HABLANDO EN
SCRUM
Sergio Acosta - Junio 2009
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POR QUÉ
SCRUM
NO FUNCIONA
Sergio Acosta - Junio 2009
1

QUÉ ES SCRUM?
(TODOS EN EL “MISMO CANAL”)
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1986
TAKEUCHI
NONAKA
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4

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NUEVO PARADIGMA
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NUEVO PARADIGMA
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NUEVO PARADIGMA
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CARACTERISTICAS
Built-in instability
Self-organizing teams
Overlapping phases
“multilearning”
Subtle control
Organizational transfer of learning
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1993
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AT&T: SORPRENDIDOS
1 Millón LOC
31 Meses
8 Personas
Retando A Excel Y
Lotus 1-2-3
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PRODUCTIVITY INDEX
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AT&T: FINDINGS
Mejor comunicación que el 98% de los procesos
Excelencia e integridad de las personas
Multi-disciplinarios, pero especializados
Prototipado intensivo
Juntas de diseño constantes
Introspección constante acerca del proceso
QA es una actividad central del desarrollo
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LEAN MANUFACTURING
The Toyota Production System
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IRON TRIANGLE
ÁREA = IMPORTANCIA
FEATURES
COST TIME
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IRON TRIANGLE
“más funcionalidad”
FEATURES
“más barato”
COST
TIME
“más tiempo”
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IRON TRIANGLE
“más funcionalidad”
FEATURES
“más caro”
TIME
COST
“menos tiempo”
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REAL IRON TRIANGLE
FEATURES
QUALITY
COST TIME
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REAL IRON TRIANGLE
FEATURES
QUALITY
COST TIME
“es que todo es prioridad uno”
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REAL IRON TRIANGLE
!! *
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REAL IRON TRIANGLE
!! *
* BULLSHIT!!
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“THE TOYOTA WAY”
1. We place the highest value on actual implementation and
taking action.
2. There are many things one doesn’t understand therefore,
we ask them why you don’t just go ahead and take action?
3. You realize how little you know and you face your own failures
and redo it again and at the second trial you realize another
mistake ... so you can redo it once again.
4. So by constant improvement ... one can rise to the higher
level of practice and knowledge.
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LA VARIABLE FALTANTE
FEATURES
QUALITY
COST TIME
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LA VARIABLE FALTANTE
WASTE
FEATURES
WASTE
QUALITY
COST TIME
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FEATURES
QUALITY
COST TIME
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PRINCIPIOS
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
5. Deliver Fast vs Haste makes waste
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
5. Deliver Fast vs Haste makes waste
6. Respect People vs here is One Best Way
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
5. Deliver Fast vs Haste makes waste
6. Respect People vs here is One Best Way
7. Optimize the Whole vs Optimize by decomposition
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WASTE REDUCTION
MENTALLITY
Mura: Just-In-Time: supplying the production process
with the right part, at the right time, in the right
amount, and first-in, first out component flow
Muri: unreasonable work that management imposes
on workers and machines because of poor
organization
Muda: rework, overproduction, transportation,
inventory, motion, danger, breakdown, ...
