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Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
Scrum 18 months later
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Scrum 18 months later

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Where are we 18 months after the teams adopted scrum. Where do we want to go?

Where are we 18 months after the teams adopted scrum. Where do we want to go?

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  • 1. Scrum18 months later<br />
  • 2. Learning framework<br />Reference: Kolb Learning Cycle<br />
  • 3. Today’s agenda<br />Why scrum?<br />What works and what doesn’t?<br />Why?<br />Team roles and responsibilities<br />Team capabilities<br />So that we all understand our place in the project. And so that, while at work, we can be as happy and as effective as possible.<br />
  • 4. What gets measured gets done<br />The difference between theory and reality<br />Why are we using scrum?<br />
  • 5. For the next 10 minutes reflect on your past experiences.<br /><ul><li>Form into groups of 3
  • 6. List all the project you have worked on and rate the team’s effectiveness as
  • 7. Winners
  • 8. Losers
  • 9. Borderline
  • 10. For each project what were the top 2-3 things that contributed to the success or failure of that project?
  • 11. Highlight the common themes across your portfolio
  • 12. Make a short-list of Dos and Don’ts for the rest of the team</li></li></ul><li>
  • 13.
  • 14. Product Backlog = Focus, Next most important thing, Value first, Inventory management<br />Story points = Sufficient Estimates, Avoids precise mistakes<br />Sprints = Time boxed, End to end requirements to delivery<br />Sprint plan = Commitment, Just in time planning, Last responsible moment, Work in progress (WIP) limits<br />Stand-up = Team communications, Impediments and escalations, Focus on outcomes<br />Burn down chart = A view of the team’s progress in the sprint, highlighting issues<br />Sprint Review = Feedback from the customer, (Who is the customer? Hint: customers pay money.)<br />Velocity = A view of how much work the team can get done, indicated milestones and release dates<br />Burn up charts = A view of how much product has been built and how much is yet to be done<br />Retrospective = Continuous learning, Focus on most important issues first (WIP limits), Manage via backlog?<br />Roles = Accountability, All in, Single wring-able neck<br />What’s different about scrum?<br />
  • 15. Source: http://www.targetprocess.com/blog/2008/09/waterfall-got-you-down-with.html<br />
  • 16. Source:http://www.scrumalliance.org/articles/133-challenging-inertia-through-scrum<br />
  • 17. How does you experience fit with scrum and the agile manifesto?<br />Back into your group<br /><ul><li>Can you map your Do and Don’t recommendations into the scrum framework?
  • 18. What is scrum missing?</li></li></ul><li>Scrum and the Dos and Don’ts<br />Product Owner<br />Team Member<br />Scrum Master<br />Backlog, <br /> Burndown <br /> Built product<br />1<br />1<br />2<br />3<br />2<br />3<br />Do this<br />Don’t do this<br />
  • 19. How do values drive effectiveness?<br />Manifesto<br />
  • 20. We are uncovering better ways of developing software by doing it and helping others do it. <br />Through this work we have come to value:<br />That is, while there is value in the items on the right, we value the items on the left more.<br />
  • 21. Principles behind the manifesto<br />
  • 22. Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software. <br />Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. <br />Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. <br />Business people and developers must work together daily throughout the project. <br />Build projects around motivated individuals. Give themthe environment and supportthey need, and trust them to get the job done. <br />The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. <br />Working software is the primary measure of progress. <br />Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. <br />Continuous attention to technical excellence and good design enhances agility. <br />Simplicity--the art of maximizing the amount of work not done--is essential. <br />The best architectures, requirements, and designs emerge from self-organizing teams. <br />At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly<br />
  • 23. What do we value<br /><ul><li>Do your values align to the values in the Agile Manifesto?
  • 24. Are you living the values?
  • 25. What are the gaps?
  • 26. (Make a short list of the important ones)</li></li></ul><li>
  • 27. <ul><li>Let’s review what we captured so far
  • 28. The Do’s and Don’ts of projects
  • 29. Does Scrum cover the ground?
  • 30. What are the gaps?
  • 31. Do I agree with the agile values?
  • 32. Am I living them?
  • 33. What can we do about this?</li></li></ul><li>Roles and responsibilities on our program<br />
  • 34. Generalizing specialist<br />
  • 35. Our lovely little team<br />
  • 36. And the people we work with<br />
  • 37. What’s my role<br />Work with your team at your table<br /><ul><li>Create a list of skills you can all bring to the project
  • 38. Aggregate the many skills into a short capability statement
  • 39. Share this with the rest of the team
  • 40. Capture it in one sheet for the greater team</li></li></ul><li>
  • 41. Next frontier<br />Kanban/Lean<br />[& the limited wip society]<br />Agile<br />Lean<br />
  • 42. Kanban<br />Visualize the Workflow<br />Limit Work-in-Progress<br />Measure Flow<br />Make Process Policies Explicit<br />Use Models to Evaluate Improvement Opportunities<br />
  • 43. Individuals and interactions<br />Process and tools<br />Working product<br />Comprehensive documentation<br />To what extent do you agree with the values of the agile manifesto?<br />Customer collaboration<br />Contract negotiation<br />Responding to change<br />Rigidly following a plan<br />
  • 44. Individuals and interactions<br />Process and tools<br />Working product<br />Comprehensive documentation<br />To what extent do you practice values of the agile manifesto?<br />Customer collaboration<br />Contract negotiation<br />Responding to change<br />Rigidly following a plan<br />
  • 45. <br /><br />Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. <br />Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. <br />Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. <br />Business people and developers must work together daily throughout the project. <br />xx<br />Build projects around motivated individuals. Give themthe environment and support they need, and trust them to get the job done. <br />The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. <br />Working software is the primary measure of progress. <br />xx<br />Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. <br />Continuous attention to technical excellence and good design enhances agility. <br />xx<br />Simplicity--the art of maximizing the amount of work not done--is essential. <br />xx<br />The best architectures, requirements, and designs emerge from self-organizing teams. <br />xx<br />At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly<br />Which of these principles do you love and which do you hate?<br />No halfway here. Pick one or the other.<br />The principles of the Agile Manifesto - www.agilemanifesto.org<br />
  • 46. <br /><br />Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. <br />Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. <br />Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. <br />Business people and developers must work together daily throughout the project. <br />xx<br />Build projects around motivated individuals. Give themthe environment and support they need, and trust them to get the job done. <br />The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. <br />Working software is the primary measure of progress. <br />xx<br />Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. <br />Continuous attention to technical excellence and good design enhances agility. <br />xx<br />Simplicity--the art of maximizing the amount of work not done--is essential. <br />xx<br />The best architectures, requirements, and designs emerge from self-organizing teams. <br />xx<br />At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly<br />Which of these do you practice?<br />The principles of the Agile Manifesto - www.agilemanifesto.org<br />

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