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and the World  Crisis Rafael Sabbagh Marcos Garrido Scrum Why Scrum is the best choice for projects in times of crisis v 2.0
Speakers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Part I World Crisis
The world just faced a large crisis... U.S.-aided banks are offering less credit ADDICTED TO RISK
...and it’s still healing from it! Who believes that we’re safe for now? … and who believes that there’s more coming?
World Crisis of the last 80 years  1929 Wall Street Crash 1944 WWII 1971 Oil 1973 2 nd  Oil 1982 Mexican Debt 1994 Tequila Effect 1997 Asian Tigers 1998 Russian Financial 2000 Dot Com 2001 9/11 2002 Tango Effect 2007 Subprime ! 2010 China Credit Bubble More than 50% in the last 15 years! Come on! Another one?!
We’ve got to be prepared!
The crisis scenario is hard! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Part II How to survive?
How to survive? The market demands  that organizations change the  way they work  in order to survive turbulent times. A true PARADIGM SHIFT
How to survive? This new  way of work  shall: ,[object Object],[object Object],[object Object]
How to survive? This new  way of work  shall: ,[object Object],[object Object],[object Object]
How to survive? What framework for project development focuses  on all those issues ? Scrum
How to survive? Scrum   is the best choice for projects in times of crisis! Also,  Scrum  helps to  protect organizations from crisis to come!
Part III Why Scrum?
Why Scrum? We’ll offer several arguments so that people can decide or influence others  to opt for Scrum in their organizations .
NO waste ! Non-agile methodologies defend that a  big amount of documents  must be generated so that a project may succeed Project Charter Preliminary Scope Statement Project Management Plan Change Requests Progress Report Performance Report Acceptance Report Project Closure Report Detailed Schedule Earned Value Analysis Lessons Learned Document Sequence Diagrams Components Diagram Collaboration Diagram State Diagrams Use Cases Diagram Packages Diagram Activities Diagram ...what else? Does the  cost  of production and maintenance of those documents pay? How many of those documents will be kept  current ?  How many will be really  useful  for the project development?
NO waste ! ,[object Object],[object Object],About  50%  of a typical project’s time (and money) is spent on requisites, architecture and specifications Requirement Analysis Specification / Architecture Implementation Tests Maintenance all that is done before building any functionality ! and it gets worse...
NO waste ! In the current world scenario, is such  waste  of time and effort acceptable?
NO waste ! After all,  the objective of a project is the  product  - not the documentation!   With  Scrum,  only the documentation strictly  sufficient  and  necessary  must be produced  for the project That is, produce  only what will be used.
NO waste ! On  Scrum,  the Product Backlog  must keep up with the client needs. And those  change on the course of the project . Therefore, whatever is delivered has a  better chance  of actually  being used  by the client. The functionalities that’ll be implemented are the ones of  most importance  for the client before the beginning of every sprint.
Better value first! With  waterfall , the client only gets value at  the end of the project . THE release
Better value first! With  Scrum , the Product Owner must  constantly  update and prioritize the Product Backlog by the items with  better value  for the client. Therefore, Scrum assures that  items of most value   get delivered first,  generating ROI  frequently for the client.
Better value first! ,[object Object],[object Object],[object Object],[object Object]
May changes come! Large and frequent  transformations  happen in times of crisis Changes in legislation and regulation Changes in business rules New business opportunities Important players leave the market Big losses and budget becomes scarce Mergers and aquisitions / government interventions
May changes come! How do traditional methodologies deal with  changes ? Change is undesirable! Change is risky! Change is expensive! Change must be negotiated! As almost all the planning is made at the beginning of the project,  there’s very little room for changes !
May changes come! How do traditional methodologies deal with  changes ? “ The  limited scope contract  will  protect  us! The client may want to change it all!” “ Every change must be negotiated with the client! Its  impact  must be quantified!” “ Every change must be  revised ,  approved ,  planned ,  documented  and  managed !”
May changes come! Change Management is a  source of stress  on projects that use non-agile methodologies. Stress on the  long-term relationship  with the client . Daily stress  on the project team.
