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Strategic Scrum

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This was a talk I gave @ the Intel Agile East event.

Published in: Technology, Business

Strategic Scrum

  1. 1. Strategic Vision and Scrum Looking Beyond the Next Sprint Laszlo Szalvay Intel Agile East May 2012ENTERPRISE1 CLOUD DEVELOPMENT Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  2. 2. Market Trends “Scrum is the Modern way to work” October 2010 Tieto Mika Koivuluoma, VP Software Development and Tools2 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  3. 3. Problem Space Explained As an Industry – we have And not so great here. been really great here.3 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  4. 4. Why is Strategic Vision Important?• Knowing, growing, and measuring team and product successes against organizational initiatives• Knowing where we are going and being able to defend why to the market• Fostering collaboration• Delighting users• Creating Organizational Momentum: Success breeds successes• Others?4 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  5. 5. Knowing, Growing, & Measuring Non-Agile Process Strategic Agile Exploration Coordination Transformation Project Team Definition Alignment Project Team Non-Agile Process Strategic Agile Exploration Coordination Transformation Project Team Definition Alignment Project Team Non-Agile Process Strategic Agile Exploration Coordination Transformation Project Team Definition Alignment Project Team5 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  6. 6. On Become a Learning Organization • Scrum won’t solve your problems. Scrum will discover underlying problems in your organization. It’s your job as managers and executives to solve the problems Scrum unearths using a framework CollabNet can teach you. • Scrum doesn’t work when: – You believe that your organization doesn’t have problems – Politically or culturally you can’t solve problems • Scrum works when – You have a learning organization. One where the leadership sees solving problems as a means to a better company. Jeff Sutherland6 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  7. 7. The Building Blocks of a Learning Organizations • Success does not make you happy • Achieving your goals can simply result in moving the goal posts • If happiness is on the other side of that goal post – you are delaying your happiness indefinitely. • The field research shows Happiness = Successful • You can re-wire your brain in about 21 Days - The Ripple effect will be amazing (try it on your teams) • Random Acts of Kindness • Journaling about Positive business interactions • Unsolicited Positive emails to coworkers • Exercise and MeditationShawn Achor of Good Think The foolish man seeks happiness in the distance. The wise grows it under his feet James Oppenheim 7 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  8. 8. Happiness Metrics The T-Shirt Test • How happy are you with our Company? (scale 1-5) • Last update of this row (timestamp) • What feels best right now? • What feels worst right now? • What would increase your happiness index? • Other comments Henrik Kniberg8 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  9. 9. Delighting Users •Delight More by Offering Less •Explore More Alternatives •Defer Decisions • Delight Users By Meeting Unrecognized Needs • Aim for the Simplest Possible Thing Give the People Doing the Work a Clear Line of Sight to the People for Whom the Work is Being Done Steven Denning9 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  10. 10. Techniques to help Create & Foster a Vision – Executive Vision Sessions – Story Mapping – Walking Skeletons – Epic Budgeting10 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  11. 11. Technique (a) - Vision Session • Who are our primary users? • What do they say they need? • What do we know that they don’t? • What is our product’s key benefit? • Who are our primary competitors? • What makes our product different?11 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  12. 12. Technique (b) - User Story Maps• A user story map... – Arranges user stories into a useful model – Helps you understand the overall functionality of the system – Identifies holes and omissions in your backlog – Helps effectively plan holistic releases that deliver Jeff Patton value to users and business with each release.12 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  13. 13. Technique (c) - Walking Skeleton A Walking Skeleton is a tiny implementation of the system that performs a small end-to-end function. It need not use the final architecture, but it should link together the main architectural components. The architecture and the functionality can then evolve in parallel.13 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  14. 14. Technique (d) – Epic Budgeting Budgeting is used to set soft limits on scope goals within the broader context of a date-based milestone. This technique is therefore a powerful tool for determining whether too much emphasis has been placed on a particular Epic in contrast to others in the release milestone.14 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  15. 15. CollabNet Company Background • Founded in 1999; Headquarters in Silicon Valley. • Global offices in Seoul, Tokyo, Chennai, Munich, London, Amsterdam, Seattle, Portland and soon to be in Singapore. • Started Subversion project in 2000 • 50%+ Marketshare for Source Code Management. CollabNet named strategic leader by Gartner and Any Forrester Questions? • Founders include Brian Behlendorf (Founder of Subversion, Apache Project, Mozilla Board member, CTO of the World Economic Forum) and Tim O’Reilly (founder of O’Reilly Media) • Multiple Acquisitions along the way (VA Software, Danube, Codesion) • 10,000 companies use our products and services15 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  16. 16. Check out my talk on Agile & Innovation Laszlo Szalvay VP Worldwide Scrum Business Laz@collab.net © 2012 CollabNet, Inc., All rights reserved. CollabNet is https://twitter.com/#!/ewok_bbq a trademark or registered trademark of CollabNet Inc., +1-971-506-7862 in the US and other countries. All other trademarks, http://www.linkedin.com/in/laszloszalvay brand names, or product names belong to their respective holders.16 Copyright ©2012 CollabNet, Inc. All Rights Reserved.

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