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Starting out with Scrum

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Starting out with Scrum

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Starting out with Scrum

  1. 1. © 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), Commercial in Confidence. Joshua Partogi PT. Scrum Asia Pasifik Starting out with Scrum Enterprise Path to Agility
  2. 2. 2© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. • Traditional Project Relationship • Why we need to be Agile? • Engineering capabilities for Agility • Agile Contract Model • Transformation Steps • Scaling Agility • Question and Answer Agenda
  3. 3. 3© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. 3 To know, is to know that you know nothing. That is the meaning of true knowledge. — Socrates
  4. 4. 4© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Project Relationship
  5. 5. 5© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. – project (n) : A temporary endeavour undertaken to create a unique product, service or result. A project is temporary in that it has beginning and end in time, therefore defined scope and resources. Source: Project Management Institute The definition of project
  6. 6. 6© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Traditionally the success of software development was assessed upon 3 criteria: 1) Deliver all promised requirements 2) Within the planned time 3) For the allocated budget What Defines Success? • 5
  7. 7. 7© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. On-schedule and on-budget?
  8. 8. 8© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. 8 When plans are fixed. Effort gets directed to curbing change so the plan will still be correct.
  9. 9. 9© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. 9 A project that is delivered on-time, on- scope and on-budget does not tell you anything about the value of the delivered product.
  10. 10. 10© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Customer pay for features in the product
  11. 11. 11© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. 11 A problem can not be solved from the state of mind that created it. — Einstein
  12. 12. 12© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. – project (n) : A temporary endeavour undertaken to create a unique product, service or result. A project is temporary in that it has beginning and end in time, therefore defined scope and resources. Source: Project Management Institute The definition of project
  13. 13. 13© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Product Mindset vs Project Mindset Scope Budget Time Product Mindset Success is continuously driven by business metrics outside in: • User adoption • Revenue • Cost savings per feature Project Mindset Success is upfront defined inside out: • Scope • Time • Budget Leads to less business involvement, more task management Leads to less waste, more creativity, and more user engagement
  14. 14. 14© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Why Agile
  15. 15. 15© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Project model contains noisy data 1 year 6 months cadence 6 months cadence
  16. 16. 16© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. 16 We live in an uncertain world. Our original plan was based on noisy data, viewed from long time horizon.
  17. 17. 17© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. 17 Make a business case why Agility is necessary More than one third of businesses today will not survive the next 10 years. Companies should not miss the market transition or business model nor underestimate your competitor of the future — not your competitor of the past. - Gartner
  18. 18. 18© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. –noun The ability The ability to innovate and to rapidly and deliberately respond to changing demand, while controlling risk. (Not a methodology or an SDLC) Definition of Agility (n) React Explore (options) Lead
  19. 19. 19© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Do not sell methodology, sell Agility and its benefits Reduce waste from unwanted features Higher quality products Engaged software developers Faster and frequent feedback Eliminate risk earlier Increased Return on Investment (ROI) Easier to make changes Finish the project earlier More competitive in the market Reduce Total Cost of Ownership (TCO) Improved trust from customers Early realisation of value
  20. 20. 20© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Engineering Capabilities for Agility
  21. 21. 21© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Which one is more predictable? Why?
  22. 22. 22© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. • Is predictable – 13 trains per hour between Tokyo and Osaka (train every 3-5 mins) – In 2014 average delay is 5.4 seconds • and reliable – 5 billion passengers – 150 million per year Shinkansen is very predictable and reliable
  23. 23. 23© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. 23 Our Nirvana! If only our software delivery can be this predictable and reliable then deadline is no longer relevant.
  24. 24. 25© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. “Click Testing” Functional Test Integration Test Unit Test Build engineering capabilities Automated Mostly Automated By Human
  25. 25. 26© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. 26 Keep asking yourself: “How can we deliver faster before our customer change their mind?”
  26. 26. 27© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Amazon is on record as making changes to production every 11.6 seconds on average in May of 2011
  27. 27. 28© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved.
