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[DevDay2019] Paradigm shift towards effective Scrum - By Tam Doan, Agile Coach at NavigosGroup

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Scrum has become one of the most popular Agile frameworks in IT, as its lightweight and easy to understand. But why is it so difficult to apply? One of the challenges of effectively applying Scrum comes from the basic understanding of why Scrum was initially created in the first place. Having this paradigm shift will significantly enhance becoming an effective Scrum Team member.

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[DevDay2019] Paradigm shift towards effective Scrum - By Tam Doan, Agile Coach at NavigosGroup

  1. 1. Paradigm shift towards effective Scrum TAM DOAN | AGILE COACH (AKA OVERRATED SM) | NAVIGOSGROUP
  2. 2. PM PO Dev Dev/SM
  3. 3. Tools and Process Frameworks and practices Theory, Principles, and Values 12 Principles of Agility 4 Values of Agility
  4. 4. Tools and Process Frameworks and practices Theory, Principles, and Values 12 Principles of Agility 4 Values of Agility
  5. 5. Tools and Process Frameworks and practices Theory, Principles, and Values 12 Principles of Agility 4 Values of Agility
  6. 6. Tools and Process Frameworks and practices Theory, Principles, and Values 12 Principles of Agility 4 Values of Agility
  7. 7. Tools and Process Frameworks and practices Theory, Principles, and Values 12 Principles of Agility 4 Values of Agility Most visible - Least powerful Least visible - Most powerful
  8. 8. Diagnosis 1. Using the process wrong 2. Blaming the messenger 3. Being impatient 4. Not adapting the process 5. Using the wrong process
  9. 9. Any tool can be misused Everything is a User Story Deadlines Performance Absolute Reporting
  10. 10. Use the tool right Alignment Time-box Progress Relative Focus
  11. 11. Diagnosis 1. Using the process wrong 2. Blaming the messenger 3. Being impatient 4. Not adapting the process 5. Using the wrong process
  12. 12. Exposing a problem
  13. 13. Fix the problem not the process Possible issue Bottlenecks
  14. 14. Diagnosis 1. Using the process wrong 2. Blaming the messenger 3. Being impatient 4. Not adapting the process 5. Using the wrong process
  15. 15. Satir model Henrik Kniberg 17 ”the middle always looks like failure” Performance Time Current performance New performance Anticipated path Actual path ”chaos”
  16. 16. Diagnosis 1. Using the process wrong 2. Blaming the messenger 3. Being impatient 4. Not adapting the process 5. Using the wrong process
  17. 17. Estimating is optional TasksFeatures 1. Don’t estimate features. Just count them. 2. Estimate features in t-shirt size 1. Skip tasks 2. Don’t estimate tasks. Just count them. 3. Estimate tasks in days 1d 2d0.5d 4. Estimate tasks in hours 12h8h4h S M LHours? Days? Weeks? S M L 3. Estimate features in story points 1sp 2sp 5sp 4. Estimate features in ideal man-days 1d 3d 6d Also OK in Scrum ”Typical” Scrum
  18. 18. Diagnosis 1. Using the process wrong 2. Blaming the messenger 3. Being impatient 4. Not adapting the process 5. Using the wrong process
  19. 19. Not all tools are useful
  20. 20. What to do if Scrum doesn’t <appear to> work: Using the process wrong Use it right Diagnosis Action Blaming the messenger Fix the problem, not Scrum Being impatient Keep going Not adapting the process Adapt it Using the wrong process Try another one
  21. 21. ThankYou www.linkedin.com/in/tam-doan

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