SlideShare a Scribd company logo
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
File	
  1	
  
Beyond	
  Scrum	
  
	
  
	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Get Started!
•  Stand up!
•  Speak with three people from outside your region.
Discuss:
•  What characteristics define French people?
•  How are people from your region different from their neighbors?
•  What aspects of Scrum and Agile seem strange or alien to you?
•  What problems do you have/foresee doing Scrum & Agile?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
I help my customers thrive in the 21st century
@peterstev	
  
peter@sierra-­‐charlie.com	
  
scrum-­‐breakfast.com	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Scrum doesn’t work <here>!
or will it?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
•  What are values?
•  What are French Values?
•  What are Agile Values and Principles
•  Applying the Agile Manifesto to other parts of the
company
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
What are values?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Values are a guide to making decisions
Because we believe in
<some value> [over <some-other-value>]
we will take
<some course of action>
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Examples
•  Because our company believes in maximizing share
holder value, we will fire rather than retrain employees
•  Because we value cost-efficiency over customer delight,
we do not respond generously to customer complaints.
•  Because I believe in transparency, I will tell the whole
truth about the state of my tasks
•  Because I believe in focus, I will only work on one story
at a time
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
What does it mean to be
French?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
What does it mean to be French?
•  As a Frenchman/Frenchwoman,
•  Because I believe in _____,
•  I would do _____
•  instead of ______
•  Work in pairs
•  Create 3 to 5 examples on post its and put on the board
•  We will share examples
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
What are
Agile and Scrum values?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
We are looking for better ways to develop software…
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Less important != unimportant
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
Important	
  
More	
  Important	
  
The	
  Agile	
  Manifesto	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Inspect and Adapt Everything is
Time-Boxed
The Team Solves the
Whole Problem
Key Elements of Scrum Limit Complexity
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Earning	
  
Value	
  
Scrum creates opportunities to inspect and adapt
max	
  30	
  Days	
  
Done	
  
PotenIally	
  
Shippable	
  
Product	
  RetrospecIve	
  
Review	
  
Planning	
  1	
  
Daily	
  Scrum	
  
Product	
  Backlog	
  
Planning	
  2	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Applying Agile Values in
Your Context
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Values provide guidance
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We	
  are	
  looking	
  for	
  beOer	
  ways	
  	
  
to	
  develop	
  soPware…”	
  
Important	
  More	
  Important	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Values provide guidance
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We	
  are	
  looking	
  for	
  beOer	
  ways	
  	
  
to	
  develop	
  soPware…”	
  
Important	
  More	
  Important	
  
	
  	
  
later	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Values provide guidance
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We	
  are	
  looking	
  for	
  beOer	
  ways	
  	
  
to	
  develop	
  soPware…”	
  
Important	
  More	
  Important	
  
even	
  
later	
  
later	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 1 – Agree to get better
“We	
  are	
  looking	
  for	
  beOer	
  ways	
  	
  
to	
  develop	
  soPware…”	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 1 – Agree to get better
“We	
  are	
  looking	
  for	
  beOer	
  ways	
  	
  
to	
  develop	
  soPware…”	
  
Hint:	
  
get	
  permission	
  to	
  improve	
  
get	
  permission	
  to	
  change	
  every	
  week	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 2 – Identify your customer visible value
What is the customer visible value
of the HR Department?
“We	
  are	
  looking	
  for	
  beOer	
  ways	
  	
  
to	
  create	
  customer	
  visible	
  value	
  …”	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Want context do you want to make more agile?
•  Pick a department or function
•  What is its primary customer visible value?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 3 – make small changes to the Agile Manifesto
to match your context
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We	
  are	
  looking	
  for	
  beOer	
  ways	
  	
  
to	
  develop	
  soPware…”	
  
Important	
  More	
  Important	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 3 – make small changes to the Agile Manifesto
to match your context
People and Interactions Tools and Processes
Customer Visible Value Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
Important	
  More	
  Important	
  
“We	
  are	
  looking	
  for	
  beOer	
  ways	
  	
  
to	
  create	
  customer	
  visible	
  value	
  …”	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Create your XXX manifesto!
•  We are looking for better ways to do…
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
We are looking for better ways to manage a company…
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
We are looking for better ways to manage a company…
Agile	
  Enterprise	
  Management	
  
guiding	
  organizaIons	
  
great	
  organizaIons	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 4 – Do the same for the Agile Principles
1.  Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.
2.  Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
3.  Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
4.  Business people and developers must work
together daily throughout the project.
5.  Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
6.  The most efficient and effective method of
conveying information to and within a
development team is face-to-face conversation.
7.  Working software is the primary measure of
progress.
8.  Agile processes promote sustainable
development.
9.  The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.
10.  Continuous attention to technical excellence
and good design enhances agility.
11.  Simplicity--the art of maximizing the amount of
work not done--is essential.
12.  The best architectures, requirements, and
designs emerge from self-organizing teams.
13.  At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts
its behavior accordingly.
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 4 – Create your Agile Principles
1.  Our highest priority is to satisfy the customer
through early and continuous delivery of
customer visible value.
2.  Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
3.  Deliver customer visible value frequently,
from a couple of weeks to a couple of months,
with a preference to the shorter timescale.
4.  Business people and our staff must work
together daily throughout the project.
5.  Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
6.  The most efficient and effective method of
conveying information is face-to-face
conversation.
7.  Delivered customer visible value is the
primary measure of progress.
8.  Agile processes promote sustainable delivery
of customer visible value .
9.  The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.
10.  Continuous attention to technical excellence
and good design enhances agility.
11.  Simplicity--the art of maximizing the amount of
work not done--is essential.
12.  The best architectures, requirements, and
designs emerge from self-organizing teams.
13.  At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts
its behavior accordingly.
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 5 – Evaluate Decisions, Policies and Practices
in light of these values
•  What	
  was	
  the	
  decision?	
  
•  What	
  did	
  it	
  value?	
  
•  If	
  you	
  had	
  valued	
  
something	
  on	
  the	
  leP	
  
more,	
  how	
  would	
  you	
  
have	
  decided?	
  
•  What	
  impact	
  would	
  
that	
  have	
  had	
  for	
  your	
  
company,	
  staff	
  or	
  
customers?	
  
•  Adjust	
  your	
  values	
  
appropriately!	
  
