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Tom - Scrum


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Tom - Scrum

  1. 1. Agile and Scrum in China: Can It Work? Will It Work? Tom Mellor, Scrum Alliance
  2. 2. Speaker Introduction Chair of the Board of Directors of the Scrum Alliance Employer: State Farm Ins Cos. (USA) Title: Agile Coach and Project Manager Introduced Scrum and agile development into the IT Dept (5000+ people) in 2003 Certified Scrum Trainer, Certified Scrum Product Owner, Certified Scrum Professional, Certified ScrumMaster Worked on and coached over 25 Scrum projects
  3. 3. Speaker Confessions  30+ years in business with 8+ in IT as a business analyst and project manager  Wrote code in 1978 (Basic and Fortran); returned in 2005 to university to learn java  Have been around development long enough to fundamentally understand its concepts (not true for me for the Chinese language)  A bit anxious that I might receive many  for my talk since it isn’t technical  That is a risk I am willing to take because I feel the message I bring is important
  4. 4. Some Common Project and Team Problems (Nontechnical)  Despite adoption of Scrum and/or other agile processes, the business and team(s) still do not often communicate well  Organization management does not honor the difference between knowledge work and physical labor  Nontechnical people believe all developers have equal skill level and developers tend to establish a ―pecking order‖ and are not inclined to do cooperative work such as pair programming
  5. 5. Some Common Project and Team Problems (Nontechnical)  People believe we do magic and that we can predict time and cost up front with precision even though we deal with a large amount of uncertainty and ambiguity  Developers know that Test Driven Development is good, but they resist doing it because they believe it slows them down too much  The development is done emergency room style – and developers do not know who to please
  6. 6. The Root of Agile Created in 2001: The Agile Manifesto The 4 Values We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan While there is value in the items on the right, we value the items on the left more.
  7. 7. The 12 Principles of the Agile Manifesto 1. 我们的最高目标是,通过尽早和持续地交付有价值的软件来满足客户。 2. 欢迎对需求提出变更——哪怕是在项目开发后期。要善于利用需求变更,帮助 客户获得竞争优势。 3. 要经常性地交付可用的软件,周期从几周到几个月不等,交付时间越短越好。 4. 项目过程中,业务人员与开发人员必须在天天一起工作。 5. 要善于激励项目人员,给他们以所需要的环境和支持,并相信他们能够完成任 务。 6. 无论是团队内还是团队间,最有效的沟通方法是面对面的交谈。 7. 可用的软件是衡量进度的主要指标。 8. 敏捷过程提倡可持续的开发。项目方、开发人员和用户应该能够保持长期稳定 的进展速度。 9. 对技术的精益求精以及对设计的不断完善将提升敏捷性。 10. 要做到简洁,即尽最大可能减少不必要的工作。这是一门艺术。 11. 最佳的架构、需求和设计出自于自组织的团队。 12. 团队要定期反省如何能够做到更有效,并相应地调整团队的行为。
  8. 8. Scrum In a Picture
  9. 9. Scrum Defined A (very) light weight work organization framework with a minimal set of rules based in empirical process theory where product is delivered iteratively and incrementally in 30 days or less. It is suitable for technical and nontechnical product development.
