The document outlines the SCRUM pilot project aimed at developing mid-level high-potential engineers through a 30-day project managed using SCRUM methodology. The project involves identifying a business need, forming a SCRUM team, and following the SCRUM process which includes roles like Product Owner and Scrum Master, iterative sprints, and prioritized backlogs. Additionally, it discusses the impact of SCRUM compared to traditional methods, emphasizing adaptability, productivity, and continuous delivery of business value.

1. SCRUM (Mid Level Engineers Talent Awareness & Development Through Project Work)

2. Scrum Pilot Overview 1. Sponsoring Director (‘Product Owner’) selects a current business need for a 30 day project 2. Sponsoring Director and HR discuss project and SCRUM process and adapt as necessary 6. Project commences with ScrumMaster being identified and first ‘Sprint’ activity undertaken 5. Product Owner describes the project task and deliverables expected 8. Implement 30 Day project. 7. SCRUM process proceeds with involvement of Product Owner and observation/coaching by HR 10. Enhanced development and new opportunities discussed by HR with Head of Discipline 4. Principles of SCRUM presented to the SCRUM team members by HR 3. Eight HIPO’s identified and invited to partake 9. HR undertakes personal lessons learnt with each team member and HIPO identification with Sponsoring Director Throughout the project HR and the Sponsoring Director meet to review observed behaviours against the standard leadership competency framework

3. The SCRUM Process ‘ Product Backlog’ A prioritized and business value list of what will be delivered and in order of importance. Those with a higher ROI are given greater priority ‘ Sprint backlog’ The list of work that the team must address during the next ‘sprint’. ‘ Sprint’ Short bursts of work of typically between 4-16 hours. Tasks never assigned; Team members self select a task from the list to undertake, promoting self buy-in and commitment ‘ Shippable Product’ The end ‘product’ delivered with a higher degree of certainty of ‘fit for purpose’ and ROI, due to the iterative method of project delivery 30 days 24 Hours Scrum Process

4. Project Delivery Develop Prioritise Requirement Design Develop Test Prioritise Requirement Design Develop Test Define Design Deploy Sign-off Sign-off Sign-off Prioritise Requirement Design Develop Test Sign-off Sign-off Sign-off False Security More Uncertainty Uncertainty Surprise! Uncertainty Safer Safe Traditional (Waterfall) Agile (SCRUM) Prioritise Requirement Design Develop Test Happy! Scrum Multi-task Development Life Cycle Cost of change Activity Level

5. Scrum Breakdown Impediments Spring Review The Team Sprint Backlog Daily Scrum ScrumMaster Product Backlog Sprint Planning Product Owner Lists Meetings Roles

6. SCRUM Pilot Project Objectives Targeted at mid level high potential engineers to help develop a greater awareness of talent across programmes by the senior engineering leadership team To enable HIPO individuals to be more visible to senior engineering leaders To and identify with a greater degree of accuracy future HIPO’s requiring enhanced development/opportunity To allow Engineering to have a real piece of work tackled by high potential employees, with an output, within a short period of time Boost individual performance and morale To support and help embed the values of TPL Method 8 Mid level engineers will be identified from existing Programme HIPO lists and/or Head of Discipline recommendations, and invited to take part. Consideration given for the role as ‘ScrumMaster’ to be selected from the Senior Succession pool to support their development needs. The engineers will be briefed on the SCRUM methodology as a baseline from which to undertake the project, but our expectation is that the methodology will evolve over time to better suit MAS culture and governance for example. A senior director will select a project to be undertaken within 30 days and will act as ‘Product Owner’ (SCRUM terminology) throughout the 30 day project in order to have visibility and control of the project.

7. Appendix

8. SCRUM A 30 Day Project Methodology Roy Mark 22/09/2010

9. What is SCRUM? origins are from IT developments, hence some terminology simple method for the management of complex projects ...” “ Older methods focus on staying on track; Scrum (like other ‘Agile’ methods) is aimed at delivering business value all the time …” “… a hyper-productivity tool!” “ The market is changing more rapidly, external factors are becoming increasingly more complex – and Scrum makes it possible to adapt…” “ It has been documented to dramatically improve productivity in teams previously paralyzed by heavier methodologies and over-control…” “ Embraces change, releases creativity, provides focus, empowers, increases productivity ”

