let’s Begin with the End in mind                  Activity - 5 Minutes•   Find a pair to work with and introduce to each o...
Agenda• History• Introduction to XP Values• Exercise to learn the Values• A retrospective technique for your team to  self...
6    6
7    7
1970.	  Royce,	  Winston	  (1970),	  "Managing	  the	  Development	  of	  Large	  SoBware	  Systems",	  Proceedings	  of	 ...
1970.	  Royce,	  Winston	  (1970),	  "Managing	  the	  Development	  of	  Large	  SoBware	  Systems",	  Proceedings	  of	 ...
Invites                                                         Failure!                            Risky!1970.	  Royce,	 ...
1970.	  Royce,	  Winston	  (1970),	  "Managing	  the	  Development	  of	  Large	  SoBware	  Systems",	  Proceedings	  of	 ...
1970.	  Royce,	  Winston	  (1970),	  "Managing	  the	  Development	  of	  Large	  SoBware	  Systems",	  Proceedings	  of	 ...
Danger                                                                          Do not Use!                               ...
Walker Royce     14               14
eXtreme ProgrammingThe technical practices that will complete Scrum.                Or is it?                      15     ...
16     16
We are not the only       one!         17                      17
The Toyota Way             vsThe Toyota Production System     Reference: The leader’s guide to Radical Management         ...
Enter the Scrum Era!              Copyright Mountain Goat Software         19                                             ...
Scrum the Simple       Framework• Just a few Roles• Just a few Artifacts• Just a few Ceremonies• Just a few Rules         ...
21     21
Scrum  22        22
Waite a minute.There is more!       23                  23
Scrum  24        24
You are here!Crossing	  the	  Chasm:	  MarkeJng	  and	  Selling	  High-­‐Tech	  Products	  to	  Mainstream	  Customers	  	...
26     26
Individuals	  and	  interacJons	                             over	  processes	  and	  tools          CommunicaJon         ...
Individuals	  and	  inte                                                     racJons	                              over	  ...
Values from XP• Communication• Simplicity• Courage• Feedback• Respect      http://www.extremeprogramming.org/values.html  ...
30     30
A Culture that encourages  Collaboration?           31                            31
A Culture that encourages  Competition?           32                            32
Now you are a Scrum Team   Go Self Organize!    Go Collaborate!           33                           33
Impediments to  Collaborative teams• Organizational structure• Team member’s history                     34               ...
Values from XP• Communication• Simplicity• Courage• Feedback• Respect      http://www.extremeprogramming.org/values.html  ...
36     36
Simplicity• XP Mantra : Do the Simplest thing that  could possibly work• Do what is needed - not more; not less• It is abo...
Values from XP• Communication• Simplicity• Courage• Feedback• Respect      http://www.extremeprogramming.org/values.html  ...
39     39
Courage• We will tell the truth about progress and  estimates• We don’t document excuses for failure  because we plan to s...
Values from XP• Communication• Simplicity• Courage• Feedback• Respect      http://www.extremeprogramming.org/values.html  ...
Feedback• Ways we get Feedback • Testing • Demonstrating to the customer • Measuring Progress • Retrospective             ...
Feedback• Giving Feedback• Receiving Feedback• Taking actions                   43                        43
Feedback• What do you do with the feedback?                   44                                      44
45     45
Respect• Developers respect the expertise of the  customers and vice versa• Management respects our right to accept  respo...
The Toyota Way             vsThe Toyota Production System     Reference: The leader’s guide to Radical Management         ...
The Toyota Approach• Respect for people provide the engine for  continuos improvement                         Instead of• ...
The Toyota Approach• It’s the way they treat people.       Reference: The leader’s guide to Radical Management            ...
XP Values Working Together                         CommunicaJon       Respect                               Feedback      ...
Any other values?        51                    51
ActivityDiscussing these valuesfrom your experience           52                          52
Learning Circle•   Player Pick a card from the deck•   Player read the card & go to the appropriate area    •   The statem...
Learning Circle•   Each Player (3 minutes)    •   Introduction: Name and Role    •   Read the card out loud    •   Explain...
