The document summarizes the key aspects of an individual's career journey and experience with agile methodologies like Scrum. It discusses moving from traditional waterfall approaches to agile practices, how Scrum frameworks work, scaling agile for larger teams and programs, and achieving business benefits like faster delivery and increased ROI through an agile approach.

1. My Journey, so far...

2. In the beginning

3. The start of my career

4. The world started changing

6. Analysts UI Dev MT Dev DB Dev QA Tech Pub

8. Categorization of agreement versus certainty Software Development Project Complexity Modeled from Stacey, Ralph D. (1999). Strategic Management & Organizational Dynamics: The Challenge of Complexity. Third Edition. New York: Financial Times Prentice Hall. Anarchy Simple Complex Technology Requirements Complicated Complicated Far from Certainty Close to Certainty Far from Agreement Close to Agreement

13. We need something different

14. Processes to Avoid Processes that produce lots of paperwork Processes that don’t fit together well Processes not focused on execution Big-bang approach vs. learn-as-you-go

15. Scrum XP Crystal Lean DSDM FDD AGILE

16. OVER Processes and tools Individuals and interactions

17. OVER comprehensive documentation Working software

18. OVER contract negotiation Customer collaboration

19. OVER following a plan Responding to change

20. The Scrum Framework

21. Scrum and XP Sprint Planning meeting Daily Scrum Sprint Review Sprint backlog Product backlog TDD Pair programming Refactoring Simple design Coding standard Sustainable Pace Metaphor Continuous Integration Collective ownership Whole team Planning game Small releases Customer tests Burndown chart Product owner Team ScrumMaster Scrum XP Source: Henrik Kniberg

23. Delivering Value Early With Less Risk Traditional vs. Agile Software Delivery Traditional Scrum Risk Project Run Rate Cumulative Value Risk Cumulative Value Project Run Rate Halt project when desired value is reached Start with high-risk, high-value items to drive down risk and maximize ROI

25. Better Engineering Practices

26. Tooling for Agile Projects

27. Scrum Will Expose The Mess

28. Satir Change Model Source: Virginia Satir – graphic by Steve Smith

30. “ Planning is everything. Plans are nothing.” - Field Marshal Helmuth Graf von Moltke Chief of Staff of the Prussian army in 1800’s

32. Last observation = 36 Mean (Last 8) = 33 Mean (Worst 3) = 28 Source: “Agile Estimating and Planning,” by Mike Cohn Velocity

33. Deriving Duration Using Velocity At our slowest velocity we’ll finish here Prioritized Product Backlog Iteration 1 Iteration 2 At our current velocity we’ll finish here At our long-term average we’ll finish here

34. How Scrum Scales Many teams, many backlogs Many teams, one backlog

36. Reproduced with permission from Mike Cohn, Mountain Goat Software, 2003 Coordinating Scrum Or MetaScrum Scrum of Scrums Daily Scrums More Levels of Synchronization Executive Scrum Why When Lead by the Chief Product Owner Driven by strategy Sprint Level Coordination

40. Blogs Random Thoughts from a CTO Leaning Towards Agility AgileIQ Podcast The Agile Coach Podcast @skipangel http://www.linkedin.com/in/skipangel

41. What Now?