People and Interactions Tools and Processes
Customer Visible Value Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
Important	
  More	
  Important	
  
“We	
  are	
  looking	
  for	
  beOer	
  ways	
  	
  
to	
  create	
  customer	
  visible	
  value	
  …”	
  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Identify recent decisions or policies that may be in conflict
with your Agile Manifesto
•  What was the decision?
•  What did it value?
•  If you had valued something on the left more, how would
you have decided?
•  What impact would that have had for your company, staff
or customers?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 6 – Identify improvement potential based on your Agile Principles
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Identify improvement potential
Go through your Agile Principles, and identify concrete
improvement potential that you might apply next week.
Write each idea on a post-it, identified by the principle
implements.
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Consolidate and Prioritizes
You now have a product backlog
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
“Done”
Now is the time to consider using
Scrum to manage the change process

More Related Content

What's hot

This one weird trick will fix all your Agile problems
This one weird trick will fix all your Agile problemsThis one weird trick will fix all your Agile problems
This one weird trick will fix all your Agile problems
Anthony Marter
 
Erasing the Artificial Boundaries between “IT” and “The Business” by Bob Fisc...
Erasing the Artificial Boundaries between “IT” and “The Business” by Bob Fisc...Erasing the Artificial Boundaries between “IT” and “The Business” by Bob Fisc...
Erasing the Artificial Boundaries between “IT” and “The Business” by Bob Fisc...
agilemaine
 
Increasing Business Impact - Focusing on value delivery
Increasing Business Impact - Focusing on value deliveryIncreasing Business Impact - Focusing on value delivery
Increasing Business Impact - Focusing on value delivery
Narek Alaverdyan
 
DevOps: The art of making better software
DevOps: The art of making better softwareDevOps: The art of making better software
DevOps: The art of making better software
Paul Peissner
 
Creating Value and Flow in Product Development
Creating Value and Flow in Product DevelopmentCreating Value and Flow in Product Development
Creating Value and Flow in Product Development
Amplitude
 
Sullivan cuff case study
Sullivan cuff case studySullivan cuff case study
Sullivan cuff case study
AgileOnTheBeach
 
Impediments: Silent killer of agile teams
Impediments: Silent killer of agile teamsImpediments: Silent killer of agile teams
Impediments: Silent killer of agile teams
Pooja Wandile
 
Case Against Scaling (Tre Goes Agile presentation, Dec 14 2013)
Case Against Scaling (Tre Goes Agile presentation, Dec 14 2013)Case Against Scaling (Tre Goes Agile presentation, Dec 14 2013)
Case Against Scaling (Tre Goes Agile presentation, Dec 14 2013)
samililja
 
The Foundations of Business Agility
The Foundations of Business AgilityThe Foundations of Business Agility
The Foundations of Business Agility
shastie
 
Deliver double the value in half the time
Deliver double the value in half the timeDeliver double the value in half the time
Deliver double the value in half the time
David Hawks
 
Overcome the 6 Traps of Agile
Overcome the 6 Traps of AgileOvercome the 6 Traps of Agile
Overcome the 6 Traps of Agile
David Hawks
 
The Perfect Product Owner
The Perfect Product OwnerThe Perfect Product Owner
The Perfect Product Owner
Richard Cheng
 
Empowering You to Empower Them: How to Navigate the Messy Connection between ...
Empowering You to Empower Them: How to Navigate the Messy Connection between ...Empowering You to Empower Them: How to Navigate the Messy Connection between ...
Empowering You to Empower Them: How to Navigate the Messy Connection between ...
Aggregage
 
Metrics - You are what you measure (DevOps Perth)
Metrics - You are what you measure (DevOps Perth)Metrics - You are what you measure (DevOps Perth)
Metrics - You are what you measure (DevOps Perth)
Rob Crowley
 
Experiencing a large Agile Transformation by Hendrik Esser
Experiencing a large Agile Transformation by Hendrik Esser Experiencing a large Agile Transformation by Hendrik Esser
Experiencing a large Agile Transformation by Hendrik Esser
Agile ME
 
Agile Maine Meeting - Challenges and options in guiding agile adoptions
Agile Maine Meeting - Challenges and options in guiding agile adoptions Agile Maine Meeting - Challenges and options in guiding agile adoptions
Agile Maine Meeting - Challenges and options in guiding agile adoptions
agilemaine
 
Adaptive Insights: Evo - A Customer Success Story
Adaptive Insights: Evo - A Customer Success StoryAdaptive Insights: Evo - A Customer Success Story
Adaptive Insights: Evo - A Customer Success Story
Adaptive Insights
 
Continuous Delivery and Continuous Agile by Andy Singleton - Agile Maine Day...
Continuous Delivery and Continuous Agile by Andy Singleton - Agile Maine Day...Continuous Delivery and Continuous Agile by Andy Singleton - Agile Maine Day...
Continuous Delivery and Continuous Agile by Andy Singleton - Agile Maine Day...
agilemaine
 
Raise your team's engagement with agile re-boarding strategies!
Raise your team's engagement with agile re-boarding strategies!Raise your team's engagement with agile re-boarding strategies!
Raise your team's engagement with agile re-boarding strategies!
Anisa Aven, BCC, NLPC: 281-469-4244
 
Kim Carter (BinaryMist)
Kim Carter (BinaryMist)Kim Carter (BinaryMist)
Kim Carter (BinaryMist)
AgileNZ Conference
 

What's hot (20)

This one weird trick will fix all your Agile problems
This one weird trick will fix all your Agile problemsThis one weird trick will fix all your Agile problems
This one weird trick will fix all your Agile problems
 
Erasing the Artificial Boundaries between “IT” and “The Business” by Bob Fisc...
Erasing the Artificial Boundaries between “IT” and “The Business” by Bob Fisc...Erasing the Artificial Boundaries between “IT” and “The Business” by Bob Fisc...
Erasing the Artificial Boundaries between “IT” and “The Business” by Bob Fisc...
 
