Working towards true Scrum Mastery by Sanjiv Augustine

Working Towards… True Scrum Mastery Sanjiv Augustine Sanjiv.Augustine@LitheSpeed.com Twitter: @saugustine February 25, 2011 Agenda 1.  Agile Adop7on Trends 2.  Mastery – Founda7onal Principles 1.  The Path to Mastery 2.  Understanding Mo7va7on 3.  LSD: Intrinsic Mo7va7on 3.  Working Towards Scrum Mastery 1.  Personal Mastery 2.  Team Mastery 3.  Organiza7onal Mastery 4.  In Summary 5.  Q&A 2 1

Who’s Adopted Scrum/Agile? Many companies large and small in all industries. •  Accenture •  Kronos •  BBC •  Macquarie Bank Agile Adop7on •  BMC Software •  Microsoft •  British Telecom •  Nationwide •  Business Week •  NIIT •  Capital One •  ProRail Trends •  Cognizant •  Sapient •  CSC •  Siemens •  DTE Energy •  Shopzilla •  Gestalt •  ThoughtWorks •  Globo •  USAA •  Google •  Westinghouse •  HCA Nuclear •  IBM •  Yahoo! •  Key Bank •  Whole Foods 3 The Agile Landscape “Agile” describes a series of related methodologies. Agile Methodologies •  Scrum Ken Schwaber and Jeff Sutherland •  eXtreme Programming Kent Beck, Ward Cunningham, Ron Jeffries •  Crystal Methods Alistair Cockburn •  Feature Driven Development Jeff DeLuca •  Dynamic Systems Development Method DSDM ConsorAum •  Kanban Lean Systems and SoCware ConsorAum Agile Management Frameworks •  Agile Project Management Jim Highsmith, Sanjiv AugusAne •  Agile Management David Anderson •  eXtreme Project Management Rob ThomseH, Doug DeCarlo Source: 2009 State of Agile Development4 Survey, VersionOne 2

The Agile Story So Far State of Agile Development Survey October 2010 4770 respondents in 91 countries Agile Adop7on Rate Survey Feb 2008 642 respondents Speed to market: Success 83% indicate agile is faster or same Team loca7on percentage Co-‐located Team 83% Distributed teams but 72% physically reachable Distributed across 60% geographies Comparison Average project: 30% success rate Agile project: 60-‐80% success rate Sources: hTp://www.soUwaremag.com/L.cfm?Doc=newsleTer/2004-‐01-‐15/Standish 5 hTp://www.versionone.com/pdf/5thAnnualStateOfAgile_FullDataReport.pdf hTp://www.ambysoU.com/surveys/agileFebruary2008.html Scrum Trends •  The past five years have seen a significant rise in the number of CSMs •  CSM cer7fica7on is serving as a pull towards agile methods, helping drive agile adop7on overall •  The CSM cer7fica7on can be a launchpad towards true mastery o  Several organiza7ons have been prac7cing Scrum for more than 5 years o  Many organiza7ons are pairing Scrum with XP and Kanban o  Some leaders have scaled agile to the enterprise through Lean Thinking Source: The Scrum Alliance6 3

Mastery – Founda7onal Principles7 The Path to Mastery •  Shu: Following o  Learning fundamentals o  Concentra7ng on basic individual techniques •  Ha: Detaching Ri o  Breaking with tradi7on Ha o  Finding new ways and techniques Shu •  Ri: Fluent o  Complex, integrated knowledge and techniques Adapted from Alistair Cockburn, hHp://alistair.cockburn.us/ Shu+Ha+Ri 8 4

Understanding Mo7va7on Intrinsic Mo7va7on Your Journey. What are we passionate about doing? How and when do we work? What do we want to build? Extrinsic Mo7va7on Your Results. What have we achieved? How has the market judged us? Do our rewards match our results? 9 LSD -‐ Intrinsic Mo7va7on to Happiness? •  L: Lakshmi, wealth will follow, if we •  S: Pursue Saraswa7 for knowledge •  D: To get Durga, power; we have to give Durga Propitiate Lakshmi, Saraswati and Durga, writes mythologist Devdutt Pattanaik Read more: Get high on LSD - The Times of India http://timesofindia.indiatimes.com/life-style/10 spirituality/vintage-wisdom/Get-high-on-LSD/articleshow/7091980.cms#ixzz1Dz9YhlBk 5

Personal Mastery11 Shu – Learn the Fundamentals •  Best way to begin: one-‐on-‐ one or in a small group with a master coach •  Let go of current exper7se •  Beginners mind: mind that is innocent of preconcep7ons, judgments and prejudices •  Be willing to look foolish, Mountain Kim Tae Kwon Do, start from scratch Master Andrew Gause, 5th Dan Black Belt12 6

