Working	  Towards…	                      	          True	  Scrum	  Mastery                                                ...
                                                                           Who’s	  Adopted	  Scrum/Agile?	                ...
The	  Agile	  Story	  So	  Far                                                                                            ...
Mastery	  –	          Founda7onal	            Principles7	                                                                ...
Understanding	  Mo7va7on	                 Intrinsic	  Mo7va7on	  	                    Your	  Journey.	          What	  are...
Personal	           Mastery11	                                              Shu	  –	  Learn	  the	  Fundamentals          ...
Ha,	  Ri:	  Prac7ce,	  Learn	  &	  Evolve	  •  Experts	  are	  made	  –	  through	     deliberate	  prac7ce	  •  Key	  asp...
Personal	  Mastery	  through	  Flow	  People	  are	  in	  the	  most	  happy	  when	  they’re	  in	  a	  state	  of	  flow....
Team	  Mastery	  –	  Self-­‐Assessment                                                                                    ...
Scrum/Kanban	  @	  The	  Motley	  Fool                                                                                    ...
An	  Organiza7onal	  Approach	  Phase	  1:	  Setup	  •        Identify	  the	  “burning	  platform”	  •        Educate	  a...
Scaling	  –	  High-­‐Level	  Standardiza7on	  &Tools                                                                      ...
In	  Summary	  •  The	  CSM	  is	  a	  star7ng	  point,	  and	  can	  be	  a	  launch	  pad	  to	     mastery	  •  True	  ...
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Working towards true Scrum Mastery by Sanjiv Augustine


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AgileNCR 2011 Conference, 25th & 26th Feb 2011

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Working towards true Scrum Mastery by Sanjiv Augustine

  1. 1. Working  Towards…     True  Scrum  Mastery           Sanjiv  Augustine   Twitter:  @saugustine     February  25,    2011   Agenda   1.  Agile  Adop7on  Trends   2.  Mastery  –  Founda7onal  Principles   1.  The  Path  to  Mastery   2.  Understanding  Mo7va7on   3.  LSD:  Intrinsic  Mo7va7on     3.  Working  Towards  Scrum  Mastery   1.  Personal  Mastery   2.  Team  Mastery   3.  Organiza7onal  Mastery   4.  In  Summary   5.  Q&A  2   1
  2. 2.   Who’s  Adopted  Scrum/Agile?   Many  companies  large  and  small  in  all   industries.   •  Accenture   •  Kronos   •  BBC   •  Macquarie  Bank  Agile  Adop7on   •  BMC  Software   •  Microsoft   •  British  Telecom   •  Nationwide   •  Business  Week   •  NIIT   •  Capital  One   •  ProRail   Trends •  Cognizant   •  Sapient   •  CSC   •  Siemens   •  DTE  Energy   •  Shopzilla   •  Gestalt   •  ThoughtWorks   •  Globo   •  USAA   •  Google   •  Westinghouse   •  HCA   Nuclear   •  IBM   •  Yahoo!   •  Key  Bank   •  Whole  Foods    3   The  Agile  Landscape   “Agile”  describes  a  series  of  related   methodologies.   Agile  Methodologies   •  Scrum   Ken  Schwaber  and  Jeff  Sutherland   •   eXtreme  Programming     Kent  Beck,  Ward  Cunningham,  Ron  Jeffries   •   Crystal  Methods     Alistair  Cockburn   •   Feature  Driven  Development     Jeff  DeLuca   •   Dynamic  Systems  Development  Method     DSDM  ConsorAum   •   Kanban   Lean  Systems  and  SoCware  ConsorAum   Agile  Management  Frameworks   •   Agile  Project  Management   Jim  Highsmith,  Sanjiv  AugusAne   •   Agile  Management   David  Anderson   •   eXtreme  Project  Management   Rob  ThomseH,  Doug  DeCarlo   Source: 2009 State of Agile Development4   Survey, VersionOne 2
