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Agile and Scrum for Executives
The document provides an overview of agility and the Scrum framework, addressing challenges faced in project management and the reasons for project failures. It outlines the roles, events, and artifacts integral to the Scrum process, alongside a proposed roadmap for implementing Scrum in organizations. Key takeaways emphasize the need for a culture of transparency, collaboration, and continuous improvement to enhance project success.
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Agile and Scrum for Executives
- 1. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 1 IntroTo Agility And Scrum For Executives V30, June 2016 Joanna El-Khoury, ASM, ASP joannakhoury1@gmail.com
- 2. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 2 About Joanna 12 years of experience as project manager, team leader and consultant. Agile Transformation Agent, Trainer & Coach. Computer Science and MBA. Agile Business Consultant, Culture Modifier and Coach at Scrum Arabia
- 3. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 3 Agenda Challenges faced by projects Introduction to Agility and Scrum The Scrum Framework Who did it already Proposed Road Map
- 4. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 4 Agenda Challenges faced by projects Introduction to Agility and Scrum The Scrum Framework Who did it already Proposed Road Map
- 5. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 5 What is a project? “ It's a temporary endeavor undertaken to create a unique product, service or result.” www.pmi.org
- 6. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 6 Do you experience these? Planning seems to take too long. Delivery schedules slip. You don’t know what to expect from your teams and when. Estimation is not reliable Changes are hard to introduce mid- project.
- 7. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 7 Ifyouhaveobserved oneormoreofthese inyourprojects,then AGILITYandScrum canhelp.
- 8. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 8 Reasons Why Projects Fail Over 8000 projects surveyed indicate that the major source of projects failures are: 19% 16% 15% 11% 10% 9%
- 9. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 9 What about what is delivered? Standish Group Survey When asked about the actual features used. Most value is in 20% of the delivered solution. 7% 13% 16% 19% 45% Always Often Sometimes Rarely Never Used
- 10. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 10 HIGH Uncertainty and Risk
- 11. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 11 Agenda Challenges faced by projects Introduction to Agility and Scrum The Scrum Framework Who did it already Proposed Road Map
- 12. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 12 • Agility (a.gil.i.ty) -- The ability to rapidly and deliberately respond to changing demand, while controlling risk. What is Agility? Agility Speed
- 13. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 13 Agile methods: https://en.wikipedia.org/wiki/Agile_software_development
- 14. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 14 2 0 1 6
- 15. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 15 What is Scrum? An agile framework that relies on inspect and adapt cycles. Delivers business functionality every 30 days or less. Founded on empirical process control theory. A transparent approach for technical and business to have an ongoing conversation. Easy to understand framework and can be implemented right away.
- 16. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 16 Takeuchi and Nonaka (1986)- Hitotsubashi University, were researching why some companies were doing better than others in responding to market demand. Observed a product development model being implemented and called it Scrum. Japan (日本) Scrum’s Background
- 17. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 17 Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986. Rather than doing one thing at a time... ...Scrum teams do a little of everything all the time. Requirements Design Implementation Test What theyObserved Project Timeline Project Timeline
- 18. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 18 Waterfall and Scrum Plan Review Execute Manage Change Traditional planning steps Plan Execute Learn Plan Execute Learn Plan Execute Learn Plan Execute Learn Plan Execute Learn Scrum planning steps Expect and Embrace Change
- 19. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 19 GoldenTriangle in Agile andWaterfall Agile estimates Features that can be delivered within time and budget. Scope Cost Time Plan Driven Scope Value Driven Cost Time Waterfall estimates Cost and Time for a given set of features. We Fix Estimate WaterfallAgile
- 20. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 20 Success Rate in Agile andWaterfall
- 21. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 21 Scrum for Complex Projects Far from Certainty Farfrom Agreement Close from Certainty TECHNLOGY Closefrom AgreementREQUIRMENTS Chaotic Complex Complicated Scrum Simple
- 22. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 22 Scrum DOES Enable You to Discover Problems. Give You Tools to Improve. Create better working environment. Let each and every team member knows what they have to do to solve problems. Alert you when products are in danger of missing their delivery deadlines.
