Iasi code camp 12 october 2013 looking outside the scrum - richard stinear


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  • “Epidemiology of Motivation” for the real detail on hierarchies v networksHierarchies have formally defined relationships – only a few lines in and out of each box, and it doesn’t change much over timeEmphasised soft skills in networks – communication, empathy, teamwork, resilience to ambiguityWe can see the discomfort this brings to people new to scrum – it requires ability to communicate, confidence and ‘putting yourself out there’
  • The developers and testers are focussed on delivering code and verifying quality. However, to build the most effective team, the scrum needs to think outside the dotted box, taking in the perspectives of all those other team roles so that their perspectives enrich every decision made. This is critical to deliver on the promise of Agile.
  • Iasi code camp 12 october 2013 looking outside the scrum - richard stinear

    1. 1. QUALITY. PRODUCTIVITY. INNOVATION. Looking Outside the Scrum Being a team player in a networked world endava.com
    2. 2. Tēnā koutou katoa! • I am Richard Stinear, Group Head of Development at Endava • I’m a developer and an architect • I’m from New Zealand • Twitter: @substrate9
    3. 3. The world is changing 3 - Paul Mason “The Value of Everything”, Futurefest 3
    4. 4. The world is changing 4 4 http://www.amazon.co.uk/New-Model-Armyebook/dp/B003FXCSJA/ref=sr_1_1?ie=UTF8&qid=1381565478&sr=81&keywords=new+model+army+roberts
    5. 5. Hierarchies v Networks 5 5
    6. 6. Hierarchies v Networks 6 6
    7. 7. Hierarchies v Networks 7 7
    8. 8. Hierarchies v Networks 8 8
    9. 9. Hierarchies v Networks 9 9
    10. 10. Hierarchies v Networks 10 Post successful demo syndrome… 10
    11. 11. Hierarchies v Networks 11 11
    12. 12. What is Teamwork? “… believing in your mate beside you, trusting him to do his job and making sure you do yours” Empathy 12 Enabling others to do their job Have courage Innovate Working for more than yourself Get used to ambiguity 12 Strong opinions, loosely held
    13. 13. Build projects around motivated individuals. Give them the environment and 13 support they need, and trust them to get the job done. - http://agilemanifesto.org/principles.html 13
    14. 14. The team isn’t just the scrum 1 2 4 3 5 6 8 7 The Scrum Everyone else you need to get the software delivered 9 14 10 12 13 14 11 15 14
    15. 15. The team isn’t just the scrum 1 2 4 3 5 6 8 7 9 15 10 12 13 14 11 15 15 1. Loose-head Prop 2. Hooker 3. Tight-head Prop 4. Lock 1 5. Lock 2 6. Blindside Flanker 7. Open-side Flanker 8. Number 8 9. Half-back 10. 1st 5/8 11. Left Wing 12. 2nd 5/8 13. Centre 14. Right Wing 15. Full Back
    16. 16. The team isn’t just the scrum 1 2 4 3 5 6 8 7 9 16 10 12 13 14 11 15 16 1. Scrum Master 2. Dev Lead 3. Developer 4. Developer 5. Developer 6. Test Lead 7. Tester 8. Tester 9. Product Owner 10. Business Analyst 11. Architect 12. Project Manager 13. Environments 14. Operational Support 15. Your Mum
    17. 17. No. 9: The Product Owner They worry about… …we can help them by Not knowing what they want Working to understand the big picture, so we can help them know what they want Loss of control Accidentally spending too much Delivering something everyone else hates Being very clear about the impact of their decisions, as soon we know it Pointing out when they’re asking for something dumb 17
    18. 18. No. 10: The Business Analyst They worry about… …we can help them by Contributing unclear requirements Being clear about what parts of the requirements matter the most to us Not responding in time Dead-ends Bringing them to the problem as fast as possible Designing malleable code 18
    19. 19. No. 11: The Architect They worry about… …we can help them by The team making expensive design decisions Demonstrating an understanding of wider organisational constraints so they know you’re on the same page How the solution will plugin to the wider organisation, not just now but for years to come Loss of control 19 Remembering they were once programmers too (hopefully) – so show them the effective use of new techniques - build trust by showing them you’re using techniques and frameworks for the right reasons
    20. 20. No. 12: The Project Manager They worry about… …we can help them by Money Being as transparent as possible about identified risks and issues Wider project dependencies Not delivering on time 20 Asking for what you need to deliver better
    21. 21. No. 13: The Environments Team They worry about… …we can help them by Messy deployments Remembering that they provide the boat upon which your software travels – so tell them when you need to add a new mast Obscure configuration issues Conflicting environments requirements Unexpected licensing requirements Understanding the wider IT estate you operate in – a decision you make in an instant may cause waves long after Build trust by communicating very clearly what you need, and listen to their concerns 21
    22. 22. No. 14: The Operational Support Team They worry about… …we can help them by Not having a clue how the software works Remembering that Ops will live a lot longer with our code than we do Knowing how it works but not knowing how to figure out what’s going wrong Performing an emergency fix which has unintended consequences Finding out how they work so we can highlight what’s important to them in supporting documentation and error logs Bringing them into the scrum towards the end of the project 22
    23. 23. No. 15: Your Mum They worry about… …we can help them by Whether you’re eating enough Remembering there’s more to life to development (right?) Whether you’re spending enough time with family Grandchildren 23 Remembering you’re part of a really really REALLY big team
    24. 24. Do you have these attributes? Empathy Communication Tolerance24 change of Wide thinking Ability to empower others 24
    25. 25. Thank you! Richard Stinear | Group Head of Development richard.stinear@endava.com Twitter: @substrate9 25