10. The Traditional Waterfall Approach Requirements Design Implementation Verification Maintenance A sequential process elongates project length (particularly if excessive control occurs) Return to start necessary if a problem or scope change occurs All team members and stakeholders need to be aligned and available Business benefit is (hopefully!) at the tail-end Risk averse process as it’s large and time consuming and as such failure is costly Highly managed and so inhibits innovation, agility and satisfaction Approval and Control Approval and Control Approval and Control

11. Project Delivery Develop Prioritise Requirement Design Develop Test Prioritise Requirement Design Develop Test Define Design Deploy Sign-off Sign-off Sign-off Prioritise Requirement Design Develop Test Sign-off Sign-off Sign-off False Security More Uncertainty Uncertainty Surprise! Uncertainty Safer Safe Waterfall Agile Prioritise Requirement Design Develop Test Happy! Scrum Multi-task Development Life Cycle Cost of change Activity Level

12. The SCRUM Process ‘ Product Backlog’ A prioritized and business value list of what will be delivered and in order of importance. Those with a higher ROI are given greater priority ‘ Sprint backlog’ The list of work that the team must address during the next ‘sprint’. ‘ Sprint’ Short bursts of work of typically between 4-16 hours. Tasks never assigned; Team members self select a task from the list to undertake, promoting self buy-in and commitment ‘ Shippable Product’ The end ‘product’ delivered with a higher degree of certainty of ‘fit for purpose’ and ROI, due to the iterative method of project delivery 30 days 24 Hours Scrum Process

13. Scrum Breakdown Impediments Spring Review The Team Sprint Backlog Daily Scrum ScrumMaster Product Backlog Sprint Planning Product Owner Lists Meetings Roles

14. Three Roles In this methodology whilst others are interested in the outcome of the project their jobs and reputations are not ‘on the line’ and so there may be a degree of indifference from them or lack of responsiveness. Consequently whilst such stakeholders needs, desires, ideas and influences are taken into account, they are not allowed to get in the way of the actual Scrum project, eg, by requesting reviews; sign-offs; socialisation; etc. True Team ‘Stakeholders’ (its their jobs on the line) Removes Impediments Budget Responsibility Cross Functional Enforces the Scrum Features Self Organising Team Servant Product Vision The Team ScrumMaster Product Owner

15. Three Meetings “ What impediments stand in your way?” Team commits to Product Owner Must represent potentially shippable product (“looking onto” and “arranging a meeting” are not a product) “ What will you do today?” Team analyzes tasks involved and creates Sprint Backlog Presented by Team to Product Owner at end of a Sprint “ What did you get done yesterday?” Product Owner and Team review Product Backlog Sprint Review Daily Scrum Sprint Planning

16. Three Lists Updated daily Fosters communication Open; visible; Honest. Grouped together; To-do In progress And done Anyone can contribute Maintained by ScrumMaster List of Product Backlog actions committed to for the current sprint List of requirements ordered and estimated Impediment List Sprint Backlog Product Backlog

17. Roles – Product Owner … represents the voice of the customer and ensures that the Scrum Team works with the right things from a business perspective. Defines the features of the product and adjusts priority at every iteration The Product Owner administers a Product Backlog – a current to-do list where all the specifications for a product are listed according to how profitable/advantageous they are deemed to be. The document is visible to the entire organization so that everyone is aware of what to expect in future releases of the product. The Product Owner is often a customer, but can also be part of the internal organization, eg a sponsor from the ‘Big 6’. Before each Sprint, the highest prioritized goals are transferred to a Sprint Backlog . The product Owner accepts or rejects tasks This role requires comprehensive knowledge about the subject in question and BAE Systems/MAI business processes generally.

18. Roles – ScrumMaster … is a combination of coach, fixer and gatekeeper. Removes impediments Enables close cooperation across all roles and functions Shields the team from external interferences The Scrum Master meets with the team every day in brief meetings, Daily Scrums. When someone outside the project has an important issue to discuss with the team, the Scrum Master tries to ensure that the team members are disturbed as little as possible in their work. The ScrumMaster always adopts a here-and-now perspective to the work. The focus is always on providing the team with the best possible circumstances for realizing the goals fixed for the Sprint. After each Sprint, the ScrumMaster holds an Evaluation Meeting with the Scrum team – a Sprint Retrospective – during which experiences and conclusions are reviewed. The purpose is to elevate the team’s level of knowledge and heighten motivation prior to the next Sprint.

