The document discusses the importance of agility and empiricism in software development. It defines agility as the ability to rapidly adapt to change and take advantage of opportunities while controlling risk. Empiricism is derived from experience and experimentation. An empirical process frequently inspects and adapts based on actual results rather than predictive planning. Transparency is also important for empiricism, requiring all aspects to be commonly understood. Scrum is presented as a tool to help teams become more agile through its emphasis on empiricism, transparency, and frequent inspection and adaptation of working software increments.

1. Scrum!
Neccesary but not
sufficient for Agility!
I
am
a
firm
believer
in
the
people.
If
given
the
truth,
they
can
be
depended
upon
to
meet
any
[so;ware
development]
crisis.
The
great
point
is
to
bring
them
the
real
facts.
-­‐
Abraham
Lincoln
Slide
1

2. Agenda
• Agility: what is it?
• Agility: how do we do it?
• Scrum is a tool to become Agile
• Path to Agility
13
April
2011
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ADM
1993-­‐2011
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Rights
Reserved
v2.0
Slide
2

3. Agility
(a·∙gil·∙i·∙ty)
–noun
1. flexibility, the capacity and capability of
rapidly and efficiently adapting to change.
2. ability to take advantage of opportunities
and responding to challenges while
controlling risk.
13
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2011
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ADM
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Slide
3

4. Why
is
Agility
important?
• Complex business organizations
• Complex marketplaces
• Internationalization
• Complex Applications
• Riskier Applications
• Competitive advantage
• Competitive survival
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2011
© ADM 1983-2010 All Rights Reserved Slide
4

5. Agenda
• Agility: what is it?
• Agility: how do we do it?
• Scrum is a tool to become Agile
• Path to Agility
13
April
2011
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ADM
1993-­‐2011
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Rights
Reserved
v2.0
Slide
5

6. The
first
thing
that
Agility
requires
is
empiricism
Empirical -
Derived from or guided by
experience or experiment
13
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2011
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Slide
6

7. A
thermostat
for
soOware
development
5
MINS
Time
People
Event
Purpose:
Understand
the
power
of
empiricism
7:00
-­‐
8:00 5 Room
setup
Situa-on:
You
are
in
charge
of
keeping
a
20
x
8:00
-­‐
9:00 50 Breakfast,
Connental
buffet
style,
Lyzure
Amalgamated
40
room
in
this
building
at
a
constant
22C
temperature
through
the
day.
The
room
does
not
9:00-­‐
10:30 55 Meeng
-­‐
Lyzure
have
a
thermostat.
Amalgamated
10:30-­‐
11:00 55 Coffee
break
At
the
start
of
the
day,
8:00
am,
you
have
to
set
the
heang,
air
condioning,
venng,
and
blinds
so
that
11:00-­‐
12:30 55 Meeng
-­‐
Lyzure
Amalgamated
they
will
adjust
themselves
at
the
appropriate
mes
12:30-­‐
1:00 5-­‐20 Setup
and
next
meeng
to
maintain
this
temperature
throughout
the
day.
arriving
1:00-­‐
3:00 50 Meeng
-­‐
Rexxus
Ltd.
Ques-on:
What
variables
will
you
have
to
take
3:00-­‐
3:30 50 Coffee
break
into
account
to
know
the
se^ngs?
(hint:
number
of
people
in
the
room
will
be
one
variable).
3:30-­‐
5:30 70 Meeng
-­‐
Rexxus
Ltd.
13
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Rights
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Slide
7

8. Controlling
temperature
isn’t
that
complex,
but
there
are
a
lot
of
things
to
plan
for!
Variables
might
include,
for
any
me
during
the
day:
• number
of
people
in
room
• metabolism
of
each
person
• acvity
of
each
person
• opening/closing
of
doors
• weather:
including
sun,
clouds,
and
outside
temperature
• temperature
of
adjoining
rooms
• construcon
material
of
the
building
• floor
of
the
room
• will
food
be
served,
when,
what
type,
and
how
much
• temperature
of
food
brought
into
room
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2011
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8

9. Dimensions
Of
Complexity
Source:
Ralph
Stacey,
University
of
Herfordshire
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2011
© ADM 1983-2010 All Rights Reserved 9

10. Empirical
processes
adapt
to
the
future
• Variables
are
ignored.
Actual
temperature
drives
se^ng
of
air
condioning,
heang,
blinds.
• Frequent
inspecon
&
adaptaon
(JIT)
rather
than
predicve
planning
• Based
on
“actuals”
rather
than
predicons
• Requires
transparency
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11. Empirical
Processes
Plan
Frequently
P
Planning
D
Doing
Predictive:
Empirical:
• All planning is done • Just-in-time
at beginning
planning and re-
planning based on
frequent inspection
P
D
P
D
P
D
P
D
P
D
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12. Empiricism
Requires
Transparency
Transparency (adjective)
1.Easily seen through, recognized, or
understood.
2.All aspects are equally and commonly
understood by all observers.
Issue:
Most
organizaons
struggle
with
transparency,
which
requires
trust
and
safety.
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2011
© ADM 1983-2010 All Rights Reserved Slide
12

