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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

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

Published in: Technology, Business
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  • 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
  • 3. 3 3
  • 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. 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
  • 7. 7 7
  • 8. 1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9. 8 8
  • 9. 1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9. 9 9
  • 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. 1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9. 11 11
  • 12. 1970.  Royce,  Winston  (1970),  "Managing  the  Development  of  Large  SoBware  Systems",  Proceedings  of  IEEE  WESCON  26  (August):  1–9. 12 12
  • 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. Walker Royce 14 14
  • 15. eXtreme ProgrammingThe technical practices that will complete Scrum. Or is it? 15 15
  • 16. 16 16
  • 17. We are not the only one! 17 17
  • 18. The Toyota Way vsThe Toyota Production System Reference: The leader’s guide to Radical Management Steven Denning 18 18
  • 19. Enter the Scrum Era! Copyright Mountain Goat Software 19 19
  • 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
  • 22. Scrum 22 22
  • 23. Waite a minute.There is more! 23 23
  • 24. Scrum 24 24
  • 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
  • 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. 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. Values from XP• Communication• Simplicity• Courage• Feedback• Respect http://www.extremeprogramming.org/values.html 29 29
  • 30. 30 30
  • 31. A Culture that encourages Collaboration? 31 31
  • 32. A Culture that encourages Competition? 32 32
  • 33. Now you are a Scrum Team Go Self Organize! Go Collaborate! 33 33
  • 34. Impediments to Collaborative teams• Organizational structure• Team member’s history 34 34
  • 35. Values from XP• Communication• Simplicity• Courage• Feedback• Respect http://www.extremeprogramming.org/values.html 35 35
  • 36. 36 36
  • 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. Values from XP• Communication• Simplicity• Courage• Feedback• Respect http://www.extremeprogramming.org/values.html 38 38
  • 39. 39 39
  • 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. Values from XP• Communication• Simplicity• Courage• Feedback• Respect http://www.extremeprogramming.org/values.html 41 41
  • 42. Feedback• Ways we get Feedback • Testing • Demonstrating to the customer • Measuring Progress • Retrospective 42 42
  • 43. Feedback• Giving Feedback• Receiving Feedback• Taking actions 43 43
  • 44. Feedback• What do you do with the feedback? 44 44
  • 45. 45 45
  • 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. The Toyota Way vsThe Toyota Production System Reference: The leader’s guide to Radical Management Steven Denning 47 47
  • 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. The Toyota Approach• It’s the way they treat people. Reference: The leader’s guide to Radical Management Steven Denning 49 49
  • 50. XP Values Working Together CommunicaJon Respect Feedback Simplicity Courage 50 50
  • 51. Any other values? 51 51
  • 52. ActivityDiscussing these valuesfrom your experience 52 52
  • 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. 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. Learning Circle Debrief 55 55
  • 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. Team RadarEsther  Derby  and  Diana  Larsen  -­‐  Agile  RetrospecJves:  Making  Good  Teams  Great!hVp://agile2007.agilealliance.org/downloads/handouts/Larsen_448.pdf 57 57
  • 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. 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. Closing Thoughts• Practices are essential• They need to be based on values 60 60
  • 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. 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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