Pearls For Improving Operational Efficiency
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Pearls For Improving Operational Efficiency

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This was a presentation held at a Sprint Review after attending Clarus's Proffesional Scrum Master course hosted by Edwin Dando

This was a presentation held at a Sprint Review after attending Clarus's Proffesional Scrum Master course hosted by Edwin Dando

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  • Microsoft Engineering Excellence Microsoft Confidential
  • Microsoft Engineering Excellence Microsoft Confidential If there is relevant video content, such as a case study video, demo of a product, or other training materials, include it in the presentation as well.
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Pearls For Improving Operational Efficiency Pearls For Improving Operational Efficiency Presentation Transcript

  • Pearls For ImprovingOperational Efficiency
  • We are going to be introducing a socialcontract that deals with the relationshipsbetween each team member, andbetween the team and the organisation.
  • Scrum doesnt solve allyour problems.It just makes them visible.
  • Collocation• Research has shown that only 7% ofcommunication is the content of themessage• The rest is body language, voice tone,context
  • How often distributed teammembers communicate.
  • The effects of task switching
  • Most productive team size basedon extensive research and study.6+-3Paths of communication = n(n-1)/26 member team = 15 paths.7 member team = 21 paths.5 member team = 10 paths.
  • Technical debt• Comes from work that is not really "Done"• Has to be paid at some point, unless your plan includes bankruptcy• Hidden, undone work accumulates
  • Forms of Technical Debt• Defects• Lack of automated build• High code complexity• Lack of automated deployment• Lack of unit tests• Highly coupled code• Business Logic in the wrong places• Too few acceptance tests• High cyclomatic complexity• Duplicated code or modules• Unreadable / hard to read names or algorithms
  • Technical Debt is a Crisis in ourProfession• Customers or Stake holders believe they can demand something and it can be done• Developers willingly or unconscionably cut quality to support the belief• Results includeDevelopers and customers resent the profession,Failing products, failing companies, and hateful work.We are there now
  • How did we get here?• It takes 3-10 years for an organisation to back itself into this corner• Once in this corner, your competition can develop & deliver new functionality much faster than you• For every $ of competitive advantage gained by cutting quality, it costs $4 to restore it• Software is an organizational asset and decisions to cut quality must be made by executive management and reflected in the financial statements
  • Paying back technical debt 1.Stop creating debt 2.Make a small payment each and every Sprint
  • Team must solve their own problems• It’s the SM’s job to enable the team to do this.• Not to solve the problems for them.• (self managing)
  • What is the Sprint Review for?• This is the stake holders opportunity to provide input into what they see the most important work items are to be worked on next.• A collaborative working session, not just a demonstration.
  • Where we are
  • Where we are going
  • Scrum Roles Demo