13. Exercise
(5
Minutes
w/3
Ppl
Near
You)
The Situation: The Assignment:
• You are a developer at xyz co, • What work would you have to
building life-critical products. do to turn the requirements
• Your Scrum team is one of into a “done” increment?
seven working on a new • If you were developing a
release of one product. “done”, potentially shippable
• Your team is going to select increment, what would your
product backlog to turn into definition of “done” be? Would
something done (no more work it include, for example,
remains, potentially shippable) refactoring? What else?
within a two-week iteration.
• Each team has all the skills to
fully develop the requirements
into a “done increment.”
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April
2011
© ADM 1983-2010 All Rights Reserved 13

14. Exercise
(Cont.)
Did your definition of “done” include these? Why not?
• Performance testing
• Stability testing
• Refactoring
• Immunological response testing
• Integration with the work of the other six teams
• Integration testing with the work of the other six teams so the
increment is the totality of all seven teams
• Release notes
• Internationalization to the six markets where the product will be sold
• User acceptance testing
• Regression testing
• Code reviews
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2011
© ADM 1983-2010 All Rights Reserved 14

15. The
Increment
Is
Scrum’s
Transparency
• The increment is inspected
every iteration.
• It must be transparent
to be inspected;
Increment
• To be transparent,
it must be “done,” and,
• An “undone” or opaque increment is
the equivalent of putting a wet
washcloth over a thermostat.
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2011
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16. Agenda
• Agility: what is it?
• Agility: how do we do it?
• Scrum is a tool to become Agile
• Path to Agility
13
April
2011
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ADM
1993-­‐2011
All
Rights
Reserved
v2.0
Slide
16

17. First,
What
Is
Scrum?
Scrum
(n.)
1. An
iterave,
incremental
process
framework
that
helps
teams
manage
complexity
and
maximize
value
as
they
translate
business
needs
into
working
soOware.
2.
A
tool
for
becoming
Agile.
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2011
© ADM 1983-2010 All Rights Reserved Slide
17

18. First,
what
is
Scrum?
Scrum (n): a tool you use to
become Agile
Image
source:
codecentric.de
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2011
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18

19. The
usual
things
take
a
long
me,
and
more
…
Plan
Analyze
Design
Code
Test
Release
Waterfall!
Plan for the entire project up-front, including
requirements of all value. Nothing can be
used until project is over.
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2011
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20. Agile
is
the
usual
things
done
more
quickly
Waterfall!
Plan
Analyze
Design
Code
Test
Release
Scrum!
Short, high value
iterations that The same work, but
Analyze
deliver valuable, Design
processed differently
Plan
Plan
opportunistic Code
Test
and on fewer
pieces of Release
requirements.!
functionality.!
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21. Oh,
with
I2
and
self-­‐organizing,
x-­‐funconal
teams
Scrum!
Short, high value
iterations that
Analyze
deliver valuable, Design
Scrum
Team
Plan
Plan
opportunistic Code
Test
pieces of Release
Work done by self-organizing,
functionality.! cross-functional teams that are
highly productive, creative, and
build high quality product.!
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22. How
Does
Scrum
Work?
Done
Iterave,
incremental
development
with
self-­‐organizing,
cross-­‐funconal
teams.
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2011
© ADM 1983-2010 All Rights Reserved Slide
22

23. 5
ps
for
ge^ng
more
for
less
• Optimize productivity
• Only build valuable stuff
• Don’t build low value stuff
• Weave around development constraints
• Weave around customer constraints
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23

24. Low
hanging
fruit
1. Collocated, self-organizing
teams are 100% more
productive
2. Don’t build low value
functionality
3. Don’t sustain or maintain
low value functionality and
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2011
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24

25. Agenda
• Agility: what is it?
• Agility: how do we do it?
• Scrum is a tool to become Agile
• Path to Agility
13
April
2011
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ADM
1993-­‐2011
All
Rights
Reserved
v2.0
Slide
25

26. Where
Are
We
With
Agility?
• Scrum is in its third decade.
• VS 2010 is solid with an excellent repository
and template capability.
• Modern engineering practices facilitate self-
organizing, cross-functional teams.
• Training and coaching programs are in place.
• Scrum is widely used to improve agility.
• Necessary culture change is difficult.
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2011
© ADM 1983-2010 All Rights Reserved Slide
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27. Agility
Requires
Organizaonal
Change
• An organization’s culture is
Culture finely tuned to produce its current
The set of shared problems.
attitudes, values,
• Agility is an entirely new state.
goals, and practices
that characterizes an • The culture must be changed in
organization. order to achieve Agility.
“The way we do • Organizational change is a
things here.” difficult multi-step process that
requires leadership.
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2011
© ADM 1983-2010 All Rights Reserved 27