Ha, Ri: Prac7ce, Learn & Evolve •  Experts are made – through deliberate prac7ce •  Key aspects: high repeAAon, feedback on results, and highly demanding •  Embrace the plateau: prac7ce for the sake of prac7ce Mountain Kim Tae Kwon Do, Master Andrew Gause, 5th Dan Black Belt13 Evolving Scrum -‐ Agile Engineering Agile Engineering Practices allow teams to move fast, be Dlexible and deliver high quality software: •  Automated Builds & Continuous Integration reduce time and effort associated with manual builds, and risk from big-‐bang integrations •  Simple Design & Refactoring keep incremental development from leading to poor architectures •  Multi-‐Level/Automated Testing & Test-‐Driven Development reduce testing time and effort and allow developers to make changes with conXidence •  Pair Programming increases Bill Wake, http://www.xp123.com software quality without impacting time to deliver. 14 Agile Engineering, Pg. 124 7

Personal Mastery through Flow People are in the most happy when they’re in a state of ﬂow. -‐ Mihaly Csikszentmihalyi Happiness in Ac7on -‐ the eight elements of Flow: 1.  Clear goals 2.  Direct, immediate feedback 3.  Balance between skills and challenges 4.  Deep concentra7on on the task at hand 5.  Complete involvement in the present 6.  A strong sense of control 7.  An altered sense of 7me During Flow, focus maximizes performance and pleasure. 8.  A loss of self/ego Image Source: http://www.pbs.org/thisemotionallife/blogs/flow 15 Team Mastery 16 8

Team Mastery – Self-‐Assessment 1098 8 7 7 7 7 Self Assessment 6 7 6 show good progress 6 6 but there is s7ll work to do in terms 5 of Customer 4 Involvement, Planning, 3 3 Communica7ons, and Transparency. 2 1 Cu Qu Est Co Tea Pro Tr a Ag Ov st mm ile era alit im nsp du mw om ati ctiv l y un l Sa a ork er ren on ic a ity tis f In an cy tio vol act d P n ve m io n la n ent n in g17 Evolving Teams with Kanban 18 9

Scrum/Kanban @ The Motley Fool Situa7on •  Needed to respond to changing business priori7es •  Produc7vity impacted by splieng people across projects •  Communica7on impacted by walls between func7onal silos Solu7on •  Kicked oﬀ transi7on to Scrum as major event: ini7al training and subsequent coaching •  Set up collocated, integrated teams using two week sprints with weekly releases •  Used Kanban to deal with variability Results •  Adapted to business priority changes with liile overhead Source: The Motley Fool •  Work aligned with product backlog •  Partnership with business strengthened 19 Organiza7onal Mastery 20 10

An Organiza7onal Approach Phase 1: Setup •  Identify the “burning platform” •  Educate and assess •  Establish two accountable teams “Rolling Wave” •  Institute Dirst cut governance AdopAon of Agile 1.  ‘Organiza7onal Release Phase 2: Initial Pilots Planning’ •  Follow an incremental rollout strategy 2.  Incremental and itera7ve implementa7on •  Launch and assess a few pilot projects 3.  Retrospec7ve •  Assess and modify agile governance 4.  Repeat: Go To Step 1 Phase 3: Expanded Pilots •  Use tools to help scale •  Design collaborative workspaces •  Combine Lean with Agile 21 Sample Metrics from Capital One IT 22 11

Scaling – High-‐Level Standardiza7on &Tools Create a deﬁned and reliable process: •  Standardize high-‐level process steps, deliverables, tools and artifacts •  Agree on process audit procedures •  Develop standard process metrics 23 The Lean-‐Agile Connec7on “Lean” is a term coined to describe the Toyota Production System. The core tenets of Lean are: Lean Principles Descrip7on Value What the customer wants/needs Waste Ac7vi7es that don’t add Value Downstream ac7vi7es “pull” work according Pull to their capacity Value is delivered con7nuously through Flow minimal gaps between Value-‐added ac7vi7es Perfec7on Inspect and adapt con7nuously 24 12

In Summary •  The CSM is a star7ng point, and can be a launch pad to mastery •  True mastery takes lots and lots of prac7ce, 7me and con7nuous improvement: personally, within teams and within organizaAons across teams •  To evolve: o  Personal mastery: understand flow and dive deep with XP o  Team mastery: understand “best-‐fit” and adjust with Kanban o  Organiza7onal mastery: understand “enterprise” and scale up with Lean and Tools •  Though it’s hard, we must learn to love the journey as we progress towards mastery 25 Contact Us for Further Informa7on Sanjiv Augus7ne President Sanjiv.Augus7ne@lithespeed.com + 1 (703) 745-‐9125 On the Web: hip://www.lithespeed.com hip://www.sanjivaugus7ne.com "I only wish I had read this book when I started my career in sotware product management, or even beier yet, when I was given my first project to manage. In addi7on to providing an excellent handbook for managing with agile sotware development methodologies, Managing Agile Projects offers a guide to more effec7ve project management in many business seungs." John P. Barnes, former Vice President of Product Management at Emergis, Inc. 26 13

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