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Capgemini the state of scrum Sep-2011
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Capgemini the state of scrum Sep-2011

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An overview of the current state of Scrum, as well as some major challenges that will determine the future state of Scrum. ...

An overview of the current state of Scrum, as well as some major challenges that will determine the future state of Scrum.
This is presented from the perspective of Capgemini, knowing that it is in line with the Scrum communities. Included is the current offering of Scrum trainings by Capgemini.

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Capgemini the state of scrum Sep-2011 Capgemini the state of scrum Sep-2011 Presentation Transcript

  • Scrum for Capgemini PeopleMaking Futures IntegrateGunther VerheyenSeptember 2011
  • Introduction Goal of the presentation = the future state of Scrum • The current state • Some challenges | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 2
  • CONTENT1. Look, an Agile Gorilla2. Giving IT back to Business3. Eternally Agile4. A Bright Future | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 3
  • 1. Look, an Agile Gorilla
  • | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 5
  • 1. Look, an Agile Gorilla Challenges? • Implement Scrum | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 6
  • 1. Look, an Agile Gorilla Agile methods rule • Incremental management of Risk, Quality and Budget • Deliver quality, deliver fast Source: Forrester/Dr. Dobb‟s Research Q3 2009http://www.capgemini.com/technology-blog/2011/09/the-customer-oriented-enterprise-1-scrum-in-the-land-of-extremistan/ | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 7
  • 1. Look, an Agile Gorilla Scrum is the Agile market leader Source: VersionOne “State of Agile Development” Survey 2010 http://ullizee.wordpress.com/2010/09/24/is-that-a-gorilla-i-see-over-there/ | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 8
  • 1. Look, an Agile Gorilla Characteristics of the game • A low prescriptive framework for incremental software development • Continuous improvement via empirical process control o Transparency o Inspect o Adapt • No technological constraints • No phases, just Sprints • Respect the rules | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 9
  • 1. Look, an Agile Gorilla The heart of Scrum: a Sprint 1-4 weeks | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 10
  • 1. Look, an Agile Gorilla The scalability of Scrum • Standard Scrum • Multiple Scrum Teams • Hyper Productivity | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 11
  • 2. Giving IT back to Business
  • | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 13
  • 2. Giving IT back to Business Even Gartner says on Agile: • “Requirements change, unexpected requirements appear, priorities shift and development practices must enable quick, accurate adaptation to these changes” • “agile approaches have, in many ways, closer control (daily control) of development” • “traditional formalism (e.g. big documents) have provided a level of comfort, but have not resulted in improved execution” • “comfort (comes) from real information and from real data, not just from a big, static document” • “providing the benefits of fast, accurate delivery of priority application requirements” • “on-site customer is a key success factor” | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 14
  • 2. Giving IT back to Business Challenges? • Use Scrum as a tool for Business Agility http://www.capgemini.com/technology-blog/2011/06/paving-path-scrum-adoption-product-people/ | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 15
  • 2. Giving IT back to Business Working with real Product People • The rise of the Agile Product Manager, a mini CEO over a Product • There is more to Product Management than… Scrum Source: Forrester Q4 2010 Source: The Product Manager‟s Desk Reference, Steven Haines | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 16
  • 2. Giving IT back to Business• A Scrum Product Owner o The single wringable neck o Incrementally managing the Product Backlog o Representing all stakeholders to the Team o Deciding on releasing upon realized Value o Managing the budget, not the estimates Source: Ken Schwaber (“Professional Scrum” program) Source: The Product Manager‟s Desk Reference, Steven Haines | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 17
  • 3. Eternally Agile
  • Source: VersionOne “State of Agile Development” Survey 2010 | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 19
  • 3. Eternally Agile Challenges? • Anchor Scrum in the organization • Move from predictive to empirical managementhttp://www.capgemini.com/technology-blog/2011/06/paving-the-path-of-scrum-adoption-1-going-upstream/ | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 20
  • 3. Eternally Agile1. Feature Teams • Building end-to-end Quality • Removing idle time (hand-overs, sign-off’s, over-detailing, over-designing) | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 21
  • 3. Eternally Agile2. The customer-oriented enterprise • Decoupling software development process from internal structures http://www.capgemini.com/technology-blog/2011/09/customeroriented-enterprise-3-scrum-customeroriented-enterprise/ | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 22
  • 3. Eternally Agile3. Continuous delivery • Frequent functional releases • Remove wasteful activities • Deliver often and quickly • Create on-demand support • Empower Product Owners Source: Ken Schwaber (“Professional Scrum” program) | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 23
  • 3. Eternally Agile4. Organizational shift Respecting Scrum • The emergence of Empirical Management o Set objectives, not tasks o Invest in Value, not in free capacity • Agile Product Management • A PMO works as/with Scrum Masters for corporate controls and metrics for the incremental process • Technical support departments migrate to coaching roles o Architects, DBA, System engineering, Release, Infra o Migrate to facilitating/coaching roles o Temporary “Component Teams” | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 24
  • 4. A Bright Future
  • | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 26
  • 4. A Bright Future Capgemini has great trainings • Scrum Kickstart (1d) A unique fast-track detailed explanation of Scrum „as is‟ • Scrum for Product People (1d) How to use Scrum to increase Business Agility • Scrum for Managers (01d) The transition to Scrum and its organizational impact Capgemini aligns with Scrum.org • Professional Scrum Program overview http://www.scrum.org/programoverview/ o PSF, PSM, PSPO, PSD (.Net / Java) o Open assessment (no certification) http://www.scrum.org/scrumopen/ • Professional Scrum Master http://www.scrum.org/scrummaster/ • Professional Scrum Product Owner http://www.scrum.org/scrum-product-owner/ • Professional Scrum Developer http://www.scrum.org/professionalscrumdeveloper/ | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 27
  • 4. A Bright Future Agile/Scrum Transformation Playbook • An incremental change process Scrum qua Scrum http://www.capgemini.com/technology-blog/2011/09/customeroriented-enterprise-2-scrum-land-middle-management/ | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 28
  • | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 29
  • AuthorGunther Verheyen (gunther.verheyen@capgemini.com)• eXtreme Programming and Scrum since 2003 (CSM in 2004)• Capgemini since March 2010• Board member for Capgemini of the Agile Consortium Belgium• Global Capgemini Leader for Agile/Scrum• Scrum.org Professional Scrum Trainer (via Ken Schwaber) • Professional Scrum Master level II • Professional Scrum Product Owner level II• Contributor to Capgemini Technology Blog• Twitter @Ullizee• Blog http://ullizee.wordpress.com | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 30
  • ConnectLet’s stay connected! gunther.verheyen@capgemini.com | Capgemini Application Services, Agile / Scrum Scrum for Capgemini People, Gunther Verheyen, 2011 © 2011 Capgemini. All rights reserved. 31
  • Thank you!