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24

KAI
ZEN
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KAI CAMBIAR PARA
CORREGIR
ZEN CAMINO
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1995
SCRUM
SOFTWARE
DEVELOPMENT
PROCESS
OOPSLA´95
Jeff Sutherland Ken Schwaber
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Reglas del juego
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Personas
• Scrum Team (pigs)
• Product Owner
• Scrum Master
• Development Team
• Team Community (chickens)
• Todos los demás
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Time Boxes (proceso)
• Sprint (4 semanas)
Release Release
Sprint Sprint Sprint Sprint Sprint
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Time Boxes (proceso)
• Sprint (4 semanas)
Sprint
Daily Scrum
Sprint 1 día 1 día 1 día Product Retrospective
Planning Review
1 día 4 horas 4 horas
4 semanas
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Time Boxes (proceso)
• Sprint (4 semanas)
• Sprint Planning
(4 + 4 horas)
Sprint
Daily Scrum
Sprint 1 día 1 día 1 día Product Retrospective
Planning Review
1 día 4 horas 4 horas
4 semanas
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Time Boxes (proceso)
• Sprint (4 semanas)
• Sprint Planning
(4 + 4 horas)
• Daily Scrum
(15 minutos)
Sprint
Daily Scrum
Sprint 1 día 1 día 1 día Product Retrospective
Planning Review
1 día 4 horas 4 horas
4 semanas
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Time Boxes (proceso)
• Sprint (4 semanas) • Product Review
• Sprint Planning (4 horas)
(4 + 4 horas)
• Daily Scrum
(15 minutos)
Sprint
Daily Scrum
Sprint 1 día 1 día 1 día Product Retrospective
Planning Review
1 día 4 horas 4 horas
4 semanas
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Time Boxes (proceso)
• Sprint (4 semanas) • Product Review
• Sprint Planning (4 horas)
(4 + 4 horas) • Sprint Retrospective
• Daily Scrum (4 horas)
(15 minutos)
Sprint
Daily Scrum
Sprint 1 día 1 día 1 día Product Retrospective
Planning Review
1 día 4 horas 4 horas
4 semanas
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Entregables
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Entregables
• Potentially Shippable Product Increment
(cada sprint)
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Entregables
• Potentially Shippable Product Increment
(cada sprint)
• Completo (ej. manuales, capacitación)
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Herramientas
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Herramientas
• Product Backlog
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Herramientas
• Product Backlog
• Sprint Backlog
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Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”
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Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”
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Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”
• Release Plan
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Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”
• Release Plan
• Impediment Backlog
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Métricas
• Burndown
• Velocity
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SCRUM SI FUNCIONA
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SOURCE: JEFF SUTHERLAND, “THE ROOTS OF SCRUM”
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¿POR QUÉ
SCRUM NO
FUNCIONA?
(CUANDO NO FUNCIONA)
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EL ENEMIGO
De los primeros “Management
consultants”
“Scientific Management” (1911)
Progressive Era: Edison,
Ford, ...Hitler☺
Frederick Taylor
(1856 - 1915)
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PRINCIPIO 1
“Replace rule-of-
thumb work
methods with
methods based on a
scientific study of
the tasks.”
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PRINCIPIO 2
“Scientifically
select, train, and
develop each
employee rather
than passively
leaving them to
train themselves.”
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PRINCIPIO 3
“Provide detailed
instruction and
supervision of each
worker in the
performance of that
worker's discrete
task”
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PRINCIPIO 4
“Divide work nearly
equally between
managers and workers,
so that the managers
apply scientific
management principles
to planning the work
and the workers actually
perform the tasks.”
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TAYLORISM
“The science of handling
pig-iron is so great that the
man who is physically able
to handle pig-iron and is
sufficiently phlegmatic and
stupid to choose this for
his occupation is rarely
able to comprehend the
science of handling pig-
iron.”
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TAYLORISM
“It is only through enforced
standardization of methods,
enforced adoption of the best
implements and working
conditions, and enforced
cooperation that this faster
work can be assured. And the
duty of enforcing the adoption
of standards and enforcing this
cooperation rests with
management alone.”
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YA NO ESTAMOS EN
LA ERA INDUSTRIAL
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“EL QUE SABE” “LOS QUE EJECUTAN INSTRUCCIONES”
DISEÑO PRODUCCIÓN
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“EL QUE SABE” “LOS QUE EJECUTAN INSTRUCCIONES”
DISEÑO PRODUCCIÓN
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SCRUM
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“LOS QUE SABEN” “LOS QUE EJECUTAN INSTRUCCIONES”
DISEÑO PRODUCCIÓN
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RELACIÓN CAUSA-EFECTO
Complex Complicated
C-E: COHERENTE
C-E: ENTENDIBLE
EN RETROSPECTIVA
Chaos Simple
C-E: NO DISCERNIBLE C-E: ENTENDIDA
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RELACIÓN CAUSA-EFECTO
AQUI ESTA UD.