May changes come! How  Scrum  deals with  change ? Scrum maintains that change is a  natural  part of the development process Agile manifesto:  “ respond to changes  over following a plan” Changes are  always reflected  in the Product Backlog
May changes come! How  Scrum  deals with  change ? Client’s new requests can be introduced on the product  by the following sprint ! Such quick response to change becomes a great  competitive advantage … ... making it possible to turn a crisis into an  opportunity !
Parcels or partners?  The client perceives the project as a big  black box , which content will be revealed solely by the end of the process. On a typical  waterfall  project, when is the client encouraged to participate? Requirement Analysis Specification / Architecture Implementation Maintenance Tests Acceptance Tests
Parcels or partners? Therefore, it's  unlikely  that what the client asked for in the beginning of the project  will fulfill  his needs in the end.
Parcels or partners? How  Scrum  deals with  communication ? The Product Owner is always  in touch with client  to identify his needs and update the Product Backlog. The client frequently gets  new versions … ...  and can give  feedback  more quickly to the team through the Product Owner .
Parcels or partners? How  Scrum  deals with  communication ? That way, the client feels  involved  with the whole process ... ... sharing   the responsibility over the project with the team ... ...   increasingly  trusting  the team and the process itself .
Parcels or partners? The  relationship  with the client ceases being  merely commercial  and instead fosters : Partnership Complicity Satisfaction Fidelity A  long-term relationship  is then developed with the client, which can often  overcome  strong periods of  crisis .
Parcels or partners? With  non-agile  methodologies, how is project  visibility  promoted to its stakeholders? Mainly through  documentation , which... ... takes a lot of work to be produced ... is not efficient   ...is hard to update ...ends up being dismissed Project Charter Prelminary Scope Statement Project Management Plan Package Diagram Progress Report Performance Reports Acceptance Report Project Closure Report Activity Diagrams Earned Value Analysis Lessons Learned Document Sequence Diagrams Component Diagram Collaboration Diagram State Diagrams Use Cases Diagram Change Requests Detailed Schedule
Parcels or partners? With  Scrum , project visibility is constantly promoted ! Daily meetings Taskboard Working in a collocated environment Client involvement Burndown charts Frequent releases Review meeting Retros- pective ...are some examples.
Parcels or partners? Keeping  communications   open  between the project’s  stakeholders  is the best way to assure that everyone knows what  needs to be done  and what’s  being done . That leads to an  increase of productivity , which is essential to surviving the  new reality .
What if the project gets suspended ? Requirement Analysis Specification / Architecture Implementation Tests Maintenance In a  non-agile  project, what will be delivered to the client if the project gets suspended... ...here? ...or here? ...or even here?
What if the project gets suspended ? A project with  Scrum  works differently... VALUE  is delivered in every iteration!
What if the project gets suspended ? A project with  Scrum  always produces an increment on the product which is  potentially deliverable  at the end of every sprint. As such, if the project gets suspended at any moment, the client may utilize what has been generated on previous sprints,  minimizing his risks . In a  non-agile  project,  chances are the client  won’t be getting any return  whatsoever on the investments made .
What if the project gets suspended ? On an  environment of uncertainties , minimizing the client’s  risks  becomes an important  competitive advantage .
What if members leave the team? With  waterfall , roles inside the projects are very well defined, with  high specialization . What happens in  waterfall  projects? If a member leaves the team,  no one will be able to do his job . Periods of crisis lead to high  turnover  rates. Teams frequently change. Therefore, the whole project’s success is  threatened !
What if members leave the team? The team is  cross-functional . Responsibility over delivery belongs to the whole team. And what happens in projects with  Scrum ? Although there is a natural specialization, people are  stimulated  to develop and utilize their  secondary abilities ... ... and, in general, will do their best to  compensate  for the lack of team members. So, even with changes, the team can  keep delivering .
Part IV Conclusions
Conclusions In this presentation, we showed that  Scrum is the best choice for projects,  specially  in turbulent times .
Conclusions We offered several arguments so that people can decide or influence others  to opt for Scrum in their organizations .
Conclusions Organizations which use  Scrum  are  closer to its clients ,  focused on results ,  more compact ,  objective  and  transparent .
