Getting better (Rigor in improving velocity)

SCRUM IN PRACTICE“Retrospective, Impediments List, A3 andVelocity: how we aggressively get better”

Caveat: Business ValueTo be honest, a Scrum team can usually make thebiggest improvement by doing Business ValueEngineering better. This means: giving them exactly what they want (when they get it) and doing less (eg, per release).This talk is NOT about Business Value Engineering.This talk is about increasing velocity: getting more workdone in a Sprint (but not by working longer hours).

Not well enough yet... We need: Better Retrospectives Better Impediment Lists Better Business Case for removing impediments (A3) Better use of velocity (eg, to make the business case)

We need...Three things (in general):A more aggressive attitude. I call it the Michael Phelpsattitude: Even though I have broken the world record inthis event several times, I can still get better.A better sense of how all the Scrum values, principlesand practices support each other in getting better.It’s NOT about working more hours.

Questions or CommentsI would like, and you all need, questions and commentsaround:Why haven’t we done this already?How do we do it starting tomorrow?Send the questions and comments to Tom and James.Starting now. I will try to address them some for 15mins.

Why aren’t Retrospectivesbetter?Too many “pluses and deltas”More focus on removing impedimentsMake progress visible (velocity)Make a better business caseCreate a better action planThe team must aggressively identify improvements

Velocity Definition: Story points of stories that the Team gets to ‘done’ in the Sprint. A decent metric of productivity A way to quantify improvements, beforehand and to measure afterward And, a way to protect the team!

Better impediment lists Make the list public All contribute to prioritizing Rank mainly by: what is slowing the team down the most Use cost-benefit analysis Get more creative about impediments (need a challenge)

Removal requires effort,money, etc. Removing larger impediments requires approval We must get management involved Lean’s ‘A3’ format/approach is a well-known method for doing kaizen with management. A standard A3 format: Problem, Solution, Benefits, Costs, Next steps, Measurements

A3We strongly recommend an A3 format (to getmanagement approval)We like the A3 “approach” or methodYou must make the case in personYou must measure afterward

Velocity Use an X% velocity improvement to justify the change Show later that you were conservative (and right). Build trust. Use velocity as a measure over history of changes, improvements. Motivates the team. Allow us to see when we (occasionally) make mistakes (bad ‘improvements’)

Virtuous CombinationPublic impediment listVelocityUseful retrospectiveAggressive identification of ‘best’ impedimentA3Management support via the Impediment RemovalTeam (IRT)

So, can we take action?What more do you need to double your velocity in 6months?

The EndHope this helps you!Please feel free to contact me atjhlittle@kittyhawkconsulting.comWe provide agile courses (see LeanAgileTraining.com),coaching, and consulting.

Getting better (Rigor in improving velocity)

by LeanAgileTraining / Kitty Hawk Consulting, Inc. on Oct 13, 2011

Accessibility

Categories

Upload Details

Usage Rights

2 Embeds 4

Statistics

Getting better (Rigor in improving velocity) Presentation Transcript

http://zootool.com	2
http://www.linkedin.com	2