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About Me Kane Mar Scrum
Trainer and Coach http://Scrumology.com Boost New Media http://Boost.co.nz info@Boost.co.nz
What is Scrum? • Scrum
is a framework for iterative, incremental development. • Three roles: Product Owner, ScrumMaster and the Team. • Four meetings: Sprint Planning meeting, Daily Scrum, Sprint Review and Retrospective
Scrum is ‘Hard and Disruptive’
“Change is extremely difﬁcult and fraught with conﬂict, and may take many years of sustained effort. Turnover of staff and management can be expected.
Scrum is Systemic Change “When
the ﬁve shifts are undertaken simultaneously, as systemic change, the result is sustainable change that is markedly productive for the organization, more congenial to innovation, and more satisfying both for those doing the work and those for whom the work is done. • Ref: http://www.forbes.com/sites/stevedenning/ 2011/05/12/reinventing-management-requires-systemic- change/
So why would you want
to do it? “An enterprise can use Scrum as a tool to become the best product development and management organization in its market. Scrum will highlight every deﬁciency and impediment that the enterprise has so the enterprise can ﬁx them and change into such an organization.
Top Down • Scrum adoption
is introduced and lead by Senior management ... • Who decide that they want software to be quicker, faster and cheaper • They decide the way to do this is by adopting Agile software development
Top Down • This is
done without understanding the implications of Scrum, and without understanding how this changes: • How people work • How people collaborate • Impact to other business partners
Bottom Up • Scrum adoption
is introduced and lead but the people who do the work ... • Who decide that they want better quality products, delivered at a sustainable pace • They decide the way to do this is by adopting Agile software development
Bottom Up • This is
done without understanding the implications of Scrum, and without understanding how this changes: • Middle and Senior management perceptions • Change to the roles, responsibilities expected of management • Impact on other business partners
Kane’s secret formula 1. Top
Down and Bottom Up both at the same time 2. Start small and plan for a growing number of Scrum projects 3. Target failed or at risk projects ... 4. With contained ﬁnancial and political risk
Questions? • I have some
questions for you! • How far up (or down) the organization is Scrum supported within your organization? • Does your management see problems as a learning opportunity? • Is your organization open to changing it’s culture?