19. Roles – The Scrum Team … performs the actual work of problem solvers, solutions designers and implementors. The team normally consists of 5-9 people – a group size that experience and research has shown to be best for this type of work. They are often cross functional and may be deployed full-time The team members decide how the work is arranged and how assignments are distributed. There are no set project roles – everyone should be able to swap tasks with another member. Naturally, this does not prevent individual members from being experts in a field. Teams are self-organizing Membership should change only between sprints

20. Process - Creating a ‘Product Backlog’ The Product Owner compiles all the requests and specifications that are the basis of the changes of the ‘product’, such as new services, products, ,methods, processes and ‘bug’ fixes. After the goals have been defined, the entirety is broken down into segments. Each such segment should in part create business value and in part be sub-deliverable. A prioritized list is made at the same time – the Product Owner personally makes the decisions at this point in what order should the changes be made and delivered? The result is a to do list arranged according to how the market’s demands and customer’s requests have changed over time. When it is time to start a new Sprint, the Product Owner “freezes” the foremost items on the to-do list and summons the Scrum Team to a meeting.

21. Process – The Sprint Phase Of the Sprint’s 30 calendar days, the first are set aside to create a Sprint Backlog . When the tasks and required time has been determined, the Product Owner lets go . As of now the Scrum Team works under its own responsibility. If the group has been properly composed, the work will be self organizing. Each sprint enhances the organisations value/contribution and ideally provides a deliverable to the customer

22. Process – Managing the Sprint Backlog Individuals sign up for work of their own choosing Work is never assigned Estimated work remaining is updated daily Any team member can add, delete or change the Sprint backlog Work for the sprint emerges If work is unclear, define a Sprint backlog item with a larger amount of time and break it down later, update work remaining as more becomes known

23. Process – The Sprint Review Team presents what it accomplished during the Sprint Typically takes the form of a demo of new features, process or solution Informal 30 minutes 2-hour prep time rule No slides Whole team participates Invite the world

24. Process – Sprint Retrospective Periodically take a look at what is and is not working Typically 2 hours Done after every Sprint Whole team participates ScrumMaster Product Owner Team Possibly customers and others

25. Process – The Daily Scrum A Scrum is what otherwise is known as agile development – a set of work methods and behaviours aimed at improving the ability to respond quickly to needs, and requests from the customer, cutting down waste and waiting periods, reducing employee stress, while simultaneously increasing productivity. Every day, at the same time, the ScrumMaster and the Scrum Team have a brief meeting. The purpose is to eliminate all speed impediments for the group. Each of the participants should in some way answer three questions: What have you done since the last meeting? What will you do between now and the next meeting? Is there anything preventing you from doing what you have planned? The first two questions give the meeting participants full insight into how the project is progressing. The third question provides a basis for problem solving – ranging from a new form to organizational changes at the company – but usually undertaken outside the daily Scrum.

26. Process – The Daily Scrum Parameters Daily 15-minutes Stand-up Scrum starts On time Not for problem solving, but problem highlighting Whole world is invited, but ……. Only team members, ScrumMaster, Product Owner, can talk Helps avoid other unnecessary meetings

27. Process – Governance Anyone may attend and listen at a Scrum meeting, but only the ScrumMaster, Product Owner and the team members may speak. Demonstration and evaluation Each Sprint finishes with a demonstration during which any completed deliverables are shown before a larger group consisting of, besides the Product Owner, users and representatives for corporate management, for example. This is the basis for an Evaluation Meeting that in turn is the starting block for the next Sprint. A burn-down chart is used to mark day-by-day how much remains of the scheduled work. The diagram clearly illustrates the rate the remaining hours of a Sprint are “burned down”.