Increasing Business Impact - Focusing on value delivery
Increasing Business Impact - Focusing on value deliveryIncreasing Business Impact - Focusing on value delivery
Increasing Business Impact - Focusing on value delivery
 
DevOps: The art of making better software
DevOps: The art of making better softwareDevOps: The art of making better software
DevOps: The art of making better software
 
Creating Value and Flow in Product Development
Creating Value and Flow in Product DevelopmentCreating Value and Flow in Product Development
Creating Value and Flow in Product Development
 
Sullivan cuff case study
Sullivan cuff case studySullivan cuff case study
Sullivan cuff case study
 
Impediments: Silent killer of agile teams
Impediments: Silent killer of agile teamsImpediments: Silent killer of agile teams
Impediments: Silent killer of agile teams
 
Case Against Scaling (Tre Goes Agile presentation, Dec 14 2013)
Case Against Scaling (Tre Goes Agile presentation, Dec 14 2013)Case Against Scaling (Tre Goes Agile presentation, Dec 14 2013)
Case Against Scaling (Tre Goes Agile presentation, Dec 14 2013)
 
The Foundations of Business Agility
The Foundations of Business AgilityThe Foundations of Business Agility
The Foundations of Business Agility
 
Deliver double the value in half the time
Deliver double the value in half the timeDeliver double the value in half the time
Deliver double the value in half the time
 
Overcome the 6 Traps of Agile
Overcome the 6 Traps of AgileOvercome the 6 Traps of Agile
Overcome the 6 Traps of Agile
 
The Perfect Product Owner
The Perfect Product OwnerThe Perfect Product Owner
The Perfect Product Owner
 
Empowering You to Empower Them: How to Navigate the Messy Connection between ...
Empowering You to Empower Them: How to Navigate the Messy Connection between ...Empowering You to Empower Them: How to Navigate the Messy Connection between ...
Empowering You to Empower Them: How to Navigate the Messy Connection between ...
 
Metrics - You are what you measure (DevOps Perth)
Metrics - You are what you measure (DevOps Perth)Metrics - You are what you measure (DevOps Perth)
Metrics - You are what you measure (DevOps Perth)
 
Experiencing a large Agile Transformation by Hendrik Esser
Experiencing a large Agile Transformation by Hendrik Esser Experiencing a large Agile Transformation by Hendrik Esser
Experiencing a large Agile Transformation by Hendrik Esser
 
Agile Maine Meeting - Challenges and options in guiding agile adoptions
Agile Maine Meeting - Challenges and options in guiding agile adoptions Agile Maine Meeting - Challenges and options in guiding agile adoptions
Agile Maine Meeting - Challenges and options in guiding agile adoptions
 
Adaptive Insights: Evo - A Customer Success Story
Adaptive Insights: Evo - A Customer Success StoryAdaptive Insights: Evo - A Customer Success Story
Adaptive Insights: Evo - A Customer Success Story
 
Continuous Delivery and Continuous Agile by Andy Singleton - Agile Maine Day...
Continuous Delivery and Continuous Agile by Andy Singleton - Agile Maine Day...Continuous Delivery and Continuous Agile by Andy Singleton - Agile Maine Day...
Continuous Delivery and Continuous Agile by Andy Singleton - Agile Maine Day...
 
Raise your team's engagement with agile re-boarding strategies!
Raise your team's engagement with agile re-boarding strategies!Raise your team's engagement with agile re-boarding strategies!
Raise your team's engagement with agile re-boarding strategies!
 
Kim Carter (BinaryMist)
Kim Carter (BinaryMist)Kim Carter (BinaryMist)
Kim Carter (BinaryMist)
 

Similar to Agile Values, French Values and Your Company

From Value to Values: Why Management Has to Change
From Value to Values: Why Management Has to ChangeFrom Value to Values: Why Management Has to Change
From Value to Values: Why Management Has to Change
Peter Stevens
 
Agile Tester - Crash Slides
Agile Tester - Crash SlidesAgile Tester - Crash Slides
Agile Tester - Crash Slides
Samer Desouky
 
Getting the most from Scrum and Agile.pdf
Getting the most from Scrum and Agile.pdfGetting the most from Scrum and Agile.pdf
Getting the most from Scrum and Agile.pdf
EveryThing68
 
Scaling Agile Up to the Enterprise and Staying Lean
Scaling Agile Up to the Enterprise and Staying LeanScaling Agile Up to the Enterprise and Staying Lean
Scaling Agile Up to the Enterprise and Staying Lean
TechWell
 
Strategy Lesson From the Trenches - S2E Case Study
Strategy Lesson From the Trenches - S2E Case StudyStrategy Lesson From the Trenches - S2E Case Study
Strategy Lesson From the Trenches - S2E Case Study
Accelare
 
Transforming the Global HR Contact Center at EY
Transforming the Global HR Contact Center at EYTransforming the Global HR Contact Center at EY
Transforming the Global HR Contact Center at EY
Natalya Copeland
 
Agile into Finance 2014-02
Agile into Finance 2014-02Agile into Finance 2014-02
Agile into Finance 2014-02
Martin Hinshelwood
 
eLuminous Technologies Pvt Ltd. - Company Overview.
eLuminous Technologies Pvt Ltd. - Company Overview.eLuminous Technologies Pvt Ltd. - Company Overview.
eLuminous Technologies Pvt Ltd. - Company Overview.
Shweta Joshi
 
Practical Scrum - one day training
Practical Scrum - one day training Practical Scrum - one day training
Practical Scrum - one day training
Anat (Alon) Salhov
 
eLuminous Technologies - Business Overview 2016
eLuminous Technologies - Business Overview 2016eLuminous Technologies - Business Overview 2016
eLuminous Technologies - Business Overview 2016
eLuminous Technologies Pvt. Ltd.
 
Introduction to Agile Software Development
Introduction to Agile Software DevelopmentIntroduction to Agile Software Development
Introduction to Agile Software Development
Life Cycle Engineering
 
M&A Partners - Capabilities Overview 2016
M&A Partners - Capabilities Overview 2016M&A Partners - Capabilities Overview 2016
M&A Partners - Capabilities Overview 2016
John Christman
 
Scrum master basics
Scrum master basics Scrum master basics
Scrum master basics
Elad Sofer
 
The seven deadly sins of Scrum
The seven deadly sins of Scrum The seven deadly sins of Scrum
The seven deadly sins of Scrum
franohara99
 
Out of the Silos and Into the Farm
Out of the Silos and Into the FarmOut of the Silos and Into the Farm
Out of the Silos and Into the Farm
dclsocialmedia
 
Agile Manifesto - Principles - Part 1
Agile Manifesto - Principles - Part 1Agile Manifesto - Principles - Part 1
Agile Manifesto - Principles - Part 1
Portolearn
 
Egyii Overview October 2009
Egyii Overview October 2009Egyii Overview October 2009
Egyii Overview October 2009
guest2821d8
 