Conclusions Therefore  these organizations will be  more prepared to the new world reality,  ahead of competition .
Part V Bibliography
Bibliography
Contact us http://scrumability.net Rafael Sabbagh [email_address] Marcos Garrido [email_address]

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Scrum e a Crise Mundial

  • 1. and the World Crisis Rafael Sabbagh Marcos Garrido Scrum Why Scrum is the best choice for projects in times of crisis v 2.0
  • 2.
  • 3. Part I World Crisis
  • 4. The world just faced a large crisis... U.S.-aided banks are offering less credit ADDICTED TO RISK
  • 5. ...and it’s still healing from it! Who believes that we’re safe for now? … and who believes that there’s more coming?
  • 6. World Crisis of the last 80 years 1929 Wall Street Crash 1944 WWII 1971 Oil 1973 2 nd Oil 1982 Mexican Debt 1994 Tequila Effect 1997 Asian Tigers 1998 Russian Financial 2000 Dot Com 2001 9/11 2002 Tango Effect 2007 Subprime ! 2010 China Credit Bubble More than 50% in the last 15 years! Come on! Another one?!
  • 7. We’ve got to be prepared!
  • 8.
  • 9. Part II How to survive?
  • 10. How to survive? The market demands that organizations change the way they work in order to survive turbulent times. A true PARADIGM SHIFT
  • 11.
  • 12.
  • 13. How to survive? What framework for project development focuses on all those issues ? Scrum
  • 14. How to survive? Scrum is the best choice for projects in times of crisis! Also, Scrum helps to protect organizations from crisis to come!
  • 15. Part III Why Scrum?
  • 16. Why Scrum? We’ll offer several arguments so that people can decide or influence others to opt for Scrum in their organizations .
  • 17. NO waste ! Non-agile methodologies defend that a big amount of documents must be generated so that a project may succeed Project Charter Preliminary Scope Statement Project Management Plan Change Requests Progress Report Performance Report Acceptance Report Project Closure Report Detailed Schedule Earned Value Analysis Lessons Learned Document Sequence Diagrams Components Diagram Collaboration Diagram State Diagrams Use Cases Diagram Packages Diagram Activities Diagram ...what else? Does the cost of production and maintenance of those documents pay? How many of those documents will be kept current ? How many will be really useful for the project development?
  • 18.
  • 19. NO waste ! In the current world scenario, is such waste of time and effort acceptable?
  • 20. NO waste ! After all, the objective of a project is the product - not the documentation! With Scrum, only the documentation strictly sufficient and necessary must be produced for the project That is, produce only what will be used.
  • 21. NO waste ! On Scrum, the Product Backlog must keep up with the client needs. And those change on the course of the project . Therefore, whatever is delivered has a better chance of actually being used by the client. The functionalities that’ll be implemented are the ones of most importance for the client before the beginning of every sprint.
  • 22. Better value first! With waterfall , the client only gets value at the end of the project . THE release
  • 23. Better value first! With Scrum , the Product Owner must constantly update and prioritize the Product Backlog by the items with better value for the client. Therefore, Scrum assures that items of most value get delivered first, generating ROI frequently for the client.
  • 24.
  • 25. May changes come! Large and frequent transformations happen in times of crisis Changes in legislation and regulation Changes in business rules New business opportunities Important players leave the market Big losses and budget becomes scarce Mergers and aquisitions / government interventions
  • 26. May changes come! How do traditional methodologies deal with changes ? Change is undesirable! Change is risky! Change is expensive! Change must be negotiated! As almost all the planning is made at the beginning of the project, there’s very little room for changes !
  • 27. May changes come! How do traditional methodologies deal with changes ? “ The limited scope contract will protect us! The client may want to change it all!” “ Every change must be negotiated with the client! Its impact must be quantified!” “ Every change must be revised , approved , planned , documented and managed !”
  • 28. May changes come! Change Management is a source of stress on projects that use non-agile methodologies. Stress on the long-term relationship with the client . Daily stress on the project team.