Learning Circle   Debrief       55                  55
Helping your team• Teach them• Let the team evaluate the team at  retrospective meetings• Commit to improve on one value b...
Team RadarEsther	  Derby	  and	  Diana	  Larsen	  -­‐	  Agile	  RetrospecJves:	  Making	  Good	  Teams	  Great!hVp://agile...
Team Radar Exercise•   Need a Volunteer from each table•   Step 1    •   Each member pick up one card and rate the team at...
Worksheet• Have you found an answer / pointers to the  question / issue you listed on the  worksheet?• Would you like to s...
Closing Thoughts• Practices are essential• They need to be based on values                    60                          ...
Closing Thoughts• Lets communicate the values better• Lets make sure our teams are familiar with  the principles and value...
Thank You!I would appreciate if you write to me abouthow your team is using these valuesAgile Stories Projecthttp://agiles...
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It's the culture, stupid!

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This talk was given by Manoj Vadakkan at the recent South African Scrum Gathering

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It's the culture, stupid!

  1. 1. It’s the Culture Stupid!Why Scrum is not just a few Roles, Artifacts, & Ceremonies Manoj Vadakkan manoj@vadakkan.org   h/p://manoj.vadakkan.org/   1 1
  2. 2. 2 2
  3. 3. 3 3
  4. 4. Let’s Begin with the End in mind Activity - 5 Minutes• Find a pair to work with and introduce to each other. (preferably, some one you don’t know already)• With the new friend, briefly discuss “The major problem that is slowing your team down”• Note that down as the answer to the first question on the worksheet.• Our goal is to relate this issue to one or more Scrum Values 4 4
  5. 5. Agenda• History• Introduction to XP Values• Exercise to learn the Values• A retrospective technique for your team to self evaluate their values and improve.• Closing thoughts 5 5
  6. 6. 6 6
  7. 7. 7 7
  8. 8. 1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9. 8 8
  9. 9. 1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9. 9 9
  10. 10. Invites Failure! Risky!1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9. 10 10
  11. 11. 1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9. 11 11
  12. 12. 1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9. 12 12
  13. 13. Danger Do not Use! Invites Failure! Risky!1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9. 13 13
  14. 14. Walker Royce 14 14
  15. 15. eXtreme ProgrammingThe technical practices that will complete Scrum. Or is it? 15 15
  16. 16. 16 16
  17. 17. We are not the only one! 17 17
  18. 18. The Toyota Way vsThe Toyota Production System Reference: The leader’s guide to Radical Management Steven Denning 18 18
  19. 19. Enter the Scrum Era! Copyright Mountain Goat Software 19 19
  20. 20. Scrum the Simple Framework• Just a few Roles• Just a few Artifacts• Just a few Ceremonies• Just a few Rules 20 20
  21. 21. 21 21
  22. 22. Scrum 22 22
  23. 23. Waite a minute.There is more! 23 23
  24. 24. Scrum 24 24
  25. 25. You are here!Crossing  the  Chasm:  MarkeJng  and  Selling  High-­‐Tech  Products  to  Mainstream  Customers    by  Geoffrey  A.  Moore  1999 25 25
  26. 26. 26 26
  27. 27. Individuals  and  interacJons   over  processes  and  tools CommunicaJon Working  SoBware  over   comprehensive   Simplicity 27 Scrum Courage Customer  CollaboraJon   over  contract  negoJaJon Feedback Responding    to  Change   over  following  a  plan Respect27
  28. 28. Individuals  and  inte racJons   over  processes  an d  tools CommunicaJon Working  S Simpl oBware  ov comprehe er   nsive   icity S CR UM 28   Coura ge Customer   CollaboraJ over  contr on   act  negoJa Jo n Feedb ack Responding    to  Change   Respec t over  following  a  plan28
  29. 29. Values from XP• Communication• Simplicity• Courage• Feedback• Respect http://www.extremeprogramming.org/values.html 29 29
  30. 30. 30 30
  31. 31. A Culture that encourages Collaboration? 31 31
  32. 32. A Culture that encourages Competition? 32 32
  33. 33. Now you are a Scrum Team Go Self Organize! Go Collaborate! 33 33
  34. 34. Impediments to Collaborative teams• Organizational structure• Team member’s history 34 34
