Kens Scrum Presentation


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Kens Scrum Presentation

  1. 1. What is Scrum Stolen from Ken Schwaber’s google video presentation 
  2. 2. scrum <ul><li>Not an acronym </li></ul><ul><li>Rugby </li></ul><ul><li>Collection of best ideas from profession </li></ul>
  3. 3. Takeuchi and Nonaka <ul><li>Study </li></ul><ul><ul><li>Fuji </li></ul></ul><ul><ul><li>Toyota </li></ul></ul><ul><ul><li>3m </li></ul></ul><ul><ul><li>Xerox </li></ul></ul><ul><li>Had competitive responses to encroachment of marketshare </li></ul>
  4. 4. Team of very best people <ul><li>Cross functional team </li></ul><ul><ul><li>Rounded solution </li></ul></ul><ul><li>Asked them to come up with competitive response </li></ul>
  5. 5. Smalltalk to new IDEs <ul><li>Marketplace adoption of scrum came about because of newer IDEs and automation of testing. </li></ul>
  6. 6. XP engineering practices <ul><li>Scrum as product management </li></ul><ul><li>Xp as engineering practices that fit with scrum to support the scrum framework </li></ul>
  7. 7. Scrum is not a methodology <ul><li>Not a silver bullet </li></ul><ul><li>You can’t turn to the page to solve a problem </li></ul><ul><li>Scrum is a small framework that’s simple </li></ul><ul><li>“think of chess” </li></ul>
  8. 8. Agile is ‘very good’ <ul><li>With good engineers  </li></ul><ul><li>Scrum works with anyone. </li></ul><ul><ul><li>Crap every iteration right on time! </li></ul></ul>
  9. 9. Know where you are! <ul><li>Sarbanes oxley borrowed transparency from scrum. </li></ul><ul><li>Where are we at the end of the timebox. </li></ul>
  10. 10. Have something “Done” <ul><li>Coding standards </li></ul><ul><li>Refactored </li></ul><ul><li>Unit tested </li></ul><ul><li>Documented </li></ul><ul><li>Integrated </li></ul><ul><li>Acceptance tested </li></ul><ul><li>What all do you have to do at your company to get “Potentially Shippable” </li></ul>
  11. 11. The bank story <ul><li>Replacing trust system </li></ul><ul><li>28 legacy core feeds </li></ul><ul><li>New UI </li></ul><ul><li>Keep your job… don’t use scrum here. </li></ul>
  12. 12. Scrum framework. <ul><li>It’s not complex, but it is difficult </li></ul>
  13. 13. And a few rules <ul><li>Inspect or adapt loop (empirical) </li></ul><ul><li>Every day “make transparent where you are” </li></ul><ul><li>“Done” </li></ul>
  14. 14. “News!” <ul><li>Burn down </li></ul>
  15. 15. Single wringable neck! <ul><li>Person makes decisions for every single release. </li></ul><ul><li>Comparing where they are to where they want to be </li></ul><ul><li>Makes decisions! </li></ul><ul><li>Accountability to the sponsor </li></ul>
  16. 16. The news problem <ul><li>Are you going to do something about it? </li></ul>
  17. 17. Time-honored traditions <ul><li>Plaster code in without refactoring </li></ul><ul><li>Skip unit tests </li></ul><ul><li>Skip acceptance tests </li></ul><ul><li>Work long hours! </li></ul>
  18. 18. High moon studios <ul><li>Sammy sega was the original owner </li></ul><ul><ul><li>Use scrum </li></ul></ul><ul><ul><li>Sustainable pace </li></ul></ul><ul><li>Japan says 12-14 hour days! </li></ul><ul><ul><li>60% increase in defects </li></ul></ul><ul><ul><li>Cost more than offset functionality </li></ul></ul>
  19. 19. Core software ‘problem’ <ul><li>Our velocity 24 </li></ul><ul><li>Core velocity 10 </li></ul><ul><li>Multiple dev teams for new functionality </li></ul>
  20. 20. Common things <ul><li>Fragile </li></ul><ul><li>No automated tests </li></ul><ul><li>Few ‘suckers’ left to work on it </li></ul>
  21. 21. PRDs & MRDs <ul><li>65% of functionality maintained and sustained is rarely used. </li></ul>
  22. 22. PRDs changing <ul><li>Stand owner up against the wall…. </li></ul><ul><li>We’ve forced them to not only spit out a bunch of feature with little or no value, but also ‘fearful’ of changing our minds. </li></ul>
  23. 23. Scrum master <ul><li>Aka “the prick“ </li></ul><ul><li>Makes sure you don’t cut quality </li></ul><ul><li>No authority </li></ul><ul><li>If we’ve defined “Done” to be demo-able their job is to make sure it’s there. </li></ul>
  24. 24. Hopeless professional areas <ul><li>Use to doing incredible things with no respect, no authority, and no hope that it will ever get done. </li></ul>
  25. 25. Non-functional requirements <ul><li>Architectural </li></ul><ul><li>Design </li></ul><ul><li>Deliver ‘something’ demonstrable. </li></ul>
  26. 26. Scrum failed! Why? <ul><li>Put the framework in place </li></ul><ul><li>Try to understand the problems that are being uncovered were already there! </li></ul><ul><ul><li>Unwillingness for the company to let engineers do their job (self direction) </li></ul></ul><ul><ul><li>Unwillingness of engineers to improve engineering practices </li></ul></ul><ul><ul><li>Unwillingness or inability for engineers to deliver ‘potentially shippable’ code every iteration </li></ul></ul><ul><li>Dedication to software and engineering. </li></ul>