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017The Foundations of Business Agility - Shane Hastie - AgileNZ 2017
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017
AgileNZ Conference
 
Anglea Johnson - Transforming or confusing the world of work
Anglea Johnson - Transforming or confusing the world of workAnglea Johnson - Transforming or confusing the world of work
Anglea Johnson - Transforming or confusing the world of work
Paul Ellarby
 
Tech reboot Jan All staff 2015 DRAFT 4
Tech reboot Jan All staff 2015 DRAFT 4Tech reboot Jan All staff 2015 DRAFT 4
Tech reboot Jan All staff 2015 DRAFT 4
Rachel Murphy
 

Similar to Agile Values, French Values and Your Company (20)

From Value to Values: Why Management Has to Change
From Value to Values: Why Management Has to ChangeFrom Value to Values: Why Management Has to Change
From Value to Values: Why Management Has to Change
 
Agile Tester - Crash Slides
Agile Tester - Crash SlidesAgile Tester - Crash Slides
Agile Tester - Crash Slides
 
Getting the most from Scrum and Agile.pdf
Getting the most from Scrum and Agile.pdfGetting the most from Scrum and Agile.pdf
Getting the most from Scrum and Agile.pdf
 
Scaling Agile Up to the Enterprise and Staying Lean
Scaling Agile Up to the Enterprise and Staying LeanScaling Agile Up to the Enterprise and Staying Lean
Scaling Agile Up to the Enterprise and Staying Lean
 
Strategy Lesson From the Trenches - S2E Case Study
Strategy Lesson From the Trenches - S2E Case StudyStrategy Lesson From the Trenches - S2E Case Study
Strategy Lesson From the Trenches - S2E Case Study
 
Transforming the Global HR Contact Center at EY
Transforming the Global HR Contact Center at EYTransforming the Global HR Contact Center at EY
Transforming the Global HR Contact Center at EY
 
Agile into Finance 2014-02
Agile into Finance 2014-02Agile into Finance 2014-02
Agile into Finance 2014-02
 
eLuminous Technologies Pvt Ltd. - Company Overview.
eLuminous Technologies Pvt Ltd. - Company Overview.eLuminous Technologies Pvt Ltd. - Company Overview.
eLuminous Technologies Pvt Ltd. - Company Overview.
 
Practical Scrum - one day training
Practical Scrum - one day training Practical Scrum - one day training
Practical Scrum - one day training
 
eLuminous Technologies - Business Overview 2016
eLuminous Technologies - Business Overview 2016eLuminous Technologies - Business Overview 2016
eLuminous Technologies - Business Overview 2016
 
Introduction to Agile Software Development
Introduction to Agile Software DevelopmentIntroduction to Agile Software Development
Introduction to Agile Software Development
 
M&A Partners - Capabilities Overview 2016
M&A Partners - Capabilities Overview 2016M&A Partners - Capabilities Overview 2016
M&A Partners - Capabilities Overview 2016
 
Scrum master basics
Scrum master basics Scrum master basics
Scrum master basics
 
The seven deadly sins of Scrum
The seven deadly sins of Scrum The seven deadly sins of Scrum
The seven deadly sins of Scrum
 
Out of the Silos and Into the Farm
Out of the Silos and Into the FarmOut of the Silos and Into the Farm
Out of the Silos and Into the Farm
 
Agile Manifesto - Principles - Part 1
Agile Manifesto - Principles - Part 1Agile Manifesto - Principles - Part 1
Agile Manifesto - Principles - Part 1
 
Egyii Overview October 2009
Egyii Overview October 2009Egyii Overview October 2009
Egyii Overview October 2009
 
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017The Foundations of Business Agility - Shane Hastie - AgileNZ 2017
The Foundations of Business Agility - Shane Hastie - AgileNZ 2017
 
Anglea Johnson - Transforming or confusing the world of work
Anglea Johnson - Transforming or confusing the world of workAnglea Johnson - Transforming or confusing the world of work
Anglea Johnson - Transforming or confusing the world of work
 
Tech reboot Jan All staff 2015 DRAFT 4
Tech reboot Jan All staff 2015 DRAFT 4Tech reboot Jan All staff 2015 DRAFT 4
Tech reboot Jan All staff 2015 DRAFT 4
 

More from Peter Stevens

Emergence and Leadership
Emergence and LeadershipEmergence and Leadership
Emergence and Leadership
Peter Stevens
 
Agile Executives: Was bedeutet Agilität für mich als Führungskraft?
Agile Executives: Was bedeutet Agilität für mich als Führungskraft?Agile Executives: Was bedeutet Agilität für mich als Führungskraft?
Agile Executives: Was bedeutet Agilität für mich als Führungskraft?
Peter Stevens
 
How to Navigate a VUCA World with Personal Agility
How to Navigate a VUCA World with Personal AgilityHow to Navigate a VUCA World with Personal Agility
How to Navigate a VUCA World with Personal Agility
Peter Stevens
 
Three Secrets of Agile Leadership: From Working Hard to Working Smart
Three Secrets of Agile Leadership: From Working Hard to Working SmartThree Secrets of Agile Leadership: From Working Hard to Working Smart
Three Secrets of Agile Leadership: From Working Hard to Working Smart
Peter Stevens
 
Zehn Risiken, welche Ihr Projekt in eine Katastrophe verwandeln können
Zehn Risiken, welche Ihr Projekt in eine Katastrophe verwandeln könnenZehn Risiken, welche Ihr Projekt in eine Katastrophe verwandeln können
Zehn Risiken, welche Ihr Projekt in eine Katastrophe verwandeln können
Peter Stevens
 
The Secrets of Agile Leaders at BU Agile Innovation Lab
The Secrets of Agile Leaders at BU Agile Innovation LabThe Secrets of Agile Leaders at BU Agile Innovation Lab
The Secrets of Agile Leaders at BU Agile Innovation Lab
Peter Stevens
 
Agile Baden/Finding Purpose in Chaos with Personal Agility
Agile Baden/Finding Purpose in Chaos with Personal AgilityAgile Baden/Finding Purpose in Chaos with Personal Agility
Agile Baden/Finding Purpose in Chaos with Personal Agility
Peter Stevens
 
Geeignetste Vertragsform für Entwicklungsprojekte
Geeignetste Vertragsform für EntwicklungsprojekteGeeignetste Vertragsform für Entwicklungsprojekte
Geeignetste Vertragsform für Entwicklungsprojekte
Peter Stevens
 