Complex Complicated
C-E: COHERENTE
C-E: ENTENDIBLE
EN RETROSPECTIVA
Chaos Simple
C-E: NO DISCERNIBLE C-E: ENTENDIDA
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RELACIÓN CAUSA-EFECTO
AQUI ESTA UD.
Complex Complicated
C-E: COHERENTE
C-E: ENTENDIBLE
EN RETROSPECTIVA
Chaos Simple
C-E: NO DISCERNIBLE C-E: ENTENDIDA
AQUI ESTA TU PROJECT MANAGER
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CULTURAS
The Reengineering
alternative (1999)
Las organizaciones son
organismos vivos
Cada organización tiene una
cultura particular
William Schneider, Ph.D.
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CULTURAS
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CULTURAS
SCRUM
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CULTURAS
AQUI ESTA UD.
SCRUM
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SCRUM AND
MANAGERS
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HIERARCHICAL LEADERSHIP
ORGANIZACIÓN
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HIERARCHICAL LEADERSHIP
CEO
ORGANIZACIÓN
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HIERARCHICAL LEADERSHIP
CEO
ORGANIZACIÓN LOS QUE PRODUCEN
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HIERARCHICAL LEADERSHIP
CEO
EL QUE MANDA A LOS QUE MANDAN
ORGANIZACIÓN LOS QUE PRODUCEN
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SERVANT LEADERSHIP
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SERVANT LEADERSHIP
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SERVANT LEADERSHIP
CEO
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SERVANT LEADERSHIP
LOS QUE PRODUCEN
CEO
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SERVANT LEADERSHIP
LOS QUE PRODUCEN
EL QUE SIRVE A LOS QUE SIRVEN
CEO
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CÓMO HACER QUE
SCRUM FUNCIONE
(GUÍAS DE ADOPCIÓN)
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TO BE OR NOT TO BE (AGILE)
SI
¿NECESITO? ¿QUIERO?
SI
NO NO
S
OLVIDALO ADELANTE!
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¿ NECESITO ?
Waterfall no siempre es inadecuado
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SPACE SHUTTLE
“If the software isn't perfect, some of the people we go to meetings with
might die”
Cada línea de código diseñada, verificada, antes de ser escrita
Especificación funcional: 40,000 páginas
1 bug x cada 420,000 LOC
17 bugs en las últimas 11 versiones
“People ask, doesn't this process stifle creativity? The answer is, yes, that is
precisely the point.”
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¿ QUIERO ? (DIFICULTADES)
¿ Te interesa entregar valor ?
Práctica Contracultura
Poder implica
responsabilidad Luchar por cambiar el
status-quo
Disciplina total
Fricción con otras
Colaboración, personas y áreas
Transparencia, Confianza,
Iniciativa, Retrospectiva, Volver a aprender
Aceptar errores, Coraje, muchas cosas
Trabajo duro.
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PREDICCIÓN
Sólo el 30% de las
organizaciones van a ser
exitosas en adoptar
Scrum/Agil
El resto se va a ver
obligado a permanecer
competitivas con
Outsorcing/Offshoring
Con el riesgo que esto
implica en la calidad Ken Schwaber
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PASOS PARA ADOPTAR
SCRUM
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PASOS PARA ADOPTAR
SCRUM
MUAHAHAHA!!
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Release Release
Sprint Sprint Sprint Sprint Sprint
Sprint
Daily Scrum
Sprint 1 día 1 día 1 día Product Retrospective
Planning Review
1 día 4 horas 4 horas
4 semanas
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RECOMENDACIONES
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http://www.infoq.com/presentations/Fail-Scrum-Henrik-Kniberg
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http://www.infoq.com/presentations/10-tips-for-agile-transitions
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http://www.infoq.com/presentations/Agile-Transitioning-Mike-Cohn
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CONCLUSIONES
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SCRUM NO HACE NADA
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SCRUM NO HACE NADA
SOLO HACE EVIDENTES LAS
DISFUNCIONALIDADES
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GRACIAS
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COMUNIDAD
http://comunidadscrum.wordpress.com/
http://groups.google.com/group/comunidad-scrum-mexico
twitter: @comunidadscrum
sergio.acosta@gmail.com
twitter: @scasware
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