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Iterating towards professional scrum
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- 3. Product Adoption Curve thestate of scrumâŚ
- 4. 2019 Scrum MasterTrends Report by scrum.org
- 5. 2019 Scrum MasterTrends Report by scrum.org
- 6. 2019 Scrum MasterTrends Report by scrum.org 2019
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- 29. Emotion: optimism Focus: self& team Scrum: doing Scrum
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- 36. network team firewall team securityteam server team telecom team interface analysis team HR & Appl analysis team web dev team misc analysis team ADT team billing team orders team OB team ambulatory team pharmacy team pacs team misc apps team
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- 45. we sit across eachother all day so we align continuously it is a waste of time, no improvements get implemented we will have a Sprint Review when we have something interesting to show this sprint will be three days longer so we can release estimating takes too long, our team-lead will assign tasks during the sprint
- 48. my team other team otherteam other team
- 51. Emotion: pessimism Focus: multipleteams Scrum: Scrum-but
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- 53. Stalled (and now itâsa mess)
- 54. other team other team otherteam my team
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- 67. accepting more work than canbe done working to meet deadlines in unpaid overtime accepting new work whenever being ready for ad-hoc status meetings not complaining to managers
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- 80. Emotion: enlightment Focus: theworld Scrum: professional Scrum
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- 82. Scrum can bereplaced or superseded by anything that also supports its underlying principles: 1.Self-organization (âŚ) 2.Bottom-up intelligence (âŚ) 3. Empiricism (âŚ) 4.Transparency (âŚ) #NoFramework
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- 86. Iterating towards professionalscrum optimism pessimism pain enlightment self/team multiple teams organisation the world doing scrum scrum-but scrum? professional scrum transparency suppressed experiment ⢠predictive planning fails ⢠empiricism ⢠people matter ⢠business agility ⢠co-creation ⢠self-governing teams ⢠#noframework ⢠feature teams ⢠scrum values ⢠cultural change ⢠done ⢠x-functional ⢠continuous learning ⢠scaling ⢠empowerment ⢠optimisation goals waterfall early growing stalled mature 7% 35% 42% 4% 11%
- 87. ignorance dispair wisdomenlightment
- 88. Iterating towards professionalscrum optimism pessimism pain enlightment self/team multiple teams organisation the world doing scrum scrum-but scrum? professional scrum transparency suppressed experiment ⢠predictive planning fails ⢠empiricism ⢠people matter ⢠business agility ⢠co-creation ⢠self-governing teams ⢠#noframework ⢠feature teams ⢠scrum values ⢠cultural change ⢠done ⢠x-functional ⢠continuous learning ⢠scaling ⢠empowerment ⢠optimisation goals waterfall early growing stalled mature 7% 35% 42% 4% 11%ignorance dispair wisdom enl
- 89. Scrum is Simple tounderstand, Difficult to master
- 90. Scrum is designedto show the relative efficacy of our development effort
- 91. Professional Scrum is aperfection vision and therefore, all Scrum implementations are imperfect by nature
- 92. PSM-I TRAINING APRIL 12& 13 KHARKIV CERTIFICATION
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Editor's Notes
- #3 it is a very special day todayâŚ. PHONE
- #4Â taken in kiev last year june
- #6Â 2100 scrum masters where asked to contribute to the 2019 survey. gives an indication of scrum adoptions world wide
- #7Â this slide has got nothing to do with my presentation but i thought you might be interested.
- #8Â where do companies think they are adopting scrum? since the introduction in 1995 since the publication in 2010, 11 % is âmatureâ can we still call this a success?
- #9Â I think i am starting to understand SCRUM maturity a bit, so given these numbers, I probably will have useful information for you
- #10Â Scrum is simple to understand but difficult to master also for scrum we go through these stages!
- #11Â working with freddy predictive planning fails empiricism people matter Emotion: supressed Focus: transparency Scrum: experiment
- #12Â sientific managment movement studies, planning, separating hands from heads optimising for resource usage
- #13 which brought usâŚ.