200229 PMDays Kharkiv 3 Secrets of Agile Leaders
200229 PMDays Kharkiv 3 Secrets of Agile Leaders200229 PMDays Kharkiv 3 Secrets of Agile Leaders
200229 PMDays Kharkiv 3 Secrets of Agile Leaders
Peter Stevens
 
Agile Tour Zurich Three Secrets of Agile Leaders
Agile Tour Zurich Three Secrets of Agile LeadersAgile Tour Zurich Three Secrets of Agile Leaders
Agile Tour Zurich Three Secrets of Agile Leaders
Peter Stevens
 
Three Secrets of Agile Leadership
Three Secrets of Agile LeadershipThree Secrets of Agile Leadership
Three Secrets of Agile Leadership
Peter Stevens
 
Management, Multitasking, Efficiency
Management, Multitasking, EfficiencyManagement, Multitasking, Efficiency
Management, Multitasking, Efficiency
Peter Stevens
 
Three Secrets of Agile Management
Three Secrets of Agile ManagementThree Secrets of Agile Management
Three Secrets of Agile Management
Peter Stevens
 
Update! Ten Things to Tell Management About Scrum and Agile
Update! Ten Things to Tell Management About Scrum and AgileUpdate! Ten Things to Tell Management About Scrum and Agile
Update! Ten Things to Tell Management About Scrum and Agile
Peter Stevens
 
Six Questions to Change Your Life
Six Questions to Change Your LifeSix Questions to Change Your Life
Six Questions to Change Your Life
Peter Stevens
 
Scrum, Personal Agility and Impact
Scrum, Personal Agility and ImpactScrum, Personal Agility and Impact
Scrum, Personal Agility and Impact
Peter Stevens
 
Personal Agility: From Personal Satisfaction to Professional Impact
Personal Agility: From Personal Satisfaction to Professional ImpactPersonal Agility: From Personal Satisfaction to Professional Impact
Personal Agility: From Personal Satisfaction to Professional Impact
Peter Stevens
 
How to do more that matters: From personal satisfaction to professional success
How to do more that matters: From personal satisfaction to professional successHow to do more that matters: From personal satisfaction to professional success
How to do more that matters: From personal satisfaction to professional success
Peter Stevens
 
Ten Things to Tell Management about Scrum and Agile
Ten Things to Tell Management about Scrum and AgileTen Things to Tell Management about Scrum and Agile
Ten Things to Tell Management about Scrum and Agile
Peter Stevens
 
How to do more that matters: From personal satisfaction to professional success
How to do more that matters: From personal satisfaction to professional successHow to do more that matters: From personal satisfaction to professional success
How to do more that matters: From personal satisfaction to professional success
Peter Stevens
 

More from Peter Stevens (20)

Emergence and Leadership
Emergence and LeadershipEmergence and Leadership
Emergence and Leadership
 
Agile Executives: Was bedeutet Agilität für mich als Führungskraft?
Agile Executives: Was bedeutet Agilität für mich als Führungskraft?Agile Executives: Was bedeutet Agilität für mich als Führungskraft?
Agile Executives: Was bedeutet Agilität für mich als Führungskraft?
 
How to Navigate a VUCA World with Personal Agility
How to Navigate a VUCA World with Personal AgilityHow to Navigate a VUCA World with Personal Agility
How to Navigate a VUCA World with Personal Agility
 
Three Secrets of Agile Leadership: From Working Hard to Working Smart
Three Secrets of Agile Leadership: From Working Hard to Working SmartThree Secrets of Agile Leadership: From Working Hard to Working Smart
Three Secrets of Agile Leadership: From Working Hard to Working Smart
 
Zehn Risiken, welche Ihr Projekt in eine Katastrophe verwandeln können
Zehn Risiken, welche Ihr Projekt in eine Katastrophe verwandeln könnenZehn Risiken, welche Ihr Projekt in eine Katastrophe verwandeln können
Zehn Risiken, welche Ihr Projekt in eine Katastrophe verwandeln können
 
The Secrets of Agile Leaders at BU Agile Innovation Lab
The Secrets of Agile Leaders at BU Agile Innovation LabThe Secrets of Agile Leaders at BU Agile Innovation Lab
The Secrets of Agile Leaders at BU Agile Innovation Lab
 
Agile Baden/Finding Purpose in Chaos with Personal Agility
Agile Baden/Finding Purpose in Chaos with Personal AgilityAgile Baden/Finding Purpose in Chaos with Personal Agility
Agile Baden/Finding Purpose in Chaos with Personal Agility
 
Geeignetste Vertragsform für Entwicklungsprojekte
Geeignetste Vertragsform für EntwicklungsprojekteGeeignetste Vertragsform für Entwicklungsprojekte
Geeignetste Vertragsform für Entwicklungsprojekte
 
200229 PMDays Kharkiv 3 Secrets of Agile Leaders
200229 PMDays Kharkiv 3 Secrets of Agile Leaders200229 PMDays Kharkiv 3 Secrets of Agile Leaders
200229 PMDays Kharkiv 3 Secrets of Agile Leaders
 
Agile Tour Zurich Three Secrets of Agile Leaders
Agile Tour Zurich Three Secrets of Agile LeadersAgile Tour Zurich Three Secrets of Agile Leaders
Agile Tour Zurich Three Secrets of Agile Leaders
 
Three Secrets of Agile Leadership
Three Secrets of Agile LeadershipThree Secrets of Agile Leadership
Three Secrets of Agile Leadership
 
Management, Multitasking, Efficiency
Management, Multitasking, EfficiencyManagement, Multitasking, Efficiency
Management, Multitasking, Efficiency
 
Three Secrets of Agile Management
Three Secrets of Agile ManagementThree Secrets of Agile Management
Three Secrets of Agile Management
 
Update! Ten Things to Tell Management About Scrum and Agile
Update! Ten Things to Tell Management About Scrum and AgileUpdate! Ten Things to Tell Management About Scrum and Agile
Update! Ten Things to Tell Management About Scrum and Agile
 
Six Questions to Change Your Life
Six Questions to Change Your LifeSix Questions to Change Your Life
Six Questions to Change Your Life
 
Scrum, Personal Agility and Impact
Scrum, Personal Agility and ImpactScrum, Personal Agility and Impact
Scrum, Personal Agility and Impact
 