- 23. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 23 Agenda Challenges faced by projects Introduction to Agility and Scrum The Scrum Framework Who did it already Proposed Road Map
- 24. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 24 •Product owner •Scrum Master •Development Team Roles Scrum Framework •Product backlog •Sprint backlog •Burn Down Chart Artifacts •Sprint planning •Daily standup meeting •Sprint review •Sprint retrospective Events
- 25. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 25 •Sprint planning •Daily standup meeting •Sprint review •Sprint retrospective Meetings •Product backlog •Sprint backlog •Burn Down Chart Artifacts •Product owner •Scrum Master •Development Team Roles Scrum Framework
- 26. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 26 Coach = POReferee = SM The Players = The team
- 27. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 27 •Product Owner Roles Client Proxy
- 28. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 28 Servant Leader •SrumMaster Roles
- 29. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 29 Problem Solver • The Team Roles
- 30. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 30 •Product owner •Scrum Master •Development Team Roles •Sprint planning •Daily standup meeting •Sprint review •Sprint retrospective Events •Product backlog •Sprint backlog •Burn Down Chart Artifacts Scrum Framework
- 31. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 31 Release 1 Release 3 Release 2 Decrease Priority Important => Increase priority High-priority Items first Flexible Interchangeable Prioritized each sprint Transparent Visible Low Priority Items last Current Sprint
- 32. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 32 Prioritized Transparent SizedVisible Flexible
- 33. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 33
- 34. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 34
- 35. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 35
- 36. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 36 Shows Remaining work Maintained by the team Visible
- 37. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 37 •Product owner •ScrumMaster •Team Roles •Product backlog •Sprint backlog •Burndown charts Artifacts •Sprint planning •Daily standup meeting •Sprint review •Sprint retrospective Events Scrum Framework
- 38. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 38 • Sprint Planning Events
- 39. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 39 • Daily Stand Up Events
- 40. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 40 • The Review Events
- 41. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 41 • The Retrospective Events
- 42. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 42 Role, Artifacts, & Events In Action Product Owner Team Roles Product Owner Team Scrum master Artifacts Product Backlog Sprint Backlog Burn down chart Events Sprint Planning Daily Scrum Sprint Review Retrospective The Scrum Team Increment Scrum Master Product Backlog Increment Sprint
- 43. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 43 Role, Artifacts, & Events In Action Roles Product Owner Team Scrum master Artifacts Product Backlog Sprint Backlog Burn down chart Events Sprint Planning Daily Scrum Sprint Review Retrospective Increment Sprint Daily Scrum Sprint Review Retrospective Product Backlog Sprint Backlog Sprint Planning Meeting Product Owner Team Scrum Master
- 44. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 44 Agenda Challenges faced by projects Introduction to Agility and Scrum The Scrum Framework Who did it already Proposed Road Map
- 45. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 45 Companies using Agile Scrum Banking Service ProductsSoftware
- 46. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 46 Scrum Usage by Industry…
- 47. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 47 Scrum Usage by Company Size…
- 48. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 48 Agenda Challenges faced by projects Introduction to Agility and Scrum The Scrum Framework Who did it already Proposed Road Map
- 49. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 49 Proposed Roadmap Our proposed roadmap to implement Scrum is a 3 months plan divided in 3 phases in addition to an auditing phase after 6 months: Consulting Phase: Identify pain points for management and the team (1 week) Training Phase: Train team members and management to gain tactical agility, scrum skills as well as scrummaster and product owner knowledge. (4 days) Coaching phase: Transition existing team to scrum (2 months) Auditing Phase: Revisit the team after having used scrum for a while and audit their adherence to Scrum (1 week)
- 50. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 50 Agile and ScrumValues Scrum Values Principles Iterative Progress Transparent Adaption Inspection Transparency Visibility
- 51. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 51 Things Executives need to do differently Focus on Value Accept Hard Truths Empower Teams Do LESS at once • Less projects at once • Less complex • Less waste Adopt new culture that values • Transparency • Collaboration • Continuous improvement
- 52. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 52 Agile Scrum Essentials Agile and Scrum History Waterfall vs. Agile, Agile principles Scrum Framework Roles: Scrum Master, Product Owner, Team Events: Planning, Review, Retrospective, stand up meeting Artifacts: Product Backlog, Sprint Backlog, Burn down chart. Backlog creation, Stories, Estimation Scrum Values Build a product using scrum You can retake this course within 12 months for free Two consecutive days 9AM-5PM
- 53. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 53 Agile Scrum Master Scrum Framework for SMs. Simulation building a product. Heartbeat Retrospectives. Understanding Team dynamics. Seeking technical excellence. Scrum Master cases. Scaling Scrum Teams. Agile Engineering practices. Acceptance Test Driven Development You can retake this course within 12 months for free One Full Day 9AM-5PM Prerequisite Agile Scrum Essential
- 54. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 54 Agile Product Owner Scrum Framework for POs Value Driven Development Product Management Managing Requirements Planning Releases Lean Planning Managing Products and Releases Estimating in Scrum Fixed Cost projects & Scrum Acceptance Test Driven Development You can retake this course within 12 months for free Two consecutive days 9AM-5PM
- 55. Copyright © 2013-2015ScrumArabia. Portions used with permission. All rights reserved 55 Keep in touch THANK YOU! Joanna El-Khoury •Email: joannakhoury1@gmail.com joanna@scrumarabia.com •Phone: (961) 3 490 314 •LinkedIn: Joannakhoury •Web: www.scrumarabia.com
Editor's Notes
- #9 Standish Report A company studied 8000 projects to find in the opinion of project management and the People Who worked on the projects why projects fails We choose the top 6 reasons. None of these have to do with the choice of platform, development environment, language or hardware. Five have to do with communication between Developers and Stakeholders
- #10 20 % of what we are building is used. And 80% is rarely or never used. So only 20% of what we build is of value to our customers and users. Scrum allows us to build this value for our customers early on.