  3. 3. The  Agile  Story  So  Far   State  of  Agile  Development  Survey   October  2010   4770  respondents  in  91  countries   Agile  Adop7on  Rate  Survey   Feb  2008     642  respondents   Speed  to  market:   Success   83%  indicate  agile  is  faster  or  same   Team  loca7on   percentage   Co-­‐located  Team   83%   Distributed  teams  but   72%   physically  reachable   Distributed  across   60%   geographies   Comparison   Average  project:    30%  success  rate   Agile  project:    60-­‐80%  success  rate   Sources:     hTp://­‐01-­‐15/Standish  5   hTp://   hTp://   Scrum  Trends   •  The  past  five  years  have  seen  a   significant  rise  in  the  number  of   CSMs   •  CSM  cer7fica7on  is  serving  as  a  pull   towards  agile  methods,  helping  drive   agile  adop7on  overall   •  The  CSM  cer7fica7on  can  be  a   launchpad  towards  true  mastery   o  Several  organiza7ons  have  been   prac7cing  Scrum  for  more  than  5  years   o  Many  organiza7ons  are  pairing  Scrum   with  XP  and  Kanban   o  Some  leaders  have  scaled  agile  to  the   enterprise  through  Lean  Thinking   Source: The Scrum Alliance6   3
  4. 4. Mastery  –   Founda7onal   Principles7   The  Path  to  Mastery   •  Shu:  Following   o  Learning  fundamentals   o  Concentra7ng  on  basic  individual   techniques   •  Ha:  Detaching   Ri o  Breaking  with  tradi7on   Ha o  Finding  new  ways  and  techniques   Shu •  Ri:  Fluent   o  Complex,  integrated  knowledge   and  techniques   Adapted  from  Alistair  Cockburn,  hHp:// Shu+Ha+Ri    8   4
  5. 5. Understanding  Mo7va7on   Intrinsic  Mo7va7on     Your  Journey.   What  are  we  passionate  about  doing?   How  and  when  do  we  work?   What  do  we  want  to  build?   Extrinsic  Mo7va7on     Your  Results.   What  have  we  achieved?   How  has  the  market  judged  us?   Do  our  rewards  match  our  results?  9   LSD    -­‐  Intrinsic  Mo7va7on  to  Happiness?   •  L:  Lakshmi,  wealth  will   follow,  if  we   •  S:  Pursue  Saraswa7  for   knowledge   •  D:    To  get  Durga,  power;   we  have  to  give  Durga     Propitiate Lakshmi, Saraswati and Durga, writes mythologist Devdutt Pattanaik Read more: Get high on LSD - The Times of India   spirituality/vintage-wisdom/Get-high-on-LSD/articleshow/7091980.cms#ixzz1Dz9YhlBk 5
  6. 6. Personal   Mastery11   Shu  –  Learn  the  Fundamentals  •  Best  way  to  begin:  one-­‐on-­‐ one  or  in  a  small  group  with   a  master  coach  •  Let  go  of  current  exper7se  •  Beginners  mind:  mind  that   is  innocent  of   preconcep7ons,  judgments   and  prejudices  •  Be  willing  to  look  foolish,   Mountain Kim Tae Kwon Do, start  from  scratch   Master Andrew Gause, 5th Dan Black Belt12   6
  7. 7. Ha,  Ri:  Prac7ce,  Learn  &  Evolve  •  Experts  are  made  –  through   deliberate  prac7ce  •  Key  aspects:  high  repeAAon,   feedback  on  results,  and   highly  demanding  •  Embrace  the  plateau:   prac7ce  for  the  sake  of   prac7ce   Mountain Kim Tae Kwon Do, Master Andrew Gause, 5th Dan Black Belt13   Evolving  Scrum  -­‐  Agile  Engineering  Agile  Engineering  Practices  allow   teams  to  move  fast,  be  Dlexible   and  deliver  high  quality  software:  •  Automated  Builds  &  Continuous   Integration    reduce  time  and  effort   associated  with  manual  builds,  and   risk  from  big-­‐bang  integrations  •  Simple  Design  &  Refactoring  keep   incremental  development  from   leading  to  poor  architectures  •  Multi-­‐Level/Automated  Testing  &   Test-­‐Driven  Development  reduce   testing  time  and  effort  and  allow   developers  to  make  changes  with   conXidence  •  Pair  Programming  increases   Bill Wake, software  quality  without  impacting   time  to  deliver.      14   Agile  Engineering,  Pg.  124   7
  8. 8. Personal  Mastery  through  Flow  People  are  in  the  most  happy  when  they’re  in  a  state  of  flow.  -­‐  Mihaly  Csikszentmihalyi   Happiness  in  Ac7on  -­‐  the  eight  elements   of  Flow:   1.  Clear  goals   2.  Direct,  immediate  feedback   3.  Balance  between  skills  and  challenges   4.  Deep  concentra7on  on  the  task  at   hand   5.  Complete  involvement  in  the  present   6.  A  strong  sense  of  control   7.  An  altered  sense  of  7me   During Flow, focus maximizes performance and pleasure. 8.  A  loss  of  self/ego     Image Source: 15   Team   Mastery 16   8