Personal Agility: From Personal Satisfaction to Professional Impact
Personal Agility: From Personal Satisfaction to Professional ImpactPersonal Agility: From Personal Satisfaction to Professional Impact
Personal Agility: From Personal Satisfaction to Professional Impact
 
How to do more that matters: From personal satisfaction to professional success
How to do more that matters: From personal satisfaction to professional successHow to do more that matters: From personal satisfaction to professional success
How to do more that matters: From personal satisfaction to professional success
 
Ten Things to Tell Management about Scrum and Agile
Ten Things to Tell Management about Scrum and AgileTen Things to Tell Management about Scrum and Agile
Ten Things to Tell Management about Scrum and Agile
 
How to do more that matters: From personal satisfaction to professional success
How to do more that matters: From personal satisfaction to professional successHow to do more that matters: From personal satisfaction to professional success
How to do more that matters: From personal satisfaction to professional success
 

Recently uploaded

How Social Media Hackers Help You to See Your Wife's Message.pdf
How Social Media Hackers Help You to See Your Wife's Message.pdfHow Social Media Hackers Help You to See Your Wife's Message.pdf
How Social Media Hackers Help You to See Your Wife's Message.pdf
HackersList
 
Calgary MuleSoft Meetup APM and IDP .pptx
Calgary MuleSoft Meetup APM and IDP .pptxCalgary MuleSoft Meetup APM and IDP .pptx
Calgary MuleSoft Meetup APM and IDP .pptx
ishalveerrandhawa1
 
find out more about the role of autonomous vehicles in facing global challenges
find out more about the role of autonomous vehicles in facing global challengesfind out more about the role of autonomous vehicles in facing global challenges
find out more about the role of autonomous vehicles in facing global challenges
huseindihon
 
RPA In Healthcare Benefits, Use Case, Trend And Challenges 2024.pptx
RPA In Healthcare Benefits, Use Case, Trend And Challenges 2024.pptxRPA In Healthcare Benefits, Use Case, Trend And Challenges 2024.pptx
RPA In Healthcare Benefits, Use Case, Trend And Challenges 2024.pptx
SynapseIndia
 
July Patch Tuesday
July Patch TuesdayJuly Patch Tuesday
July Patch Tuesday
Ivanti
 
(CISOPlatform Summit & SACON 2024) Keynote _ Power Digital Identities With AI...
(CISOPlatform Summit & SACON 2024) Keynote _ Power Digital Identities With AI...(CISOPlatform Summit & SACON 2024) Keynote _ Power Digital Identities With AI...
(CISOPlatform Summit & SACON 2024) Keynote _ Power Digital Identities With AI...
Priyanka Aash
 
Using LLM Agents with Llama 3, LangGraph and Milvus
Using LLM Agents with Llama 3, LangGraph and MilvusUsing LLM Agents with Llama 3, LangGraph and Milvus
Using LLM Agents with Llama 3, LangGraph and Milvus
Zilliz
 
DealBook of Ukraine: 2024 edition
DealBook of Ukraine: 2024 editionDealBook of Ukraine: 2024 edition
DealBook of Ukraine: 2024 edition
Yevgen Sysoyev
 
Recent Advancements in the NIST-JARVIS Infrastructure
Recent Advancements in the NIST-JARVIS InfrastructureRecent Advancements in the NIST-JARVIS Infrastructure
Recent Advancements in the NIST-JARVIS Infrastructure
KAMAL CHOUDHARY
 
Girls Call Churchgate 9910780858 Provide Best And Top Girl Service And No1 in...
Girls Call Churchgate 9910780858 Provide Best And Top Girl Service And No1 in...Girls Call Churchgate 9910780858 Provide Best And Top Girl Service And No1 in...
Girls Call Churchgate 9910780858 Provide Best And Top Girl Service And No1 in...
maigasapphire
 
Understanding Insider Security Threats: Types, Examples, Effects, and Mitigat...
Understanding Insider Security Threats: Types, Examples, Effects, and Mitigat...Understanding Insider Security Threats: Types, Examples, Effects, and Mitigat...
Understanding Insider Security Threats: Types, Examples, Effects, and Mitigat...
Bert Blevins
 
Implementations of Fused Deposition Modeling in real world
Implementations of Fused Deposition Modeling  in real worldImplementations of Fused Deposition Modeling  in real world
Implementations of Fused Deposition Modeling in real world
Emerging Tech
 
Pigging Unit Lubricant Oil Blending Plant
Pigging Unit Lubricant Oil Blending PlantPigging Unit Lubricant Oil Blending Plant
Pigging Unit Lubricant Oil Blending Plant
LINUS PROJECTS (INDIA)
 
WhatsApp Image 2024-03-27 at 08.19.52_bfd93109.pdf
WhatsApp Image 2024-03-27 at 08.19.52_bfd93109.pdfWhatsApp Image 2024-03-27 at 08.19.52_bfd93109.pdf
WhatsApp Image 2024-03-27 at 08.19.52_bfd93109.pdf
ArgaBisma
 
Dublin_mulesoft_meetup_Mulesoft_Salesforce_Integration (1).pptx
Dublin_mulesoft_meetup_Mulesoft_Salesforce_Integration (1).pptxDublin_mulesoft_meetup_Mulesoft_Salesforce_Integration (1).pptx
Dublin_mulesoft_meetup_Mulesoft_Salesforce_Integration (1).pptx
Kunal Gupta
 
TrustArc Webinar - 2024 Data Privacy Trends: A Mid-Year Check-In
TrustArc Webinar - 2024 Data Privacy Trends: A Mid-Year Check-InTrustArc Webinar - 2024 Data Privacy Trends: A Mid-Year Check-In
TrustArc Webinar - 2024 Data Privacy Trends: A Mid-Year Check-In
TrustArc
 
The Role of Technology in Payroll Statutory Compliance (1).pdf
The Role of Technology in Payroll Statutory Compliance (1).pdfThe Role of Technology in Payroll Statutory Compliance (1).pdf
The Role of Technology in Payroll Statutory Compliance (1).pdf
paysquare consultancy
 
ARTIFICIAL INTELLIGENCE (AI) IN MUSIC.pdf
ARTIFICIAL INTELLIGENCE (AI) IN MUSIC.pdfARTIFICIAL INTELLIGENCE (AI) IN MUSIC.pdf
ARTIFICIAL INTELLIGENCE (AI) IN MUSIC.pdf
Inglês no Mundo Digital
 