  10. 10. The Three Scrum Roles  The Product Owner: the person responsible for representing the customer and end user and for prioritizing work  The ScrumMaster: not a traditional project manager, but rather a servant to the team whose job is to remove impediments (noise) and coach the team in the use of Scrum to be as productive as possible  The Team: cross-functional group of 5 to 12 people
  11. 11. The Three Scrum Documents  Product Backlog –prioritized list of features that the Product Owner desires  Sprint Backlog – list of tasks needed to get chosen stories completed in an iteration  Simple Progress Charts – called Burn Up or Burn Down Charts
  12. 12. The Four Scrum Ceremonies  Sprint Planning  Daily Scrum  Sprint Review  Sprint Retrospective
  13. 13. Why Scrum Works  Demands quality working software be delivered quickly  Employs queuing theory and other lean principles (e.g. removal of waste, JIT delivery, etc.)  Leverages the high performance of self-organizing teams that decide how work should be done  Involves and satisfies the customer by having the customer prioritize and approve the work in regular intervals  Seeks to minimize technical risk (and other risks) by encapsulating development into a time box
  14. 14. Why Scrum Works  Employs continuous improvement using periods of reflection (hansei and kaizen)  Uses the principle of inspect and adapt to evolve software to a satisfying state  Teams can use the scientific process to explore solutions  One person (the ScrumMaster) is responsible for removing noise or seeing that noise is removed and otherwise serves the team as needed  One person (the Product Owner) prioritizes desired functionality and represents the customer
  15. 15. Three Guiding Principles of Scrum  Ask the Team  Inspect and Adapt  Deliver fast
  16. 16. Some Reasons (But Not All) Why Scrum Does Not Work  Cultural intolerance and lack of trust  Ineffective (poor??) or absent software practices and craftsmanship  Poor (or no) communication within the team and/or between the Product Owner and the team  People working on too many things  Project managers get in the way  Bad management practices
  17. 17. When Scrum Works, But Not Very Well (Smells)  The Sprint is not honored  Outsiders interfere with the process  Lack of commitment  Team doesn’t seek to improve  ScrumMaster becomes a project manager and assigns work and expects  The Burn Down Chart becomes a Gantt Chart  Team members say ―That’s not my job.‖
  18. 18. When Scrum Works, But Not Very Well (Smells)  Done is not defined or misunderstood and technical debt piles on  Team delivery pace fluctuates widely  No attention to continuous improvement by the team  Team dwells on problems rather than fixing them  Rewards focus on individuals, not teams
  19. 19.  Add text here.  To add a picture, chart, or other content in the right column, click the  “Scrum doesn't appropriate icon. To add a slide, click New Slide on the work in China!” Insert menu, or press CTRL+M. With regards to Bas Vodde, CST
  20. 20. Lesson 2: Wrap-up  Summarize important points.  Allow time for questions. “Agile could work in China because it is communist country”
  21. 21. Is Culture The Biggest Obstacle to Adoption of Agile (in China)?  Certified Scrum Trainer Bas Vodde from Singapore presented this in Shanghai at the recent Scrum Gathering  His caution: generalizations about culture are typically untrue!!  He developed the Cultural Agility Index based upon assessing countries based upon survey feedback using Hoftede’s Power Distance Index and the Agile Manifesto
  22. 22. Is Culture The Biggest Obstacle to Adoption of Agile (in China)? The Power Distance Index: the extent to which less powerful members of organizations and institutions (like the family) tolerate and expect that power is distributed unequally (Agile promotes low power distance)
  23. 23. Is Culture The Biggest Obstacle to Adoption of Agile (in China)?
  24. 24. Lesson 3: Objectives  List the intended outcomes for this training session.  Each objective should be concise, should contain a verb, and should have a measurable result.
  25. 25. Lesson 3: Content
  26. 26. Cultural Agility Index Dimensions 1. Power Index 1. China 56; US 16 2. Individualism 2. China 14; US 68 versus Collectivism 3. China 56; US 50 3. Masculinity versus 4. China 6; US 13 Femininity 5. China 65; US 22 4. Uncertainty Avoidance 5. Long Term Orientation
  27. 27. Vodde’s Composite Agility Ranking  List important points from each lesson.  Provide resources for more information on subject.  List resources on this slide.  Provide handouts with additional resource material.
  28. 28. Bas’s Assessments  Prepare a quiz or challenge to assess how much information participants learned.  Survey participants to see if they found the training beneficial.
  29. 29. Bas’s Assessments
  30. 30. Bas’s Assessments  Prepare a quiz or challenge to assess how much information participants learned.  Survey participants to see if they found the training beneficial.
  31. 31. Scrum and Agile In China: Some Conclusions  Can Scrum and agile work in China? Vodde presents a compelling argument that ―Yes, it can.‖  Will Scrum and agile work in China? Only time will tell; success will be based upon how well companies are willing to adapt.  QUESTIONS?