  28. 28. 29© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved.
  29. 29. 30© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Agile Contract Model
  30. 30. 31© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Cynefin Framework Scrum lives here
  31. 31. 32© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Project model contains noisy data 1 year 6 months cadence 6 months cadence
  32. 32. 33© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. • Can the customer guarantee there are no change request throughout the project? • Does it make sense to have a fixed contract in an unpredictable environment? • Is it ethical to promise predictability for an unpredictable situations? – Doctors don’t do this! But it is common in software development. Ask yourself these questions
  33. 33. 34© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. • Contractor will deliver ready for production software every Sprint. – Customer have the option to ship it to production • Customer can pay per Sprint to be able to manage the risk. • The number of Sprints used can be agreed upfront. • Customer can terminate the contract for any reason at any time. • Releasing people under the contract has to be done within 6 weeks notice. • Adding/removing team members has to be done with Agile Contract Model
  34. 34. 35© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Transformation Steps
  35. 35. 36© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. For Managers and CEO
  36. 36. 37© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. 37 Learning is a way of being in the world. learning is not something with beginnings and ends. — Esko Kilpi
  37. 37. 38© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Changing mindset is the biggest challenge in Starting Scrum Action / Decision Theory Experience Paradigm (Mental Model) Sprint Mini-deadline Scrum Master Technical Lead Dev. Team Programmers Sprint Review UAT
  38. 38. 39© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Get C-Level support and tolerance for failure Empower the Scrum Master Get customer agreement with the way of working Change the team KPI (quality oriented) Ask individuals who would join the initial Scrum team Organisation level change Tolerance for failure is needed. Team is going to fail for the first 3 Sprints. Agree that the future is unclear and both parties will manage risk together. KPI drives team behaviour. The behaviour must lead to higher quality product. Self-assigned team is more engaged. Engaged team is more productive. Scrum Master is the organisation change leader towards Agility.
  39. 39. 40© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Scrum Master is the Agility leader Scrum Master CEO Department A Department B Department C Department D
  40. 40. 41© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. • Train the team on eXtreme Programming practices • Train the Product Owner on Agile Product Management – Ideally someone from customer side will be the Product Owner • Create the Definition of Done – Include engineering practices (look at Buku Manajemen Modern dengan Scrum for sample). • Create the initial Product Backlog – Inception workshop • Agree on Sprint length (1-2 weeks) • Agree on the date for the first Sprint • Create Scrum team working agreement Starting Scrum – executed by Scrum Master
  41. 41. 42© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. • Full Scrum Team participates – Scrum Master – Product Owner – Development Team • Continuous Improvement starts from here • Expect leap of improvements from Sprint #4 onwards • Scrum Master may facilitate Never skip Retrospectives every Sprint
  42. 42. 43© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Scrum Master must embody Scrum Values in the organisation
  43. 43. 44© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Scaling Agility
  44. 44. 45© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. • Self-contained inside the company, does not disrupt other parts of the business • Autonomous • One studio – one product • A business unit NOT a department • Supported by the CEO Scrum Studio Company Scrum Studio
  45. 45. 46© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. • Lead by Scrum Product Owner. • The Product Owner reports to the CEO. • Cross-functional team – Marketing – Developer, Tester, Architect – Business Development • Business representatives is part of the studio. Scrum Studio Company
  46. 46. 47© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Scaling Out Scrum Studio If you haven't yet succeeded in creating a studio who can deliver quality software continuously, do not add several more.
  47. 47. 48© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. 7 8 9 8 9 7 8 8 7 9 9 8 1st Sprint 2nd Sprint 3rd Sprint 4th Sprint 5th Sprint 6th Sprint 7th Sprint 8th Sprint 9th Sprint 10th Sprint 11th Sprint 12th Sprint NoofProductBacklogItem Delivery Rate (Throughput) Average 8 Std. Deviation 3 Note: 2 weeks Sprint.
  48. 48. 49© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. 7 8 9 8 9 7 8 8 7 4 4 4 1st Sprint 2nd Sprint 3rd Sprint 4th Sprint 5th Sprint 6th Sprint 7th Sprint 8th Sprint 9th Sprint 10th Sprint 11th Sprint 12th Sprint NoofProductBacklogItem Delivery Rate (Throughput) Average 6 Std. Deviation 7 Note: 2 weeks Sprint.
  49. 49. 50© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. • Scale out studio once one studio is stable Agility Studio Company Agility Studio
  50. 50. 51© 2009-2016 PT. Scrum Asia Pasifik (http://scrum.co.id), All Rights Reserved. Scrum Master CEO Studio #1 Studio #2 Studio #3 Studio #4 Scrum Master is the Agility Leader The Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team. http://scrumguides.org

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