IPLOOK Remote-Sensing Satellite Solution
IPLOOK Remote-Sensing Satellite SolutionIPLOOK Remote-Sensing Satellite Solution
IPLOOK Remote-Sensing Satellite Solution
IPLOOK Networks
 
Observability For You and Me with OpenTelemetry
Observability For You and Me with OpenTelemetryObservability For You and Me with OpenTelemetry
Observability For You and Me with OpenTelemetry
Eric D. Schabell
 

Recently uploaded (20)

How Social Media Hackers Help You to See Your Wife's Message.pdf
How Social Media Hackers Help You to See Your Wife's Message.pdfHow Social Media Hackers Help You to See Your Wife's Message.pdf
How Social Media Hackers Help You to See Your Wife's Message.pdf
 
Calgary MuleSoft Meetup APM and IDP .pptx
Calgary MuleSoft Meetup APM and IDP .pptxCalgary MuleSoft Meetup APM and IDP .pptx
Calgary MuleSoft Meetup APM and IDP .pptx
 
find out more about the role of autonomous vehicles in facing global challenges
find out more about the role of autonomous vehicles in facing global challengesfind out more about the role of autonomous vehicles in facing global challenges
find out more about the role of autonomous vehicles in facing global challenges
 
RPA In Healthcare Benefits, Use Case, Trend And Challenges 2024.pptx
RPA In Healthcare Benefits, Use Case, Trend And Challenges 2024.pptxRPA In Healthcare Benefits, Use Case, Trend And Challenges 2024.pptx
RPA In Healthcare Benefits, Use Case, Trend And Challenges 2024.pptx
 
July Patch Tuesday
July Patch TuesdayJuly Patch Tuesday
July Patch Tuesday
 
(CISOPlatform Summit & SACON 2024) Keynote _ Power Digital Identities With AI...
(CISOPlatform Summit & SACON 2024) Keynote _ Power Digital Identities With AI...(CISOPlatform Summit & SACON 2024) Keynote _ Power Digital Identities With AI...
(CISOPlatform Summit & SACON 2024) Keynote _ Power Digital Identities With AI...
 
Using LLM Agents with Llama 3, LangGraph and Milvus
Using LLM Agents with Llama 3, LangGraph and MilvusUsing LLM Agents with Llama 3, LangGraph and Milvus
Using LLM Agents with Llama 3, LangGraph and Milvus
 
DealBook of Ukraine: 2024 edition
DealBook of Ukraine: 2024 editionDealBook of Ukraine: 2024 edition
DealBook of Ukraine: 2024 edition
 
Recent Advancements in the NIST-JARVIS Infrastructure
Recent Advancements in the NIST-JARVIS InfrastructureRecent Advancements in the NIST-JARVIS Infrastructure
Recent Advancements in the NIST-JARVIS Infrastructure
 
Girls Call Churchgate 9910780858 Provide Best And Top Girl Service And No1 in...
Girls Call Churchgate 9910780858 Provide Best And Top Girl Service And No1 in...Girls Call Churchgate 9910780858 Provide Best And Top Girl Service And No1 in...
Girls Call Churchgate 9910780858 Provide Best And Top Girl Service And No1 in...
 
Understanding Insider Security Threats: Types, Examples, Effects, and Mitigat...
Understanding Insider Security Threats: Types, Examples, Effects, and Mitigat...Understanding Insider Security Threats: Types, Examples, Effects, and Mitigat...
Understanding Insider Security Threats: Types, Examples, Effects, and Mitigat...
 
Implementations of Fused Deposition Modeling in real world
Implementations of Fused Deposition Modeling  in real worldImplementations of Fused Deposition Modeling  in real world
Implementations of Fused Deposition Modeling in real world
 
Pigging Unit Lubricant Oil Blending Plant
Pigging Unit Lubricant Oil Blending PlantPigging Unit Lubricant Oil Blending Plant
Pigging Unit Lubricant Oil Blending Plant
 
WhatsApp Image 2024-03-27 at 08.19.52_bfd93109.pdf
WhatsApp Image 2024-03-27 at 08.19.52_bfd93109.pdfWhatsApp Image 2024-03-27 at 08.19.52_bfd93109.pdf
WhatsApp Image 2024-03-27 at 08.19.52_bfd93109.pdf
 
Dublin_mulesoft_meetup_Mulesoft_Salesforce_Integration (1).pptx
Dublin_mulesoft_meetup_Mulesoft_Salesforce_Integration (1).pptxDublin_mulesoft_meetup_Mulesoft_Salesforce_Integration (1).pptx
Dublin_mulesoft_meetup_Mulesoft_Salesforce_Integration (1).pptx
 
TrustArc Webinar - 2024 Data Privacy Trends: A Mid-Year Check-In
TrustArc Webinar - 2024 Data Privacy Trends: A Mid-Year Check-InTrustArc Webinar - 2024 Data Privacy Trends: A Mid-Year Check-In
TrustArc Webinar - 2024 Data Privacy Trends: A Mid-Year Check-In
 
The Role of Technology in Payroll Statutory Compliance (1).pdf
The Role of Technology in Payroll Statutory Compliance (1).pdfThe Role of Technology in Payroll Statutory Compliance (1).pdf
The Role of Technology in Payroll Statutory Compliance (1).pdf
 
ARTIFICIAL INTELLIGENCE (AI) IN MUSIC.pdf
ARTIFICIAL INTELLIGENCE (AI) IN MUSIC.pdfARTIFICIAL INTELLIGENCE (AI) IN MUSIC.pdf
ARTIFICIAL INTELLIGENCE (AI) IN MUSIC.pdf
 
IPLOOK Remote-Sensing Satellite Solution
IPLOOK Remote-Sensing Satellite SolutionIPLOOK Remote-Sensing Satellite Solution
IPLOOK Remote-Sensing Satellite Solution
 
Observability For You and Me with OpenTelemetry
Observability For You and Me with OpenTelemetryObservability For You and Me with OpenTelemetry
Observability For You and Me with OpenTelemetry
 

