HABLANDO EN
      SCRUM
Sergio Acosta - Junio 2009

                             1
POR QUÉ
      SCRUM
         NO FUNCIONA

Sergio Acosta - Junio 2009

                             1
QUÉ ES SCRUM?
 (TODOS EN EL “MISMO CANAL”)




                               2
1986


       TAKEUCHI




       NONAKA

                  3
4
4
NUEVO PARADIGMA




                  5
NUEVO PARADIGMA




                  5
NUEVO PARADIGMA




                  5
CARACTERISTICAS


Built-in instability

Self-organizing teams

Overlapping phases

“multilearning”

Subtle control

Organi...
1993




       7
AT&T: SORPRENDIDOS


1 Millón LOC

31 Meses

8 Personas

Retando A Excel Y
Lotus 1-2-3




                       8
PRODUCTIVITY INDEX




                     9
AT&T: FINDINGS

Mejor comunicación que el 98% de los procesos

Excelencia e integridad de las personas

Multi-disciplinari...
LEAN MANUFACTURING




   The Toyota Production System


                                  11
IRON TRIANGLE

            ÁREA = IMPORTANCIA



     FEATURES


  COST      TIME




                                 12
IRON TRIANGLE


                        “más funcionalidad”

                 FEATURES
“más barato”

               COST
 ...
IRON TRIANGLE


                               “más funcionalidad”


                    FEATURES
“más caro”

            ...
REAL IRON TRIANGLE




          FEATURES

          QUALITY

   COST              TIME




                            15
REAL IRON TRIANGLE




          FEATURES

               QUALITY




   COST                  TIME

   “es que todo es pr...
REAL IRON TRIANGLE


                     !! *




                            17
REAL IRON TRIANGLE


                                    !! *




* BULLSHIT!!


                                         ...
18
“THE TOYOTA WAY”

1. We place the highest value on actual implementation and
   taking action.

2. There are many things o...
LA VARIABLE FALTANTE




           FEATURES

             QUALITY




    COST               TIME




                   ...
LA VARIABLE FALTANTE



WASTE
               FEATURES
                                  WASTE
                 QUALITY



...
FEATURES
   QUALITY

COST      TIME

                 21
PRINCIPIOS




             22
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste




                                                   ...
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects...
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects...
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects...
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects...
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects...
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects...
WASTE REDUCTION
       MENTALLITY

Mura: Just-In-Time: supplying the production process
with the right part, at the right ...
24
KAI


ZEN

      24
KAI   CAMBIAR PARA
        CORREGIR




ZEN     CAMINO



                     24
1995

SCRUM
SOFTWARE
DEVELOPMENT
PROCESS

OOPSLA´95

              Jeff Sutherland   Ken Schwaber


                      ...
Reglas del juego




                   26
Personas
•   Scrum Team (pigs)

    •   Product Owner

    •   Scrum Master

    •   Development Team



•   Team Communit...
Time Boxes (proceso)
• Sprint (4 semanas)



           Release                     Release
  Sprint   Sprint    Sprint   ...
Time Boxes (proceso)
• Sprint (4 semanas)


                              Sprint
                      Daily Scrum

    Sp...
Time Boxes (proceso)
• Sprint (4 semanas)
• Sprint Planning
  (4 + 4 horas)


                              Sprint
       ...
Time Boxes (proceso)
• Sprint (4 semanas)
• Sprint Planning
    (4 + 4 horas)
•   Daily Scrum
    (15 minutos)
           ...
Time Boxes (proceso)
• Sprint (4 semanas) • Product Review
• Sprint Planning      (4 horas)
    (4 + 4 horas)
•   Daily Sc...
Time Boxes (proceso)
• Sprint (4 semanas) • Product Review
• Sprint Planning      (4 horas)
  (4 + 4 horas)      • Sprint ...
Entregables




              29
Entregables


• Potentially Shippable Product Increment
  (cada sprint)




                                            29
Entregables


• Potentially Shippable Product Increment
  (cada sprint)
• Completo (ej. manuales, capacitación)


        ...
Herramientas




               30
Herramientas
• Product Backlog




                      30
Herramientas
• Product Backlog
• Sprint Backlog




                      30
Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”



                        30
Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”



                        30
Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”

• Release Plan

                        30
Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”

• Release Plan
• Impediment Backlog
               ...
Métricas


• Burndown
• Velocity


                        31
SCRUM SI FUNCIONA




                    32
33
SOURCE: JEFF SUTHERLAND, “THE ROOTS OF SCRUM”




                                                34
35
36
37
¿POR QUÉ
SCRUM NO
FUNCIONA?
(CUANDO NO FUNCIONA)




                       38
EL ENEMIGO



De los primeros “Management
consultants”

“Scientific Management” (1911)

Progressive Era: Edison,
Ford, ...H...
PRINCIPIO 1


“Replace rule-of-
thumb work
methods with
methods based on a
scientific study of
the tasks.”



