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Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
Kens Scrum Presentation
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Kens Scrum Presentation

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Transcript

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

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