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Agile = scrum = no project managers


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Agile event held on 16th May 2016 with branch AGM

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Agile = scrum = no project managers

  1. 1. Agile  =  Scrum  =  No  Project  Managers!   Darren  Wilmshurst  ACIB  CITP  MBCS  
  2. 2. 2   Introduc@on:  Darren  Wilmshurst  
  3. 3. 3   Create  some  noise!   @dazzawilmshurst #
  4. 4. 4   What  about  you?   Your experience with Agility 1 = Very Little Experience/No Experience 2 = Some Experience 3 = Experienced 4 = Very Experienced 5 = Expert
  5. 5. 5   Why  agile?   Source: Simon Sinek - Golden Circles HOMEWORK
  6. 6. 6   Where is you pain?
  7. 7. 7   Mindset Values Principles Practices Tools & Processes We  use   JIRA   We  do     stand-­‐ups   We  are     co-­‐located   We  do  just  enough   documenta@on   Trust   What  is  agile?   More visible, less powerful Less visible, more powerful
  8. 8. 8  
  9. 9. 9   Mindset Values Principles Practices Tools & Processes Agile  manifesto   Source:
  10. 10. 10   12  Principles  of  the  Agile  Manifesto   1.  Our  highest  priority  is  to  sa@sfy  the  customer  through  early   and  con@nuous  delivery  of  business  value.     2.  Welcome  changing  requirements,  even  late  in  development.   Agile  processes  harness  change  for  the  customer's   compe@@ve  advantage.     3.  Deliver  business  value  frequently,  from  a  couple  of  weeks  to  a   couple  of  months,  with  a  preference  to  the  shorter  @mescale.     4.  Business  people  and  developers  must  work  together  daily   throughout  the  project.   …         Mindset Values Principles Practices Tools & ProcessesSource:
  11. 11. 11   12  Principles  of  the  Agile  Manifesto   …   5.  Build  projects  around  mo@vated  individuals.  Give  them  the    environment  and  support  they  need,  and  trust  them  to  get  the    job  done.   6.  The  most  efficient  and  effec@ve  method  of  conveying   informa@on  to  and  within  a  development  team  is  face-­‐to-­‐face   conversa@on.   7.  Business  value  is  the  primary  measure  of  progress.   8.  Agile  processes  promote  sustainable  development.  The   sponsors,  developers,  and  users  should  be  able  to  maintain  a   constant  pace  indefinitely.   …   Mindset Values Principles Practices Tools & ProcessesSource:
  12. 12. 12   12  Principles  of  the  Agile  Manifesto   …   9.    Con@nuous  a`en@on  to  technical  excellence  and  good  design    enhances  agility.   10. Simplicity-­‐-­‐the  art  of  maximizing  the  amount  of  work  not   done-­‐-­‐is  essen@al.   11. The  best  architectures,  requirements,  and  designs  emerge   from  self-­‐organizing  teams.   12. At  regular  intervals,  the  team  reflects  on  how  to  become   more  effec@ve,  then  tunes  and  adjusts  its  behaviour   accordingly.   Mindset Values Principles Practices Tools & Processes
  13. 13. 13   Prac@ces   Mindset Values Principles Practices Tools & Processes
  14. 14. 14   Agile  is  not  only  scrum   Source: ht©2016 VersionOne, Inc. All rights reserved. State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
  15. 15. 15   Defini@on  of  Scrum   Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum is: • Lightweight • Simple to understand • Difficult to master The Scrum Guide © 1991-2014 Ken Schwaber and Jeff Sutherland, All Rights Reserved
  16. 16. 16   Sprint 24 hours Product Backlog Anyone can contribute Ordered by Product Owner Sprint Backlog Backlog tasks expanded by team Potentially Shippable Product Increment Daily Scrum Meeting Scrum:  workflow  
  17. 17. 17   Development teamProduct owner One person decides No dependencies No special roles 1 month or less Value hypothesis Value* 9 people or less ScrumMaster Owns the process DEMON:  Why  is  scrum  hard?   Dependency free Everybody is ‘developer’ Month or less One product owner Nine people or less
  18. 18. 18   Scrum  Components   Scrum  Events     The  Sprint     Sprint  Planning     Daily  Scrum   Sprint  Review   Sprint  Retrospec@ve     Scrum  Ar@facts     Product  Backlog     Sprint  Backlog     Increment     Plus  ...     Progress  Monitors     Scrum  Team   Product  Owner      ScrumMaster      Development  Team    
  19. 19. 19   OODA  
  20. 20. 20   Sad  Project  Manager  
  21. 21. 21   What  about  Mul@ple  Teams   Long  lived  teams.   Long  lived  products.       Spot the Project Manager?
  22. 22. 22   The  role  of  the  Program  Manager   •  Program Manager coordinates the three leadership teams to collaborate. •  Establishes the annual calendars for iterations and releases •  Facilitates release planning readiness; Vision, Backlogs and Events •  Assists with program execution and feature completion tracking •  Facilitates Scrum of Scrums •  Escalates impediments and manage risks •  Works with Product, Delivery and Architecture teams to help assure strategy and execution alignment •  Reports status •  Drives program-level continuous improvement via Inspect and Adapt workshops and constant demonstration of Kaizen mind •  Encourages team and program level Quality Practices and Communities of Practice •  Participates in enterprise Program Management improvement and standardisation activities Source:  h`p://  
  23. 23. 23   Scaled  Agile  Framework  
  24. 24. 24   Role  of  the  RTE   1.  Manage and optimize the flow of value through the program using various tools, such as the Program and Value Stream Kanbans and information radiators 2.  Establish and communicate the annual calendars for Iterations and Program Increments (PI) 3.  Facilitate PI Planning readiness via fostering the preparation of Vision and Backlogs , and via Pre- and Post-PI Planning, and via Pre- and Post-PI Planning meetings. 4.  Facilitate PI planning 5.  Aggregate Team PI Objectives into Program PI Objectives (the RTE) and publish them for visibility and transparency 6.  Aggregate program PI objectives into Value Stream PI Objectives (the VSE) and publish them for visibility and transparency 7.  Assist with execution and Feature/Capability completion tracking (see Metrics) 8.  Facilitate periodic synchronization meetings, including the ART sync at the Program Level and the VS sync at the value stream level 9.  Assist with economic decision-making by facilitating feature and capability estimation by teams and roll-up to the value stream level and Portfolio Level 10.  Escalate and track impediments 11.  Encourage the collaboration between teams and System and Solution Architects, Engineering , and User Experience 12.  Work with Product Management, Product Owners, and other value stream stakeholders to help assure strategy and execution alignment 13.  Help manage risks and dependencies 14.  Report status to Program Portfolio Management and Release Management and supports related activities 15.  Understand and operate within the ART Budget 16.  Provide input on resourcing to address critical bottlenecks 17.  Attend System Demo and Solution Demos 18.  Drive continuous improvement via Inspect and Adapt workshops; assess the agility level of the program/value stream and help improve 19.  Encourage Team Level, program level, and value stream level Continuous Integration and Communities of Practice around SAFe, Agile, and Lean and around Engineering and Quality Practices 20.  Coach leaders, teams, and Scrum Masters in Lean-Agile practices and mind-sets
  25. 25. 25   Which  way  do  I  turn?  
  26. 26. Unique in supplying certified training, coaching & talent via culture and agile practices.