             ...
PRINCIPIO 2


“Scientifically
select, train, and
develop each
employee rather
than passively
leaving them to
train themselv...
PRINCIPIO 3


“Provide detailed
instruction and
supervision of each
worker in the
performance of that
worker's discrete
ta...
PRINCIPIO 4


“Divide work nearly
equally between
managers and workers,
so that the managers
apply scientific
management pr...
TAYLORISM

“The science of handling
pig-iron is so great that the
man who is physically able
to handle pig-iron and is
suf...
TAYLORISM

“It is only through enforced
standardization of methods,
enforced adoption of the best
implements and working
c...
YA NO ESTAMOS EN
LA ERA INDUSTRIAL




                    46
“EL QUE SABE”    “LOS QUE EJECUTAN INSTRUCCIONES”




        DISEÑO   PRODUCCIÓN


                                      ...
“EL QUE SABE”    “LOS QUE EJECUTAN INSTRUCCIONES”




        DISEÑO   PRODUCCIÓN


                                      ...
49
SCRUM




        49
“LOS QUE SABEN”   “LOS QUE EJECUTAN INSTRUCCIONES”




         DISEÑO                 PRODUCCIÓN


                      ...
RELACIÓN CAUSA-EFECTO

       Complex           Complicated
    C-E: COHERENTE
                        C-E: ENTENDIBLE
  E...
RELACIÓN CAUSA-EFECTO
AQUI ESTA UD.

                     Complex           Complicated
                  C-E: COHERENTE
 ...
RELACIÓN CAUSA-EFECTO
AQUI ESTA UD.

                     Complex                   Complicated
                  C-E: COH...
CULTURAS


The Reengineering
alternative (1999)

Las organizaciones son
organismos vivos

Cada organización tiene una
cult...
CULTURAS




           53
CULTURAS



SCRUM




           53
CULTURAS

        AQUI ESTA UD.


SCRUM




                        53
SCRUM AND
MANAGERS




            54
HIERARCHICAL LEADERSHIP




      ORGANIZACIÓN




                          55
HIERARCHICAL LEADERSHIP

          CEO




      ORGANIZACIÓN




                          55
HIERARCHICAL LEADERSHIP

          CEO




      ORGANIZACIÓN   LOS QUE PRODUCEN




                                     ...
HIERARCHICAL LEADERSHIP

                                CEO
EL QUE MANDA A LOS QUE MANDAN




                        ORG...
SERVANT LEADERSHIP




                     56
SERVANT LEADERSHIP




                     56
SERVANT LEADERSHIP




       CEO

                     56
SERVANT LEADERSHIP



                LOS QUE PRODUCEN




       CEO

                                   56
SERVANT LEADERSHIP



                                      LOS QUE PRODUCEN




EL QUE SIRVE A LOS QUE SIRVEN

          ...
CÓMO HACER QUE
SCRUM     FUNCIONE

 (GUÍAS DE ADOPCIÓN)



                       57
TO BE OR NOT TO BE (AGILE)

                   SI
     ¿NECESITO?         ¿QUIERO?


                                   SI...
¿ NECESITO ?

Waterfall no siempre es inadecuado




                                     59
SPACE SHUTTLE

“If the software isn't perfect, some of the people we go to meetings with
might die”

Cada línea de código ...
¿ QUIERO ? (DIFICULTADES)
¿ Te interesa entregar valor ?
           Práctica                 Contracultura
  Poder implica...
PREDICCIÓN

Sólo el 30% de las
organizaciones van a ser
exitosas en adoptar
Scrum/Agil

El resto se va a ver
obligado a pe...
PASOS PARA ADOPTAR
       SCRUM




                     63
PASOS PARA ADOPTAR
       SCRUM

          MUAHAHAHA!!