Agile Values, French Values and Your Company

  • 1. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev File  1   Beyond  Scrum      
  • 2. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Get Started! •  Stand up! •  Speak with three people from outside your region. Discuss: •  What characteristics define French people? •  How are people from your region different from their neighbors? •  What aspects of Scrum and Agile seem strange or alien to you? •  What problems do you have/foresee doing Scrum & Agile?
  • 3. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev I help my customers thrive in the 21st century @peterstev   peter@sierra-­‐charlie.com   scrum-­‐breakfast.com  
  • 4. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Scrum doesn’t work <here>! or will it?
  • 5. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev •  What are values? •  What are French Values? •  What are Agile Values and Principles •  Applying the Agile Manifesto to other parts of the company
  • 6. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev What are values?
  • 7. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Values are a guide to making decisions Because we believe in <some value> [over <some-other-value>] we will take <some course of action>
  • 8. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Examples •  Because our company believes in maximizing share holder value, we will fire rather than retrain employees •  Because we value cost-efficiency over customer delight, we do not respond generously to customer complaints. •  Because I believe in transparency, I will tell the whole truth about the state of my tasks •  Because I believe in focus, I will only work on one story at a time
  • 9. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev What does it mean to be French?
  • 10. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev What does it mean to be French? •  As a Frenchman/Frenchwoman, •  Because I believe in _____, •  I would do _____ •  instead of ______ •  Work in pairs •  Create 3 to 5 examples on post its and put on the board •  We will share examples
  • 11. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev What are Agile and Scrum values?
  • 12. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev We are looking for better ways to develop software…
  • 13. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Less important != unimportant People and Interactions Tools and Processes Working Software Extensive Documentation Working with the Customer Contract Negotiations Reacting to Change Following a plan Important   More  Important   The  Agile  Manifesto  
  • 14. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Inspect and Adapt Everything is Time-Boxed The Team Solves the Whole Problem Key Elements of Scrum Limit Complexity
  • 15. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Earning   Value   Scrum creates opportunities to inspect and adapt max  30  Days   Done   PotenIally   Shippable   Product  RetrospecIve   Review   Planning  1   Daily  Scrum   Product  Backlog   Planning  2  
  • 16. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Applying Agile Values in Your Context
  • 17. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Values provide guidance People and Interactions Tools and Processes Working Software Extensive Documentation Working with the Customer Contract Negotiations Reacting to Change Following a plan “We  are  looking  for  beOer  ways     to  develop  soPware…”   Important  More  Important  
  • 18. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Values provide guidance People and Interactions Tools and Processes Working Software Extensive Documentation Working with the Customer Contract Negotiations Reacting to Change Following a plan “We  are  looking  for  beOer  ways     to  develop  soPware…”   Important  More  Important       later  
  • 19. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Values provide guidance People and Interactions Tools and Processes Working Software Extensive Documentation Working with the Customer Contract Negotiations Reacting to Change Following a plan “We  are  looking  for  beOer  ways     to  develop  soPware…”   Important  More  Important   even   later   later  
  • 20. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Step 1 – Agree to get better “We  are  looking  for  beOer  ways     to  develop  soPware…”  
  • 21. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Step 1 – Agree to get better “We  are  looking  for  beOer  ways     to  develop  soPware…”   Hint:   get  permission  to  improve   get  permission  to  change  every  week  
  • 22. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Step 2 – Identify your customer visible value What is the customer visible value of the HR Department? “We  are  looking  for  beOer  ways     to  create  customer  visible  value  …”  
  • 23. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Want context do you want to make more agile? •  Pick a department or function •  What is its primary customer visible value?
  • 24. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Step 3 – make small changes to the Agile Manifesto to match your context People and Interactions Tools and Processes Working Software Extensive Documentation Working with the Customer Contract Negotiations Reacting to Change Following a plan “We  are  looking  for  beOer  ways     to  develop  soPware…”   Important  More  Important  
  • 25. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Step 3 – make small changes to the Agile Manifesto to match your context People and Interactions Tools and Processes Customer Visible Value Extensive Documentation Working with the Customer Contract Negotiations Reacting to Change Following a plan Important  More  Important   “We  are  looking  for  beOer  ways     to  create  customer  visible  value  …”  
  • 26. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Create your XXX manifesto! •  We are looking for better ways to do…
  • 27. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev We are looking for better ways to manage a company…
  • 28. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev We are looking for better ways to manage a company… Agile  Enterprise  Management   guiding  organizaIons   great  organizaIons  
  • 29. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Step 4 – Do the same for the Agile Principles 1.  Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2.  Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3.  Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4.  Business people and developers must work together daily throughout the project. 5.  Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6.  The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7.  Working software is the primary measure of progress. 8.  Agile processes promote sustainable development. 9.  The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 10.  Continuous attention to technical excellence and good design enhances agility. 11.  Simplicity--the art of maximizing the amount of work not done--is essential. 12.  The best architectures, requirements, and designs emerge from self-organizing teams. 13.  At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • 30. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Step 4 – Create your Agile Principles 1.  Our highest priority is to satisfy the customer through early and continuous delivery of customer visible value. 2.  Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3.  Deliver customer visible value frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4.  Business people and our staff must work together daily throughout the project. 5.  Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6.  The most efficient and effective method of conveying information is face-to-face conversation. 7.  Delivered customer visible value is the primary measure of progress. 8.  Agile processes promote sustainable delivery of customer visible value . 9.  The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 10.  Continuous attention to technical excellence and good design enhances agility. 11.  Simplicity--the art of maximizing the amount of work not done--is essential. 12.  The best architectures, requirements, and designs emerge from self-organizing teams. 13.  At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • 31. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Step 5 – Evaluate Decisions, Policies and Practices in light of these values •  What  was  the  decision?   •  What  did  it  value?   •  If  you  had  valued   something  on  the  leP   more,  how  would  you   have  decided?   •  What  impact  would   that  have  had  for  your   company,  staff  or   customers?   •  Adjust  your  values   appropriately!   People and Interactions Tools and Processes Customer Visible Value Extensive Documentation Working with the Customer Contract Negotiations Reacting to Change Following a plan Important  More  Important   “We  are  looking  for  beOer  ways     to  create  customer  visible  value  …”  
  • 32. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Identify recent decisions or policies that may be in conflict with your Agile Manifesto •  What was the decision? •  What did it value? •  If you had valued something on the left more, how would you have decided? •  What impact would that have had for your company, staff or customers?
  • 33. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Step 6 – Identify improvement potential based on your Agile Principles
  • 34. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Identify improvement potential Go through your Agile Principles, and identify concrete improvement potential that you might apply next week. Write each idea on a post-it, identified by the principle implements.
  • 35. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev Consolidate and Prioritizes You now have a product backlog
  • 36. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev “Done” Now is the time to consider using Scrum to manage the change process