- #15Â PM qualities: make numbers look good, make someone else get blame do whatever to make deadlines from: âdo you know what a scrum master is, Freddy?â to: âeither him or meâ
- #17Â in most cases they become dictators trying to deliver
- #18 bad newsâŚ. cut up in three predictive planning fails empiricism people matter
- #19Â notenough understanding simple tounderstand,difficult to master need courage to bring transparency
- #22Â EXIT CRITERIA: fixing a plan upfront with no variables is no good we need short feedback loops, not a phased approach software projects is done by people that need to last
- #25Â standup is answering the 3 questions: moving boxes -cirillo the hero dev
- #26Â we work indivually at every story to speed up delivery
- #27Â tester experience of a sprint we are working waterfall in a scrum team!
- #30Â sprint review: learn DONE what is done? for our team: run in test env but we donât have permission to go to acceptance!
- #31Â we do retroâs, but retroâs are difficult to master: long term!
- #32 no action items, no accountability, forgotten, ambiguous, too many items no time to fix, we forget⌠learn: we are responsible for improving
- #33 one team scrumâŚ
- #34Â Simple to understand Difficult to master reread the scrum guide
- #35Â we do the mechanics, two camps emerge scrummasters and the rest
- #37Â scrum aims to deliver done product; howcome we cannot deliver done, in failing we find opportunities to improve x-func means we understand mini waterfall
- #38Â i am a scrum lover. do not understand but inside i KNOW scrum is the truth
- #39Â i believe
- #40Â we do standups so we are agile!
- #41Â scrum is a success demand is rising copy paste scaling
- #42Â how early agile transformations are implemented
- #43Â functional or component team natural and logical way of scaling agile path of least resistance. status quo scrum becomes a promotion tool
- #44Â now we ARE really agile! agile is now a selling proposition for our hip company
- #45Â no changes in the way the org is managed
- #46Â yearly release planning based on sales promises to customers
- #47Â we have just scrumpainted the company
- #48Â we make correctly formatted user stories
- #49Â and do great planning with gummiebears instead of hours while ensuring we will not dissapoint management reporting
- #50Â water scrum fall
- #52Â team empowerement = autonomy -> tailoring scrum to avoid pain
- #53Â management reporting scrumstyle great dashboards
- #54Â sprint review is applause
- #55Â mutiple scrum teams <> multiple team scrum we are all component or functional teams we havent got a cluehow to handle this coordination? sos?
- #56Â mechanical scrum! Simple to understand Difficult to master
- #57Â we now start to master scrum in our team ; so we know how to tailor it to our context scrum is giving us problems all the time once we tackle the problems with our team, impedements with other teams will become visible
- #59Â openness - respect - focus - courage - commtiment optimising for velocity?
- #60Â component teams, more complexity, feature teams, missing values > hate
- #61Â we know we are connected, we know we need to get this sorted
- #62Â copy paste scaling; component teams decomposition, teams are full, async dependencies,
- #63Â we added teams but productivity did not increase scrum is making things more complex we add coordination
- #64 another way to try to make teams deliver a product but done is not in prod and we release featuresâŚ. soâŚ
- #65Â coordination via release train engineer.
- #66 or make feature teams code ownership, architecture,⌠and oops⌠MGT NEEDS TO CUT COST ->DEV OPS
- #67Â the sum is: everybody must be able to do everything note, this includes 24/7 responsibility for running and changing our software
- #68Â i was hired as a front ender this is bad for my career
- #70Â results are lagging, pressure grows planning
- #71Â how to make the sprint successful
- #72Â sprint review is blaming
- #73Â retro is compaining
- #74Â living the values will start a cultural change
- #75Â no cultural change
- #76Â Simple to understand Difficult to master
- #77Â once we tackle the problems with multiple teams, impedements in the organisation become visible:
- #81Â Media agency Marketleader in Netherlands communication buro michael, marketing strategist
- #82Â people on team who do not understand communication now interfere
- #83Â one system business agilty
- #84Â meaning for managers: their role changes go-see / servant leadership
- #85Â above all, mgt is servant leaders taiichi ohno, toyota 1950.
- #86Â once we tackle the problems with our organisation, impedements in wiht suppliers, partners and customers will become visible
- #88Â seen your future?
- #89Â noframework
- #91Â once we tackle the problems with our organisation, impedements in wiht suppliers, partners and customers will become visible
- #93Â scrum adoption journey: simple to understand difficult to master ups and downs of learning
- #94Â how we learn
- #95Â scrum adoption journey: simple to understand difficult to master ups and downs of learning
- #97Â cultural change
- #98Â empirical process control
- #99Â if not, then local optimisation
- #101Â without done, your problems will remain hidden
- #102Â scrum will show you what to improve