                        63
Release                                    Release
Sprint       Sprint             Sprint        Sprint             Sprint...
RECOMENDACIONES




                  65
http://www.infoq.com/presentations/Fail-Scrum-Henrik-Kniberg


                                                           ...
http://www.infoq.com/presentations/10-tips-for-agile-transitions


                                                       ...
http://www.infoq.com/presentations/Agile-Transitioning-Mike-Cohn


                                                       ...
CONCLUSIONES




               69
SCRUM NO HACE NADA




                     70
SCRUM NO HACE NADA

 SOLO HACE EVIDENTES LAS
  DISFUNCIONALIDADES



                           70
GRACIAS




          71
COMUNIDAD


http://comunidadscrum.wordpress.com/

http://groups.google.com/group/comunidad-scrum-mexico

twitter: @comunid...
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Por Que Scrum No Funciona

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Por Que Scrum No Funciona

  1. 1. HABLANDO EN SCRUM Sergio Acosta - Junio 2009 1
  2. 2. POR QUÉ SCRUM NO FUNCIONA Sergio Acosta - Junio 2009 1
  3. 3. QUÉ ES SCRUM? (TODOS EN EL “MISMO CANAL”) 2
  4. 4. 1986 TAKEUCHI NONAKA 3
  5. 5. 4
  6. 6. 4
  7. 7. NUEVO PARADIGMA 5
  8. 8. NUEVO PARADIGMA 5
  9. 9. NUEVO PARADIGMA 5
  10. 10. CARACTERISTICAS Built-in instability Self-organizing teams Overlapping phases “multilearning” Subtle control Organizational transfer of learning 6
  11. 11. 1993 7
  12. 12. AT&T: SORPRENDIDOS 1 Millón LOC 31 Meses 8 Personas Retando A Excel Y Lotus 1-2-3 8
  13. 13. PRODUCTIVITY INDEX 9
  14. 14. AT&T: FINDINGS Mejor comunicación que el 98% de los procesos Excelencia e integridad de las personas Multi-disciplinarios, pero especializados Prototipado intensivo Juntas de diseño constantes Introspección constante acerca del proceso QA es una actividad central del desarrollo 10
  15. 15. LEAN MANUFACTURING The Toyota Production System 11
  16. 16. IRON TRIANGLE ÁREA = IMPORTANCIA FEATURES COST TIME 12
  17. 17. IRON TRIANGLE “más funcionalidad” FEATURES “más barato” COST TIME “más tiempo” 13
  18. 18. IRON TRIANGLE “más funcionalidad” FEATURES “más caro” TIME COST “menos tiempo” 14
  19. 19. REAL IRON TRIANGLE FEATURES QUALITY COST TIME 15
  20. 20. REAL IRON TRIANGLE FEATURES QUALITY COST TIME “es que todo es prioridad uno” 16
  21. 21. REAL IRON TRIANGLE !! * 17
  22. 22. REAL IRON TRIANGLE !! * * BULLSHIT!! 17
  23. 23. 18
  24. 24. “THE TOYOTA WAY” 1. We place the highest value on actual implementation and taking action. 2. There are many things one doesn’t understand therefore, we ask them why you don’t just go ahead and take action? 3. You realize how little you know and you face your own failures and redo it again and at the second trial you realize another mistake ... so you can redo it once again. 4. So by constant improvement ... one can rise to the higher level of practice and knowledge. 19
  25. 25. LA VARIABLE FALTANTE FEATURES QUALITY COST TIME 20
  26. 26. LA VARIABLE FALTANTE WASTE FEATURES WASTE QUALITY COST TIME 20
  27. 27. FEATURES QUALITY COST TIME 21
  28. 28. PRINCIPIOS 22
  29. 29. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 22
  30. 30. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 22
  31. 31. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 3. Create Knowledge vs Predictions create predictability 22
  32. 32. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 3. Create Knowledge vs Predictions create predictability 4. Defer Commitment vs Planning is commitment 22
  33. 33. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 3. Create Knowledge vs Predictions create predictability 4. Defer Commitment vs Planning is commitment 5. Deliver Fast vs Haste makes waste 22
