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Game of SCRUM & VSM
The document presents insights from Mark Lambertz at the Metaphorum Conference 2016, discussing the viability of Scrum as a framework for agile project management. It emphasizes Scrum's alignment with the principles of the Viable System Model (VSM) and its applicability across enterprise contexts through synchronization of teams. The text further explains Scrum's processes, roles, and the importance of adapting agile practices to different types of value creation.
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Game of SCRUM & VSM
- 1. Game of SCRUM& VSM Mark Lambertz Metaphorum Conference 2016 Leeds
- 2. Me Innovation Organization Human Centered Design 32+ yrs digitalexperience 20+ yrs professional Multipreneur Author & Blogger Consultant Agile Coach Strategist Design Thinker Exponentialist Freelancing & University Lecturer Speaker Transducer, System 4, Boundary Spanner I ♡ models
- 3. Thesis Consequently practiced SCRUMconstitutes itself inherently as a viable system. Furthermore it shows that enterprise wide SCRUM is a feasible approach, since it implicitly follows the principles of the VSM.
- 4. What is SCRUM? Aframework to insure Transparency Inspection Adaptation
- 5. Origins: 1997 developed by KenSchwaber Jeff Sutherland
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- 7. Values: commitment courage focus openness respect Risk management: forvolatile environments
- 8. tactics: the higher the uncertaintythe shorter the cycle = small increments && small batch size Timebox!2nd & 4th Principle of Organization! ≈ Synchronization
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- 11. Basic Values Individuals & Interaction Processes& Tools + - Working Software extensive Documentation + - Cooperation with Client Contract negotiations + - React to change Follow the plan- +
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- 13. Decision: Static mapping ofSCRUM activities, artifacts and roles to VSM Systems or process related (time based) exploration of SCRUM behavior
- 14. Procedure: Personal research Peer review: HeikeBartlog, Host for Innovation Interviews & Field verification
- 15. Recursion level: Team Product Owner Scrum Master Team Member1 Team Member 2 Stake- holders User Agile Manifesto TOKENS Managt.
- 16. Stake- holders ! UsersDev Team Member 1 DevTeam Member 2 Product Owner Scrum Master Agile Manifesto TURN: 1 Product vision Managt.
- 17. Product Owner Scrum Master Dev Team Member1 Dev Team Member 2 Product Owner Dev Team Product Owner Dev Team Agile Manifesto Stake- holders Users Scrum Master Managt. TURN: 1 Product vision ! Definition of Purpose Epics & User Stories Acceptance Criteria Definition of „Ready“ Definition of „Done“ Agreements
- 18. Product Owner Scrum Master Dev Team Member1 Dev Team Member 2 Product Owner Dev Team Product Owner Dev Team Agile Manifesto ! Stake- holders Users Scrum Master TURN: 2 sprint planning Managt. Item Bargain for 1st Sprint Product Owner prioritization Dev Team picks items for the sprint SCRUM Master intervenes if needed
- 19. Product Owner Scrum Master Dev Team Member 1 DevTeam Member 2 Product Owner Dev Team Scrum Master Dev Team Agile Manifesto ! Stake- holders Users Dev Team TURN: 3 Daily Cycle Dev Team Scrum Master Managt. Production Phase Check up: On course? Product Owner almost not involved SCRUM Master = moderator
- 20. Product Owner Scrum Master Dev Team Member 1 DevTeam Member 2 Product Owner Dev Team Scrum Master Dev Team Agile Manifesto ! Stake- holders Users Dev Team TURN: 4 Release Dev Team Scrum Master Managt. Release Potentially shippable product Increment
- 21. Dev Team Member 1 DevTeam Member 2 Product Owner Product Owner Dev Team Product Owner Scrum Master Dev Team Agile Manifesto ! Scrum Master Stake- holders Users TURN: 5 sprint review Dev Team Scrum Master Managt. Product Reflection What can we learn from the last sprint about our product? Features, Stability, Dev Issues, etc.
- 22. Dev Team Member 1 DevTeam Member 2 Product Owner Scrum Master Dev Team Product Owner Scrum Master Dev Team Product Owner Scrum Master Dev TeamProduct Owner Scrum Master Dev Team Agile Manifesto ! Scrum Master Stake- holders Users TURN: 6 Sprint retrospective Managt. Collaboration Reflection What can we learn from the last sprint about our collaboration? Human interaction, tools, rules, etc.
- 23. A short reflectionabout enterprise SCRUM
- 24. Team 1 Team 2 … Synchronization Sync1 Sync 2 Sync 3 It’s recursive! Beware: SCRUM is not suitable for every type of value creation! But there are other agile practices for „not-so-incremental“ processes.
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- 26. Conclusion SCRUM activities, artifactsand roles during the process can be mapped towards the VSM SCRUM teams follow implicitly the principles of viability SCRUM can be scaled in the enterprise context, if it is possible to synchronize the teams Additional agile methods should be used in the systems which support the creation of value