2. Defini.on
of
Scrum
• Webster’s
– A
way
of
star.ng
play
again
(Rugby)
in
which
players
from
each
team
come
together
and
try
to
get
control
of
the
ball
• PMI
– A
subset
of
Agile
Project
Management
– Itera.ve
and
Incremental
project
delivery
using
frequent
feedback
&
collabora.ve
decision-‐making;
three
pillars:
transparency,
inspec.on
and
adop.on
3. Not
All
IT
• PMBOK
and
majority
of
PMI
reference
is
related
to
large
scale
IT
projects
• As
a
PMP
Non
IT
professional
–
have
used
PMP
methodology
for
– Con.nuous
improvement
projects
– Change
within
departments
– Construc.on
projects
– Process
change
4. • Understand
how
Scrum
can
show
up
in
daily
work
1
• Using
scrum
to
move
the
game
forward
2
• Real
life
example
of
scrum
in
ac.on
3
Today’s
Overview
5. Scrum
in
daily
work
Huddle
Discuss
Ac.ons
Track
Progress
Huddle/
Review/
Adapt
New
Ac.ons
Track
Progress
6. Tradi.onal
Approach
• Tradi.onal
Project
Path
for
Process
Change/
Improvement
– Gather
a
lot
of
people
into
a
room
and
interview
them
on
who/what/how/when
– Team
goes
away
and
1
lucky
person
gets
to
draw
everything
out
on
flowchart
– Reconvene
to
review/edit
(several
.mes)
– Output
=
“AS-‐IS”
– Do
this
all
over
again
for
the
“TO-‐BE”
7. Tradi.onal
Approach
• Tradi.onal
Project
Path
for
Process
Change/
Improvement
–
Waterfall
methodology
is
slow
and
focuses
on
requirements
gathering
– Business
today:
people
are
looking
for
quick
solu.ons
– Good
versus
perfect
– Wai.ng
for
the
“silver
bullet”
solu.on
is
akin
to
wai.ng
for
construc.on
on
290
to
finish
– The
only
ones
who
“get
it”
are
the
consultants
– So
what
to
do
while
the
Visio
Gurus
figure
out
how
to
insert
every
shape
into
a
flowchart?
8. Using
Scrum
Approach
• Huddle
subset
of
people
closet
to
a
specific
problem
node
• Get
group
input
on
how
to
remove
bofleneck
in
process
• Document
&
execute
• Track
improvement
• Reconvene
in
5
days
• Adapt/adjust*
• Repeat*
• Move
on
to
next
bofleneck
*
If
necessary
9. Case
Study:
Inventory
Management
• Situa.on
– No
inventory
count
in
over
2
years
– Organiza.on
doesn’t
rely
on
inv.
in
ERP
– Disjointed
processes
from
ship
to
receive
– Average
turnaround
.me
to
close
inventory
transac.on
at
96
hours
– Frustra.on
among
Sales,
Customer
Service,
Warehouse
personnel
&
Accoun.ng
10. Case
Study:
Inventory
Management
• Analysis
of
processes
concluded
– Required
changes
to
accoun.ng
process
– Required
ERP
development
– Required
changes
to
ship
&
receive
process
– Physical
inventory
count
for
over
900
SKUs
– All
changes
required
in
depth
process
revamp
with
IT
development:
i.e.
months
to
get
resolved
11. Case
Study:
Inventory
Management
• While
we
work
on
in
depth
process
revamp,
company
has
immediate
need
to
get
reliable
inventories
• Scrum
approach
is
being
used
– Weekly
huddle
to
address
important
boflenecks
towards
daily
visibility
– Act/Track/Review/Adapt
or
Move
on
– Documen.ng
all
changes
for
inclusion
in
“bigger
process
improvement”
12. Case
Study:
Inventory
Management
• Results
3
months
into
process
– 10
documented
process
changes
– Inventory
accuracy
up
to
82%
from
50%
– Reduced
inventory
transac.on
turnaround
.me
to
24
hours
from
96
– Most
important:
people
less
frustrated
because
of
small,
tangible
improvements
that
show
up
in
days
not
months