28. Types
of
Change
Scrum
Requires
• Empirical management replaces
predictive management.
• Transparency is value neutral.
• Authority moves down the organization.
• More attention and hard choices are
required.
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2011
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28

29. Scrum
Adopon
Profile
–
Retreat
from
Excellence
• The group that led leaves the organization.
• Prevailing culture reasserts itself, bit by bit.
• Excellence is lost.
Agile
ScrumBut
Scrum
13
April
2011
29

30. Four
necessary
condions
for
become
Agile
Mindset
Change
Compelling
Story
Reinforcing
Capability
Role
Modeling
mechanisms
Building
It
needs
to
make
sense
Incenves
must
be
Employees
must
have
Respected
models
must
(to
the
employees).
aligned.
The
the
skills;
they
must
lead.
Employees
must
Employees
will
alter
surrounding
structures
actually
be
able
to
do
see
people
they
respect
their
mind-­‐sets
only
if
(reward
and
recognion
what
you
want
them
to
modeling
it
acvely
they
see
the
point
of
the
systems,
for
example)
do
change
and
agree
with
it must
be
in
tune
with
the
—at
least
enough
to
new
behavior
give
it
a
try.
Source:
The
Psychology
of
Change
Management,
Lawson
and
Price,
McKinsey
Quarterly,
June
2003
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2010
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31. Engagement
model:
The
Path
to
Agility
• We have developed an engagement
model to guide you to achieve Agility.
• Based on:
– Twenty years of experience.
– “CxO Playbook” first used in 2005 and
updated after engagements.
– In collaboration with John Kotter’s*, adoption
of his model for organizational change.
*
Harvard
professor
internaonally
recognized
as
leading
expert
on
organizaonal
change.
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31

32. Wrapped
in
an
organizaonal
change
program
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32

33. Before
We
Start:
Pre-­‐engagement
Assessment
• Assess organization
• Formulate test projects
• Establish productivity
and waste metrics
• Start projects and
capture metrics
• Value stream mapping
• Identify possible ROI
and organizational
value
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33

34. Eight
stage
process
for
creang
culture
change
1. Establish a sense of urgency (what will
happen if we stay the same?).
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35. Eight
stage
process
for
creang
culture
change
2. Create a guiding coalition (group is a Team
with adequate power and influence).
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36. Eight
stage
process
for
creang
culture
change
3. Develop a vision and strategy (what will it
be like when we are changed?).
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37. Eight
stage
process
for
creang
culture
change
4. Communicate the change vision (use every
possible vehicle and ensure leaders exemplify
vision).
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38. Eight
stage
process
for
creang
culture
change
5. Empower broad-based action (eliminate
obstacles and encourage risk-taking).
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39. Eight
stage
process
for
creang
culture
change
6. Generate short-term wins (immediate,
visible success that is celebrated).
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40. Eight
stage
process
for
creang
culture
change
7. Consolidate gains and produce more
change (promote advocates and leaders).
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41. Eight
stage
process
for
creang
culture
change
8. Anchor new approaches into the culture
(change disappears if not continually fostered).
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42. Path
to
Agility:
Playbook
Play
Descrip-on
1.
Iniaon
Set
baselines,
form
leadership
team,
establish
vision
and
urgency,
begin
communicang,
determine
metrics,
idenfy
pilots
2.
Pilots
Create
wins,
communicate,
remove
impediments,
start
change,
gather
inial
metrics
and
dashboards,
provide
inial
training.
3.
Organizaonal
Expand
usage
of
Scrum,
inspect
metrics
and
adapt
accordingly,
Expansion
remove
impediments
to
agility
for
organizaon
and
customers,
remediate
products
and
systems,
communicaon
internally
and
externally,
more
training
and
coaching.
Create
anchor
points.
4.
Achieve
Restructure
relaonships,
processes,
management,
organizaonal
Impact
structure,
career
paths,
cultural
values,
and
everything
required
to
opmize
producvity
and
remove
waste.
Start
managing
results
of
change.
5.
Anchor
Review
all
pracces,
structures,
and
processes
in
organizaon.
Anchor
change
into
them
so
new
culture
is
created.
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Slide
42

43. Filling
In
Scrum’s
Holes
Professional
Scrum
Programs
Scrum
Product
Master
Owner
Developer
Scrum
Foundaons
©
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ADM,
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Rights
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Slide
43
13
April
2011

44. Scrum.org
programs
• Every Program consists of:
– Partners
– Trainers and coaches
– Body of knowledge
– Assessments
• Every Program is monitored and its quality
assured by Scrum.org,
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Slide
44

45. Thank
you!
Ken Schwaber
ken.schwaber@scrum.org
@kschwaber
kenschwaber.wordpress.com
www.scrum.org
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Slide
45