  9. 9. Team  Mastery  –  Self-­‐Assessment  1098 8  7 7 7 7 Self  Assessment   6 7 6 show  good  progress  6 6 but  there  is  s7ll   work  to  do  in  terms  5 of  Customer  4 Involvement,   Planning,  3 3 Communica7ons,   and  Transparency.  2  1 Cu Qu Est Co Tea Pro Tr a Ag Ov st mm ile era alit im nsp du mw om ati ctiv l y un l  Sa a ork er   ren on ic a ity tis f In  an cy tio vol act d  P n ve m io n la n ent n in g17   Evolving  Teams  with  Kanban  18     9
  10. 10. Scrum/Kanban  @  The  Motley  Fool   Situa7on   •  Needed  to  respond  to  changing  business   priori7es   •  Produc7vity  impacted  by  splieng  people   across  projects   •  Communica7on  impacted  by  walls  between   func7onal  silos     Solu7on   •  Kicked  off  transi7on  to  Scrum  as  major  event:   ini7al  training  and  subsequent  coaching   •  Set  up  collocated,  integrated  teams  using  two   week  sprints  with  weekly  releases   •  Used  Kanban  to  deal  with  variability   Results   •  Adapted  to  business  priority  changes  with   liile  overhead   Source: The Motley Fool •  Work  aligned  with  product  backlog   •  Partnership  with  business  strengthened   19  Organiza7onal   Mastery 20   10
  11. 11. An  Organiza7onal  Approach  Phase  1:  Setup  •  Identify  the  “burning  platform”  •  Educate  and  assess  •  Establish  two  accountable  teams   “Rolling  Wave”  •  Institute  Dirst  cut  governance   AdopAon  of  Agile   1.   ‘Organiza7onal  Release  Phase  2:  Initial  Pilots   Planning’  •  Follow  an  incremental  rollout  strategy   2.   Incremental  and  itera7ve   implementa7on  •  Launch  and  assess  a  few  pilot  projects   3.   Retrospec7ve  •  Assess  and  modify  agile  governance   4.   Repeat:  Go  To  Step  1  Phase  3:  Expanded  Pilots    •  Use  tools  to  help  scale  •  Design  collaborative  workspaces  •  Combine  Lean  with  Agile  21   Sample  Metrics  from  Capital  One  IT  22   11
  12. 12. Scaling  –  High-­‐Level  Standardiza7on  &Tools   Create  a  defined  and  reliable  process:   •  Standardize  high-­‐level  process  steps,  deliverables,   tools  and  artifacts   •  Agree  on  process  audit  procedures   •  Develop  standard  process  metrics  23   The  Lean-­‐Agile  Connec7on   “Lean”  is  a  term  coined  to  describe  the  Toyota   Production  System.  The  core  tenets  of  Lean  are:   Lean  Principles   Descrip7on   Value   What  the  customer  wants/needs   Waste   Ac7vi7es  that  don’t  add  Value   Downstream  ac7vi7es  “pull”  work  according   Pull   to  their  capacity   Value  is  delivered  con7nuously  through   Flow   minimal  gaps  between  Value-­‐added  ac7vi7es   Perfec7on   Inspect  and  adapt  con7nuously  24   12
  13. 13. In  Summary  •  The  CSM  is  a  star7ng  point,  and  can  be  a  launch  pad  to   mastery  •  True  mastery  takes  lots  and  lots  of  prac7ce,  7me  and   con7nuous  improvement:  personally,  within  teams  and   within  organizaAons  across  teams  •  To  evolve:   o  Personal  mastery:  understand  flow  and  dive  deep  with  XP   o  Team  mastery:  understand  “best-­‐fit”  and  adjust  with  Kanban   o  Organiza7onal  mastery:  understand  “enterprise”  and  scale  up   with  Lean  and  Tools    •  Though  it’s  hard,  we  must  learn  to  love  the  journey  as  we   progress  towards  mastery  25   Contact  Us  for  Further  Informa7on   Sanjiv  Augus7ne   President   +  1  (703)  745-­‐9125     On  the  Web: hip://          hip://       "I  only  wish  I  had  read  this  book  when  I  started  my  career  in   sotware  product  management,  or  even  beier  yet,  when  I  was   given  my  first  project  to  manage.  In  addi7on  to  providing  an   excellent  handbook  for  managing  with  agile  sotware  development   methodologies,  Managing  Agile  Projects  offers  a  guide  to  more   effec7ve  project  management  in  many  business  seungs."     John  P.  Barnes,  former  Vice  President  of  Product  Management  at   Emergis,  Inc.    26   13