  34. 34. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 3. Create Knowledge vs Predictions create predictability 4. Defer Commitment vs Planning is commitment 5. Deliver Fast vs Haste makes waste 6. Respect People vs here is One Best Way 22
  35. 35. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 3. Create Knowledge vs Predictions create predictability 4. Defer Commitment vs Planning is commitment 5. Deliver Fast vs Haste makes waste 6. Respect People vs here is One Best Way 7. Optimize the Whole vs Optimize by decomposition 22
  36. 36. WASTE REDUCTION MENTALLITY Mura: Just-In-Time: supplying the production process with the right part, at the right time, in the right amount, and first-in, first out component flow Muri: unreasonable work that management imposes on workers and machines because of poor organization Muda: rework, overproduction, transportation, inventory, motion, danger, breakdown, ... 23
  37. 37. 24
  38. 38. KAI ZEN 24
  39. 39. KAI CAMBIAR PARA CORREGIR ZEN CAMINO 24
  40. 40. 1995 SCRUM SOFTWARE DEVELOPMENT PROCESS OOPSLA´95 Jeff Sutherland Ken Schwaber 25
  41. 41. Reglas del juego 26
  42. 42. Personas • Scrum Team (pigs) • Product Owner • Scrum Master • Development Team • Team Community (chickens) • Todos los demás 27
  43. 43. Time Boxes (proceso) • Sprint (4 semanas) Release Release Sprint Sprint Sprint Sprint Sprint 28
  44. 44. Time Boxes (proceso) • Sprint (4 semanas) Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 28
  45. 45. Time Boxes (proceso) • Sprint (4 semanas) • Sprint Planning (4 + 4 horas) Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 28
  46. 46. Time Boxes (proceso) • Sprint (4 semanas) • Sprint Planning (4 + 4 horas) • Daily Scrum (15 minutos) Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 28
  47. 47. Time Boxes (proceso) • Sprint (4 semanas) • Product Review • Sprint Planning (4 horas) (4 + 4 horas) • Daily Scrum (15 minutos) Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 28
  48. 48. Time Boxes (proceso) • Sprint (4 semanas) • Product Review • Sprint Planning (4 horas) (4 + 4 horas) • Sprint Retrospective • Daily Scrum (4 horas) (15 minutos) Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 28
  49. 49. Entregables 29
  50. 50. Entregables • Potentially Shippable Product Increment (cada sprint) 29
  51. 51. Entregables • Potentially Shippable Product Increment (cada sprint) • Completo (ej. manuales, capacitación) 29
  52. 52. Herramientas 30
  53. 53. Herramientas • Product Backlog 30
  54. 54. Herramientas • Product Backlog • Sprint Backlog 30
  55. 55. Herramientas • Product Backlog • Sprint Backlog • Definition of “Done” 30
  56. 56. Herramientas • Product Backlog • Sprint Backlog • Definition of “Done” 30
  57. 57. Herramientas • Product Backlog • Sprint Backlog • Definition of “Done” • Release Plan 30
  58. 58. Herramientas • Product Backlog • Sprint Backlog • Definition of “Done” • Release Plan • Impediment Backlog 30
  59. 59. Métricas • Burndown • Velocity 31
  60. 60. SCRUM SI FUNCIONA 32
  61. 61. 33
  62. 62. SOURCE: JEFF SUTHERLAND, “THE ROOTS OF SCRUM” 34
  63. 63. 35
  64. 64. 36
  65. 65. 37
  66. 66. ¿POR QUÉ SCRUM NO FUNCIONA? (CUANDO NO FUNCIONA) 38
  67. 67. EL ENEMIGO De los primeros “Management consultants” “Scientific Management” (1911) Progressive Era: Edison, Ford, ...Hitler☺ Frederick Taylor (1856 - 1915) 39
  68. 68. PRINCIPIO 1 “Replace rule-of- thumb work methods with methods based on a scientific study of the tasks.” 40
  69. 69. PRINCIPIO 2 “Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.” 41
  70. 70. PRINCIPIO 3 “Provide detailed instruction and supervision of each worker in the performance of that worker's discrete task” 42
  71. 71. PRINCIPIO 4 “Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.” 43
  72. 72. TAYLORISM “The science of handling pig-iron is so great that the man who is physically able to handle pig-iron and is sufficiently phlegmatic and stupid to choose this for his occupation is rarely able to comprehend the science of handling pig- iron.” 44