28. Process – Measuring ‘Burndown’ Progress

29. Common Questions About SCRUM’s Isn’t there a significant risk that Scrum runs wild with everyone doing as they like? Experience from a multitude of various projects shows that this does not happen. The reason is that the principles are easy to understand and the team has visible deliveries every 30 days. The shared responsibility for all parts of the ‘product’ also makes the Scrum Team’s members more motivated to adhere to set routines and rules. Can Scrum only be used for smaller projects? No, the method can be up-scaled by putting together several smaller projects to form one larger. A so-called Scrum of Scrums can include hundred of engineers, organized in dozens of Scrum Teams. How do you start? A common way of starting is to send one or more people on a course to become certified ScrumMaster. Many companies offer these types of courses nowadays. Another alternative is to start a pilot project and let someone with experience from a previous Scrum project serve as mentor for the Team, ScrumMaster and Product Owner. What happens if you don’t finish on time? Scrum does not allow a delivery date to be altered! If you are behind, you delete items in the Scrum Team’s Sprint Backlog and if you are ahead you can ask the Product Owner for more tasks.

30. Common Questions About SCRUM’s Does a Sprint have to be 30 days? Not necessarily, but it should be the same length throughout the entire project. Plus, experience shows that 30 days (about 1,000 effective hours for an experienced group) is a good compromise between a comfortable work pace and adaptability. What’s happened to the project manager? Scrum has no role with that title. A project manager that leans toward administration is commonly found in the role of Product Owner. Those best suited to coaching will probably be more comfortable as a Scrum Master. Where does the word Scrum come from? Scrum is a rugby term for the close-knit shoulder-to-shoulder formation a rugby team forms to jointly move the ball forward. The word was first used by Takeuchi and Nonaka in a famous article published in the Harvard Business Review in which they described the most successful product development projects in Japan. Is the use of SCRUM’s only for software development No they have been successfully used in the USA and Japan for; Commercial software In-house product development Contract development Fixed-price projects Financial applications ISO 9001-certified process development the Joint Strike Fighter Video game development FDA-approved, life-critical systems Websites Mobile phones Network switching applications 24x7 systems with 99.999% uptime requirements Product recall projects

31. Glossary Adaptive, adjustable – in this context, that project goals or schedules are adjusted in line with how the external factors change. Burn-down Chart, a diagram that monitors how much work remains to implement a segment of the project being developed during a Sprint. Daily Scrum, brief, daily meetings (about 15 min) between the ScrumMaster and the Scrum Team. The purpose is to keep work flowing smoothly and eliminate any impediments. Agile development, a methodology for software/process development which emphasizes, among other things, adaptability, short paths between ideas and implementation, and simplified forms of collaboration. Examples of agile methods include Extreme Programming (XP), RAD and Scrum itself Sprint Retrospective, meeting (about 2 hours) held after each Sprint. The ScrumMaster and the Scrum Team review both what went well and what should be improved in the next Sprint. Predictive, foresighted – in this context, project goals and schedules based on a prognosis of external factors made at the beginning of the project. Product Backlog, current “to-do list” that contains the project’s goals and priorities. Managed by the Product Owner .

32. Glossary Product Owner, the person responsible for the product’s Product Backlog and that the project is working with the right things from a business perspective. Release Backlog, the same as a Product Backlog , but restricted to a release of the product. ScrumMaster, “the team leader” for the Scrum Team. Scrum Team, ”the work force”– in a Scrum project. Organizes its work itself and lacks a formal group manager. Sprint, the iteration comprised (normally) of thirty days during which the Scrum Team concentrates on realizing the goals defined by the project’s current Sprint Backlog. Sprint Backlog, a to-do list for a Sprint. Consists of the assignments that the Product Owner has defined as having the highest priority. Is given its final structure during the Sprint’s first day at a meeting between the Product Owner and the Scrum Team. Sprint Review, an informal meeting (about 4 hours) at the end of a Sprint during which the team presents (and demonstrates, if relevant) for management, customers and the Product Owner what has been created during the Sprint. Timebox, a period during which something is to be carried out. A Sprint is a result of timebox thinking. Deadlines may not be exceeded – parts of the assignment are deleted instead.

33. Scaling Through the Scrum of Scrums

34. Scrum of Scrums of Scrums

35. A Scrum reading list Agile and Iterative Development: A Manager’s Guide by Craig Larman Agile Estimating and Planning by Mike Cohn Agile Project Management with Scrum by Ken Schwaber Agile Retrospectives by Esther Derby and Diana Larsen Agile Software Development Ecosystems by Jim Highsmith Agile Software Development with Scrum by Ken Schwaber and Mike Beedle Scrum and The Enterprise by Ken Schwaber User Stories Applied for Agile Software Development by Mike Cohn Lots of weekly articles and resources at www.scrumalliance.org