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Scrum x

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an interpretation of scrum as a complex adaptative system

Published in: Leadership & Management
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Scrum x

  1. 1. Scrum X as complex adaptive system towards Enterprise Scrum
  2. 2. Pierre E. Neis agile field worker pierre.neis@agilesqr.com
  3. 3. basic principle 1: “set the stage” safe to fail container one idea comes in a couple of options comes out
  4. 4. basic principle 2: “everything is not an option” [time bound] safe to fail container one idea comes in a decision has to be taken on what to keep and what to leave [sprint]
  5. 5. basic principle 3: “decide” one idea comes in a decision has to be taken on what to keep and what to leave [time bound] safe to fail container [sprint] [time bound] safe to fail container [sprint]
  6. 6. basic principle 4: “avoid never ending stories” one idea comes in [time bound] safe to fail container [sprint] [time bound] safe to fail container [sprint] Proceed until you reach a valid outcome
  7. 7. basic principle 5: “human relations” safe-to-fail container people interacting together information can be pulled in the containerinformation cannot be pushed in the container
  8. 8. Basic principle 6: “Keep the balance” one idea comes in [time bound] safe to fail container Balance is everything demand/ capability development/ customer experience development/support/ architecture/QA/Processes
  9. 9. Basic principle 7: “what do you really want?” Burning Down - great customer experience - clear direction - +motivation + engagement Burning Up - R&D - good for new solutions - engineering/ development focused - risk to not respond to market needs Low brainer - just keeping people busy - no motivation - no achievement - command and control Engagement 25 % 25 % 25 % 25 %Scrum Team Customers Management Users Engagement 7 % 37 % 19 % 37 % Engagement 70 % 22 % 9 % great PO no PO a lot of Business Analysts
  10. 10. Basic principle 10: “set the pace” high risk high incertitude simple work 1 2 3 4Nb weeks perfect fit great for fast feedback foster sharp prioritisation foster great communication consensus arguments are that 2 weeks are too small low dynamics no more achievements if 2 weeks only valid for research & development longer meetings fit best for multiple teams alignment
  11. 11. Main principle treat people as adults ask the team deliver each time inspect & adapt coherence resilience
  12. 12. Constraints Stable team (totally dedicated) Team size: > 5, < 9 (over 9 you are losing dynamics) Clear vision: start with the end in mind No change during a sprint only development changes
  13. 13. www.agilesqr.com | Heidelberg

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