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Sterling Barton Movemements of a Hypnotic Nature

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This presentation focuses on an exercise the helps us understand emergent design, iterations (if you only touch it once, you are not iterating), teamwork and operating from high-level requirements. …

This presentation focuses on an exercise the helps us understand emergent design, iterations (if you only touch it once, you are not iterating), teamwork and operating from high-level requirements. This is based on cross-functional, self-organizing teams and overlapping development phases that are the roots of Scrum

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  • 1. Movements of a Hypnotic Nature Scrum: It Depends on Common Sense 1
  • 2. Brent Barton - Sterling Barton, LLC Partner, Sterling Barton, LLC Former CTO. Active Agile Coach, Mentor, Certified Scrum Trainer More than 15 years software development in many roles as both employee and consultant for organizations from small start ups to multinational corporations Actively involved in Agile Rollouts from small Product companies to very large IT organizations Scrum Articles Email: brent@sterlingbarton.com “AgileEVM – Earned Value Management Web: www.sterlingbarton.com in Scrum Projects”, IEEE Blog: gettingagile.com Follow me on Twitter: brentbarton “Implementing a Professional Services Organization Using Type C Scrum”, IEEE “Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum”, AgileJournal “All-Out Organizational Scrum as an Innovation Value Chain”, IEEE © 2009-2010, 2
  • 3. Roots of Scrum A rugby union scrum between the British and Irish Lions and the All Blacks http://commons.wikimedia.org/wiki/File:British_and_Irish_Lions_scrum.jpg © 2009-2010, 3
  • 4. Roots of Scrum: The New New Product Development Game Characteristics of Hi-Performing Companies Built-in Instability Self-Organizing Project Teams Overlapping Development Phases Multi-Learning Subtle Control Organizational Transfer of Learning Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986 © 2009-2010, 4
  • 5. Characteristics of Hi-Performing Companies Built-in Instability Top management establishes extremely challenging goals and offers teams a wide measure of freedom Self-Organizing Project Teams A group possesses this capability when it exhibits autonomy, self- transcendence, and cross-fertilization Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986 © 2009-2010, 5
  • 6. Characteristics of Hi-Performing Companies Overlapping Development Phases Greater speed and flexibility Enhances shared responsibility and cooperation Stimulates involvement and commitment Sharpens a problem-solving focus Encourages initiative taking Develops diversified skills Heightens sensitivity toward market conditions Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986 © 2009-2010, 6
  • 7. Characteristics of Hi-Performing Companies Multi-Learning: Team members acquire broad knowledge and diverse skills, which helps create a versatile team capable of solving a wide array of problems Multi-level learning: Encouraging individual, group, and corporate level learning Multi-functional learning: Experts are encouraged to accumulate experience in areas other than their own Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986 © 2009-2010, 7
  • 8. Characteristics of Hi-Performing Companies Subtle Control Management establishes enough checkpoints to prevent instability, ambiguity, and tension from turning into chaos At the same time, management avoids the kind of rigid control that impairs creativity and spontaneity Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986 © 2009-2010, 8
  • 9. Characteristics of Hi-Performing Companies Organizational Transfer of Learning Team members have strong drive to transfer their learning to others outside the group Companies try to institutionalize the lessons derived from their successes Companies also try to unlearn old lessons Unlearning helps keep the development team in tune with the realities of the outside environment It also acts as a springboard for making more incremental improvements Takeuchi, Nonaka, “The New New Product Development Game”, HBR, Jan-Feb 1986 © 2009-2010, 9
  • 10. Scrum is a Framework Extremely Simple (but very hard) Based on Self-Organizing, Cross-Functional Teams Iterative & Incremental Delivery Part of the “Agile Umbrella*” Assumes there is no universal “best practice” that solves complex environments like software development With trust, Scrum provides the transparency and information to improve and achieve a much more productive state © 2009-2010, * See Agile Manifesto in Reference section 10
  • 11. Scrum is an Empirical Process Mechanism Audacious Goals provide Vision Scrum promotes Transparency 3 Formal Inspection Points Scrum expects Adaptation based on current information Value is generated incrementally using fixed-length timeboxes Value measured must include acceptable quality When enough value has been achieved to satisfy the Vision, stop, even if early © 2009-2010, 11
  • 12. Scrum Values Scrum asks you to commit to a goal and then provides you with the authority to meet those commitments. Scrum insists that you focus all your efforts on the work you're committed to and ignore anything else. Openness is promoted by the fact that everything about a Scrum project is visible to everyone. Scrum asks for respect within the team and for the team. Scrum acknowledges that the diversity of cross-functional team member’s backgrounds and experiences add value to your project. Finally, Scrum asks you to have the courage to commit, to act, and to be open. © 2009-2010, Adapted from http://www.ddj.com/dept/architect/184414912?cid=Ambysoft 12
  • 13. Exercise: Movements of a Hypnotic Nature © 2009-2010, 13
  • 14. Movements of a Hypnotic Nature I need a new product for my unique company, “Movements of a Hypnotic Nature.” You have been selected as participants because of your skill and past performance. I want each team to submit a design solution using the following information: The design should be pleasing to the eye The design must have some or all parts of it that move The design’s movement should be able to be started intuitively The design’s movement should stop gracefully on its own The movement’s total travel should measure a minimum of 5 inches The design must use the existing materials in other product lines to contain costs Existing materials: Play-doh, rubber bands, golf balls, golf tees and rulers. © 2009-2010, 14
  • 15. Movements of a Hypnotic Nature Sprint 1 Planning 1 - 5 minutes Iteration 1 - 8 minutes Review 1 - 8 minutes Sprint 2 Planning 2 - 5 minutes Iteration 2 - 8 minutes Review 2 - 8 minutes © 2009-2010, 15
  • 16. The Agile Manifesto* We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.” Kent Beck James Grenning Robert C. Martin Mike Beedle Jim Highsmith Steve Mellor Arie van Bennekum Andrew Hunt Ken Schwaber Alistair Cockburn Ron Jeffries Jeff Sutherland Ward Cunningham Jon Kern Dave Thomas Martin Fowler Brian Marick © 2009-2010, * www.agilemanifesto.org 16
  • 17. Principles behind the Agile Manifesto* 1. Our highest priority is to satisfy the 7. Working software is the primary customer through early and measure of progress. continuous delivery of valuable 8. Agile processes promote software. sustainable development. The 2. Welcome changing requirements, sponsors, developers, and users even late in development. Agile should be able to maintain a processes harness change for constant pace indefinitely. the customer's competitive 9. Continuous attention to technical advantage. excellence and good design 3. Deliver working software frequently, enhances agility. from a couple of weeks to a couple 10. Simplicity--the art of maximizing of months, with a preference to the the amount of work not done--is shorter timescale. essential. 4. Business people and developers 11. The best architectures, must work together daily requirements, and designs emerge throughout the project. from self-organizing teams. 5. Build projects around motivated 12. At regular intervals, the team individuals. Give them the reflects on how to become more environment and support they effective, then tunes and adjusts its need, and trust them to get the job behavior accordingly. done. 6. The most efficient and effective method of conveying information to and within a development team is * www.agilemanifesto.org/principles face-to-face conversation. © 2009-2010, 17