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Iterating towards professional scrum
- 3. Product Adoption Curve the state of scrum…
- 4. 2019 Scrum Master Trends Report by scrum.org
- 5. 2019 Scrum Master Trends Report by scrum.org
- 6. 2019 Scrum Master Trends Report by scrum.org 2019
- 17. Emotion: supressed Focus: transparency Scrum: experiment
- 19. Early (everything stays the same)
- 27. my team
- 29. Emotion: optimism Focus: self & team Scrum: doing Scrum
- 31. Growing (everything stays the same)
- 32. SCRUM
- 36. network team firewall team security team 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
- 38. scrum teams
- 45. we sit across each other 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 other team other team
- 51. Emotion: pessimism Focus: multiple teams Scrum: Scrum-but
- 53. Stalled (and now it’s a mess)
- 54. other team other team other team my team
- 67. accepting more work than can be done working to meet deadlines in unpaid overtime accepting new work whenever being ready for ad-hoc status meetings not complaining to managers
- 71. Emotion: pain Focus: organisation Scrum: Scrum?
- 77. Richard Hackman
- 80. Emotion: enlightment Focus: the world Scrum: professional Scrum
- 82. Scrum can be replaced or superseded by anything that also supports its underlying principles: 1.Self-organization (…) 2.Bottom-up intelligence (…) 3. Empiricism (…) 4.Transparency (…) #NoFramework
- 83. Summary
- 86. Iterating towards professional scrum 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 wisdom enlightment
- 88. Iterating towards professional scrum 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 to understand, Difficult to master
- 90. Scrum is designed to show the relative efficacy of our development effort
- 91. Professional Scrum is a perfection vision and therefore, all Scrum implementations are imperfect by nature
- 92. PSM-I TRAINING APRIL 12 & 13 KHARKIV CERTIFICATION
Editor's Notes
- it is a very special day today…. PHONE
- taken in kiev last year june
- 2100 scrum masters where asked to contribute to the 2019 survey. gives an indication of scrum adoptions world wide
- this slide has got nothing to do with my presentation but i thought you might be interested.
- where do companies think they are adopting scrum? since the introduction in 1995 since the publication in 2010, 11 % is ‘mature’ can we still call this a success?
- I think i am starting to understand SCRUM maturity a bit, so given these numbers, I probably will have useful information for you
- Scrum is simple to understand but difficult to master also for scrum we go through these stages!
- working with freddy predictive planning fails empiricism people matter Emotion: supressed Focus: transparency Scrum: experiment
- sientific managment movement studies, planning, separating hands from heads optimising for resource usage
- which brought us….
- PM qualities: make numbers look good, make someone else get blame do whatever to make deadlines from: “do you know what a scrum master is, Freddy?” to: ’either him or me’
- in most cases they become dictators trying to deliver
- bad news…. cut up in three predictive planning fails empiricism people matter
- notenough understanding simple tounderstand,difficult to master need courage to bring transparency
- 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
- standup is answering the 3 questions: moving boxes -cirillo the hero dev
- we work indivually at every story to speed up delivery
- tester experience of a sprint we are working waterfall in a scrum team!
- sprint review: learn DONE what is done? for our team: run in test env but we don’t have permission to go to acceptance!
- we do retro’s, but retro’s are difficult to master: long term!
- no action items, no accountability, forgotten, ambiguous, too many items no time to fix, we forget… learn: we are responsible for improving
- one team scrum…
- Simple to understand Difficult to master reread the scrum guide
- we do the mechanics, two camps emerge scrummasters and the rest
- 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
- i am a scrum lover. do not understand but inside i KNOW scrum is the truth
- i believe
- we do standups so we are agile!
- scrum is a success demand is rising copy paste scaling
- how early agile transformations are implemented
- functional or component team natural and logical way of scaling agile path of least resistance. status quo scrum becomes a promotion tool
- now we ARE really agile! agile is now a selling proposition for our hip company
- no changes in the way the org is managed
- yearly release planning based on sales promises to customers
- we have just scrumpainted the company
- we make correctly formatted user stories
- and do great planning with gummiebears instead of hours while ensuring we will not dissapoint management reporting
- water scrum fall
- team empowerement = autonomy -> tailoring scrum to avoid pain
- management reporting scrumstyle great dashboards
- sprint review is applause
- mutiple scrum teams <> multiple team scrum we are all component or functional teams we havent got a cluehow to handle this coordination? sos?
- mechanical scrum! Simple to understand Difficult to master
- 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
- openness - respect - focus - courage - commtiment optimising for velocity?
- component teams, more complexity, feature teams, missing values > hate
- we know we are connected, we know we need to get this sorted
- copy paste scaling; component teams decomposition, teams are full, async dependencies,
- we added teams but productivity did not increase scrum is making things more complex we add coordination
- another way to try to make teams deliver a product but done is not in prod and we release features…. so…
- coordination via release train engineer.
- or make feature teams code ownership, architecture,… and oops… MGT NEEDS TO CUT COST ->DEV OPS
- the sum is: everybody must be able to do everything note, this includes 24/7 responsibility for running and changing our software
- i was hired as a front ender this is bad for my career
- results are lagging, pressure grows planning
- how to make the sprint successful
- sprint review is blaming
- retro is compaining
- living the values will start a cultural change
- no cultural change
- Simple to understand Difficult to master
- once we tackle the problems with multiple teams, impedements in the organisation become visible:
- Media agency Marketleader in Netherlands communication buro michael, marketing strategist
- people on team who do not understand communication now interfere
- one system business agilty
- meaning for managers: their role changes go-see / servant leadership
- above all, mgt is servant leaders taiichi ohno, toyota 1950.
- once we tackle the problems with our organisation, impedements in wiht suppliers, partners and customers will become visible
- seen your future?
- noframework
- once we tackle the problems with our organisation, impedements in wiht suppliers, partners and customers will become visible
- scrum adoption journey: simple to understand difficult to master ups and downs of learning
- how we learn
- scrum adoption journey: simple to understand difficult to master ups and downs of learning
- cultural change
- empirical process control
- if not, then local optimisation
- without done, your problems will remain hidden
- scrum will show you what to improve