- #11 10
- #13 12
- #14 13
- #15 14
- #17 Scrum origins Jeff Sutherland Initial scrums at Easel Corp in 1993 IDX and 500+ people doing Scrum Ken Schwaber ADM Scrum presented at OOPSLA 96 with Sutherland Author of three books on Scrum Mike Beedle Scrum patterns in PLOPD4 Ken Schwaber and Mike Cohn Co-founded Scrum Alliance in 2002, initially within the Agile Alliance
- #18 17
- #19 Traditional planning steps: change is only welcomed/allowed at the end. Change at the end is very expensive and difficult to implement. Scrum Planning steps: All the team is working together instead of passing on tasks. Most importantly change is welcomed throughout the project Which makes change much less expensive and easy to integrate.
- #22 21
- #25 24
- #26 25
- #27 We have 3 roles, Product Owner, Team and Scrummaster If we are in a rugby or soccer game, the coach set the strategy (this is our Product Owner), the Referee makes sure the game is played according to the rules (this is the scrummaster) and the team do the actual work and plays the game (this is the scrum team)
- #28 Represent the Client Decide what to build Prepare the backlog Create Value!!! You have a business and want to go in a given direction to resolve complexity The product owner tell your team in which direction to go He she focuses the team in one direction while looking for value and ROI The PO don’t have to be technical, he/she should be a business person, understands the business, the ROI Be able to set the guide and negotiate with the team The PO is a compass, helps show the direction for the team
- #29 Make sure Scrum process runs properly Keep the team focus Resolve impediments Scrummaster focuses on the people Make sure people are going in the right direction and getting the work done The scrummaster don’t have to be technical, he/she should have the right personality type Should be willing to help people go in the right direction. The project manager used to do both, what sw to do and how to do, now it is split 1 person focus on ROI and one on the team, both make the project go forward. THE Actual project manager role is divided between the PO and the SM
- #30 Most important entity Do the work Typically 5-9 people, have all the skills to build the product. Have all the skills to create the product in one team. Programmers, designers, testers, user experience designers, etc. Teams are self-organizing and problem solving. Commits to tasks and build the work within a sprint.
- #31 30
- #32 31
- #38 37
- #39 Scrum has not only specific roles, but also specific events, and all scrum events are time boxed. All start with a planning or what we call Sprint planning Where the team understand the vision from the PO discuss the product backlog, size and commit to stories to be done in the next sprint and set a sprint goal. Sprint planning can go up to 8 hours for a 1 month sprint
- #40 Scrum has not only specific roles, but also specific events, and all scrum events are time boxed. All start with a planning or what we call Sprint planning Where the team understand the vision from the PO discuss the product backlog, size and commit to stories to be done in the next sprint and set a sprint goal. Sprint planning can go up to 8 hours for a 1 month sprint
- #41 The team will review the increment of work done during the sprint with the Product Owner, the Scrummaster the Client, the managers all stakeholders can be present. The client or product owner tries the product, it is a hands on meeting not a demo and accept or reject the the work done. It is an opportunity to meet the client and get their direct feedback on the product.
- #42 After the Review, the team and the scrummaster will do a retrospective to see what went well in the sprint, What could be improved And what actions to take for the next sprint. The retrospective mainly focus on improving the process to get a DONE increment. Like the other scrum events, the retrospective is time boxed, by example for a 2 weeks sprint your retrospective should take up to 1 hour and a half.
- #46 45
- #52 7 Things Executives Need to do things differently Focus on Value Accept hard truths Think big, start small Collaborate Lead by example Empower teams Do LESS, less at once, less complex, lest waste.
- #53 1)You can have training You can send your team, or management for scrum training here We have scrum training for Scrummasters Product owners Team 2) You can have consulting, we work with teams for regular sprints to help you Use scrum, adapt it to your business and keep scrum in your company We can work hand in hand with your team
- #54 1)You can have training You can send your team, or management for scrum training here We have scrum training for Scrummasters Product owners Team 2) You can have consulting, we work with teams for regular sprints to help you Use scrum, adapt it to your business and keep scrum in your company We can work hand in hand with your team
- #55 1)You can have training You can send your team, or management for scrum training here We have scrum training for Scrummasters Product owners Team 2) You can have consulting, we work with teams for regular sprints to help you Use scrum, adapt it to your business and keep scrum in your company We can work hand in hand with your team