  • 29. May changes come! How Scrum deals with change ? Scrum maintains that change is a natural part of the development process Agile manifesto: “ respond to changes over following a plan” Changes are always reflected in the Product Backlog
  • 30. May changes come! How Scrum deals with change ? Client’s new requests can be introduced on the product by the following sprint ! Such quick response to change becomes a great competitive advantage … ... making it possible to turn a crisis into an opportunity !
  • 31. Parcels or partners? The client perceives the project as a big black box , which content will be revealed solely by the end of the process. On a typical waterfall project, when is the client encouraged to participate? Requirement Analysis Specification / Architecture Implementation Maintenance Tests Acceptance Tests
  • 32. Parcels or partners? Therefore, it's unlikely that what the client asked for in the beginning of the project will fulfill his needs in the end.
  • 33. Parcels or partners? How Scrum deals with communication ? The Product Owner is always in touch with client to identify his needs and update the Product Backlog. The client frequently gets new versions … ... and can give feedback more quickly to the team through the Product Owner .
  • 34. Parcels or partners? How Scrum deals with communication ? That way, the client feels involved with the whole process ... ... sharing the responsibility over the project with the team ... ... increasingly trusting the team and the process itself .
  • 35. Parcels or partners? The relationship with the client ceases being merely commercial and instead fosters : Partnership Complicity Satisfaction Fidelity A long-term relationship is then developed with the client, which can often overcome strong periods of crisis .
  • 36. Parcels or partners? With non-agile methodologies, how is project visibility promoted to its stakeholders? Mainly through documentation , which... ... takes a lot of work to be produced ... is not efficient ...is hard to update ...ends up being dismissed Project Charter Prelminary Scope Statement Project Management Plan Package Diagram Progress Report Performance Reports Acceptance Report Project Closure Report Activity Diagrams Earned Value Analysis Lessons Learned Document Sequence Diagrams Component Diagram Collaboration Diagram State Diagrams Use Cases Diagram Change Requests Detailed Schedule
  • 37. Parcels or partners? With Scrum , project visibility is constantly promoted ! Daily meetings Taskboard Working in a collocated environment Client involvement Burndown charts Frequent releases Review meeting Retros- pective ...are some examples.
  • 38. Parcels or partners? Keeping communications open between the project’s stakeholders is the best way to assure that everyone knows what needs to be done and what’s being done . That leads to an increase of productivity , which is essential to surviving the new reality .
  • 39. What if the project gets suspended ? Requirement Analysis Specification / Architecture Implementation Tests Maintenance In a non-agile project, what will be delivered to the client if the project gets suspended... ...here? ...or here? ...or even here?
  • 40. What if the project gets suspended ? A project with Scrum works differently... VALUE is delivered in every iteration!
  • 41. What if the project gets suspended ? A project with Scrum always produces an increment on the product which is potentially deliverable at the end of every sprint. As such, if the project gets suspended at any moment, the client may utilize what has been generated on previous sprints, minimizing his risks . In a non-agile project, chances are the client won’t be getting any return whatsoever on the investments made .
  • 42. What if the project gets suspended ? On an environment of uncertainties , minimizing the client’s risks becomes an important competitive advantage .
  • 43. What if members leave the team? With waterfall , roles inside the projects are very well defined, with high specialization . What happens in waterfall projects? If a member leaves the team, no one will be able to do his job . Periods of crisis lead to high turnover rates. Teams frequently change. Therefore, the whole project’s success is threatened !
  • 44. What if members leave the team? The team is cross-functional . Responsibility over delivery belongs to the whole team. And what happens in projects with Scrum ? Although there is a natural specialization, people are stimulated to develop and utilize their secondary abilities ... ... and, in general, will do their best to compensate for the lack of team members. So, even with changes, the team can keep delivering .
  • 46. Conclusions In this presentation, we showed that Scrum is the best choice for projects, specially in turbulent times .
  • 47. Conclusions We offered several arguments so that people can decide or influence others to opt for Scrum in their organizations .
  • 48. Conclusions Organizations which use Scrum are closer to its clients , focused on results , more compact , objective and transparent .
  • 49. Conclusions Therefore these organizations will be more prepared to the new world reality, ahead of competition .
  • 52. Contact us http://scrumability.net Rafael Sabbagh [email_address] Marcos Garrido [email_address]