  35. 35. Values from XP• Communication• Simplicity• Courage• Feedback• Respect http://www.extremeprogramming.org/values.html 35 35
  36. 36. 36 36
  37. 37. Simplicity• XP Mantra : Do the Simplest thing that could possibly work• Do what is needed - not more; not less• It is about not to look towards the things you may need to implement next month or next year 37 37
  38. 38. Values from XP• Communication• Simplicity• Courage• Feedback• Respect http://www.extremeprogramming.org/values.html 38 38
  39. 39. 39 39
  40. 40. Courage• We will tell the truth about progress and estimates• We don’t document excuses for failure because we plan to succeed. 40 40
  41. 41. Values from XP• Communication• Simplicity• Courage• Feedback• Respect http://www.extremeprogramming.org/values.html 41 41
  42. 42. Feedback• Ways we get Feedback • Testing • Demonstrating to the customer • Measuring Progress • Retrospective 42 42
  43. 43. Feedback• Giving Feedback• Receiving Feedback• Taking actions 43 43
  44. 44. Feedback• What do you do with the feedback? 44 44
  45. 45. 45 45
  46. 46. Respect• Developers respect the expertise of the customers and vice versa• Management respects our right to accept responsibility and receive authority over our own work 46 46
  47. 47. The Toyota Way vsThe Toyota Production System Reference: The leader’s guide to Radical Management Steven Denning 47 47
  48. 48. The Toyota Approach• Respect for people provide the engine for continuos improvement Instead of• System being more important than people Reference: The leader’s guide to Radical Management Steven Denning 48 48
  49. 49. The Toyota Approach• It’s the way they treat people. Reference: The leader’s guide to Radical Management Steven Denning 49 49
  50. 50. XP Values Working Together CommunicaJon Respect Feedback Simplicity Courage 50 50
  51. 51. Any other values? 51 51
  52. 52. ActivityDiscussing these valuesfrom your experience 52 52
  53. 53. Learning Circle• Player Pick a card from the deck• Player read the card & go to the appropriate area • The statement indicates a problem? Go to the value that may be missing. • The statement is a solution? Go to the value that is aligned with this statement.• Continue until we have about ~ 5 people in the learning circle. Game adapted from hVp://industriallogic.com/games/valuesquares.html 53 53
  54. 54. Learning Circle• Each Player (3 minutes) • Introduction: Name and Role • Read the card out loud • Explain why you think the statement relate to the value • Can you give us a personal experience? • How would you solve the problem? • Suggestions from the floor is welcome! 54 54
  55. 55. Learning Circle Debrief 55 55
  56. 56. Helping your team• Teach them• Let the team evaluate the team at retrospective meetings• Commit to improve on one value by identifying action items• Evaluate again in next sprint and compare 56 56
  57. 57. Team RadarEsther  Derby  and  Diana  Larsen  -­‐  Agile  RetrospecJves:  Making  Good  Teams  Great!hVp://agile2007.agilealliance.org/downloads/handouts/Larsen_448.pdf 57 57
  58. 58. Team Radar Exercise• Need a Volunteer from each table• Step 1 • Each member pick up one card and rate the team at your work on each of the values (1= not at all aligned with the value; 10= completely aligned with the value) • Yellow Card : Communication • Red Card : Courage • Blue Card : Simplicity • Green Card : Feedback • Pink card : Respect• Step 3 • Volunteer collect cards and calculate average for each color card• Step 4 • Plot the values on a flip chart 58 58
  59. 59. Worksheet• Have you found an answer / pointers to the question / issue you listed on the worksheet?• Would you like to share those with us? 59 59
  60. 60. Closing Thoughts• Practices are essential• They need to be based on values 60 60
  61. 61. Closing Thoughts• Lets communicate the values better• Lets make sure our teams are familiar with the principles and values• Encourage Scrum Alliance to bring the Principles and Value to the forefront 61 61
  62. 62. Thank You!I would appreciate if you write to me abouthow your team is using these valuesAgile Stories Projecthttp://agilestoriesproject.org/ Manoj Vadakkan manoj@vadakkan.org   h/p://manoj.vadakkan.org/   62 62

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