  73. 73. TAYLORISM “It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone.” 45
  74. 74. YA NO ESTAMOS EN LA ERA INDUSTRIAL 46
  75. 75. “EL QUE SABE” “LOS QUE EJECUTAN INSTRUCCIONES” DISEÑO PRODUCCIÓN 47
  76. 76. “EL QUE SABE” “LOS QUE EJECUTAN INSTRUCCIONES” DISEÑO PRODUCCIÓN 48
  77. 77. 49
  78. 78. SCRUM 49
  79. 79. “LOS QUE SABEN” “LOS QUE EJECUTAN INSTRUCCIONES” DISEÑO PRODUCCIÓN 50
  80. 80. RELACIÓN CAUSA-EFECTO Complex Complicated C-E: COHERENTE C-E: ENTENDIBLE EN RETROSPECTIVA Chaos Simple C-E: NO DISCERNIBLE C-E: ENTENDIDA 51
  81. 81. RELACIÓN CAUSA-EFECTO AQUI ESTA UD. Complex Complicated C-E: COHERENTE C-E: ENTENDIBLE EN RETROSPECTIVA Chaos Simple C-E: NO DISCERNIBLE C-E: ENTENDIDA 51
  82. 82. RELACIÓN CAUSA-EFECTO AQUI ESTA UD. Complex Complicated C-E: COHERENTE C-E: ENTENDIBLE EN RETROSPECTIVA Chaos Simple C-E: NO DISCERNIBLE C-E: ENTENDIDA AQUI ESTA TU PROJECT MANAGER 51
  83. 83. CULTURAS The Reengineering alternative (1999) Las organizaciones son organismos vivos Cada organización tiene una cultura particular William Schneider, Ph.D. 52
  84. 84. CULTURAS 53
  85. 85. CULTURAS SCRUM 53
  86. 86. CULTURAS AQUI ESTA UD. SCRUM 53
  87. 87. SCRUM AND MANAGERS 54
  88. 88. HIERARCHICAL LEADERSHIP ORGANIZACIÓN 55
  89. 89. HIERARCHICAL LEADERSHIP CEO ORGANIZACIÓN 55
  90. 90. HIERARCHICAL LEADERSHIP CEO ORGANIZACIÓN LOS QUE PRODUCEN 55
  91. 91. HIERARCHICAL LEADERSHIP CEO EL QUE MANDA A LOS QUE MANDAN ORGANIZACIÓN LOS QUE PRODUCEN 55
  92. 92. SERVANT LEADERSHIP 56
  93. 93. SERVANT LEADERSHIP 56
  94. 94. SERVANT LEADERSHIP CEO 56
  95. 95. SERVANT LEADERSHIP LOS QUE PRODUCEN CEO 56
  96. 96. SERVANT LEADERSHIP LOS QUE PRODUCEN EL QUE SIRVE A LOS QUE SIRVEN CEO 56
  97. 97. CÓMO HACER QUE SCRUM FUNCIONE (GUÍAS DE ADOPCIÓN) 57
  98. 98. TO BE OR NOT TO BE (AGILE) SI ¿NECESITO? ¿QUIERO? SI NO NO S OLVIDALO ADELANTE! 58
  99. 99. ¿ NECESITO ? Waterfall no siempre es inadecuado 59
  100. 100. SPACE SHUTTLE “If the software isn't perfect, some of the people we go to meetings with might die” Cada línea de código diseñada, verificada, antes de ser escrita Especificación funcional: 40,000 páginas 1 bug x cada 420,000 LOC 17 bugs en las últimas 11 versiones “People ask, doesn't this process stifle creativity? The answer is, yes, that is precisely the point.” 60
  101. 101. ¿ QUIERO ? (DIFICULTADES) ¿ Te interesa entregar valor ? Práctica Contracultura Poder implica responsabilidad Luchar por cambiar el status-quo Disciplina total Fricción con otras Colaboración, personas y áreas Transparencia, Confianza, Iniciativa, Retrospectiva, Volver a aprender Aceptar errores, Coraje, muchas cosas Trabajo duro. 61
  102. 102. PREDICCIÓN Sólo el 30% de las organizaciones van a ser exitosas en adoptar Scrum/Agil El resto se va a ver obligado a permanecer competitivas con Outsorcing/Offshoring Con el riesgo que esto implica en la calidad Ken Schwaber 62
  103. 103. PASOS PARA ADOPTAR SCRUM 63
  104. 104. PASOS PARA ADOPTAR SCRUM MUAHAHAHA!! 63
  105. 105. Release Release Sprint Sprint Sprint Sprint Sprint Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 64
  106. 106. RECOMENDACIONES 65
  107. 107. http://www.infoq.com/presentations/Fail-Scrum-Henrik-Kniberg 66
  108. 108. http://www.infoq.com/presentations/10-tips-for-agile-transitions 67
  109. 109. http://www.infoq.com/presentations/Agile-Transitioning-Mike-Cohn 68
  110. 110. CONCLUSIONES 69
  111. 111. SCRUM NO HACE NADA 70
  112. 112. SCRUM NO HACE NADA SOLO HACE EVIDENTES LAS DISFUNCIONALIDADES 70
  113. 113. GRACIAS 71
  114. 114. COMUNIDAD http://comunidadscrum.wordpress.com/ http://groups.google.com/group/comunidad-scrum-mexico twitter: @comunidadscrum sergio.acosta@gmail.com twitter: @scasware 72

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