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HABLANDO EN
      SCRUM
Sergio Acosta - Junio 2009

                             1
POR QUÉ
      SCRUM
         NO FUNCIONA

Sergio Acosta - Junio 2009

                             1
QUÉ ES SCRUM?
 (TODOS EN EL “MISMO CANAL”)




                               2
1986


       TAKEUCHI




       NONAKA

                  3
4
4
NUEVO PARADIGMA




                  5
NUEVO PARADIGMA




                  5
NUEVO PARADIGMA




                  5
CARACTERISTICAS


Built-in instability

Self-organizing teams

Overlapping phases

“multilearning”

Subtle control

Organizational transfer of learning




                                      6
1993




       7
AT&T: SORPRENDIDOS


1 Millón LOC

31 Meses

8 Personas

Retando A Excel Y
Lotus 1-2-3




                       8
PRODUCTIVITY INDEX




                     9
AT&T: FINDINGS

Mejor comunicación que el 98% de los procesos

Excelencia e integridad de las personas

Multi-disciplinarios, pero especializados

Prototipado intensivo

Juntas de diseño constantes

Introspección constante acerca del proceso

QA es una actividad central del desarrollo

                                                10
LEAN MANUFACTURING




   The Toyota Production System


                                  11
IRON TRIANGLE

            ÁREA = IMPORTANCIA



     FEATURES


  COST      TIME




                                 12
IRON TRIANGLE


                        “más funcionalidad”

                 FEATURES
“más barato”

               COST
                            TIME
                               “más tiempo”


                                              13
IRON TRIANGLE


                               “más funcionalidad”


                    FEATURES
“más caro”

                         TIME
             COST

                                   “menos tiempo”


                                                     14
REAL IRON TRIANGLE




          FEATURES

          QUALITY

   COST              TIME




                            15
REAL IRON TRIANGLE




          FEATURES

               QUALITY




   COST                  TIME

   “es que todo es prioridad uno”


                                    16
REAL IRON TRIANGLE


                     !! *




                            17
REAL IRON TRIANGLE


                                    !! *




* BULLSHIT!!


                                           17
18
“THE TOYOTA WAY”

1. We place the highest value on actual implementation and
   taking action.

2. There are many things one doesn’t understand therefore,
   we ask them why you don’t just go ahead and take action?

3. You realize how little you know and you face your own failures
   and redo it again and at the second trial you realize another
   mistake ... so you can redo it once again.

4. So by constant improvement ... one can rise to the higher
   level of practice and knowledge.



                                                                    19
LA VARIABLE FALTANTE




           FEATURES

             QUALITY




    COST               TIME




                              20
LA VARIABLE FALTANTE



WASTE
               FEATURES
                                  WASTE
                 QUALITY




        COST               TIME




                                          20
FEATURES
   QUALITY

COST      TIME

                 21
PRINCIPIOS




             22
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste




                                                         22
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects




                                                         22
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects

3. Create Knowledge vs Predictions create predictability




                                                           22
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects

3. Create Knowledge vs Predictions create predictability

4. Defer Commitment vs Planning is commitment




                                                           22
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects

3. Create Knowledge vs Predictions create predictability

4. Defer Commitment vs Planning is commitment

5. Deliver Fast vs Haste makes waste




                                                           22
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects

3. Create Knowledge vs Predictions create predictability

4. Defer Commitment vs Planning is commitment

5. Deliver Fast vs Haste makes waste

6. Respect People vs here is One Best Way




                                                           22
PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects

3. Create Knowledge vs Predictions create predictability

4. Defer Commitment vs Planning is commitment

5. Deliver Fast vs Haste makes waste

6. Respect People vs here is One Best Way

7. Optimize the Whole vs Optimize by decomposition


                                                           22
WASTE REDUCTION
       MENTALLITY

Mura: Just-In-Time: supplying the production process
with the right part, at the right time, in the right
amount, and first-in, first out component flow

Muri: unreasonable work that management imposes
on workers and machines because of poor
organization

Muda: rework, overproduction, transportation,
inventory, motion, danger, breakdown, ...



                                                       23
24
KAI


ZEN

      24
KAI   CAMBIAR PARA
        CORREGIR




ZEN     CAMINO



                     24
1995

SCRUM
SOFTWARE
DEVELOPMENT
PROCESS

OOPSLA´95

              Jeff Sutherland   Ken Schwaber


                                               25
Reglas del juego




                   26
Personas
•   Scrum Team (pigs)

    •   Product Owner

    •   Scrum Master

    •   Development Team



•   Team Community (chickens)

    •   Todos los demás



                                27
Time Boxes (proceso)
• Sprint (4 semanas)



           Release                     Release
  Sprint   Sprint    Sprint   Sprint             Sprint




                                                          28
Time Boxes (proceso)
• Sprint (4 semanas)


                              Sprint
                      Daily Scrum

    Sprint    1 día   1 día         1 día   Product   Retrospective
   Planning                                 Review
    1 día                                   4 horas    4 horas


                              4 semanas
                                                                      28
Time Boxes (proceso)
• Sprint (4 semanas)
• Sprint Planning
  (4 + 4 horas)


                              Sprint
                      Daily Scrum

    Sprint    1 día   1 día         1 día   Product   Retrospective
   Planning                                 Review
    1 día                                   4 horas    4 horas


                              4 semanas
                                                                      28
Time Boxes (proceso)
• Sprint (4 semanas)
• Sprint Planning
    (4 + 4 horas)
•   Daily Scrum
    (15 minutos)
                                Sprint
                        Daily Scrum

      Sprint    1 día   1 día         1 día   Product   Retrospective
     Planning                                 Review
      1 día                                   4 horas    4 horas


                                4 semanas
                                                                        28
Time Boxes (proceso)
• Sprint (4 semanas) • Product Review
• Sprint Planning      (4 horas)
    (4 + 4 horas)
•   Daily Scrum
    (15 minutos)
                                Sprint
                        Daily Scrum

      Sprint    1 día   1 día         1 día   Product   Retrospective
     Planning                                 Review
      1 día                                   4 horas    4 horas


                                4 semanas
                                                                        28
Time Boxes (proceso)
• Sprint (4 semanas) • Product Review
• Sprint Planning      (4 horas)
  (4 + 4 horas)      • Sprint Retrospective
• Daily Scrum          (4 horas)
  (15 minutos)
                              Sprint
                      Daily Scrum

    Sprint    1 día   1 día         1 día   Product   Retrospective
   Planning                                 Review
    1 día                                   4 horas    4 horas


                              4 semanas
                                                                      28
Entregables




              29
Entregables


• Potentially Shippable Product Increment
  (cada sprint)




                                            29
Entregables


• Potentially Shippable Product Increment
  (cada sprint)
• Completo (ej. manuales, capacitación)


                                            29
Herramientas




               30
Herramientas
• Product Backlog




                      30
Herramientas
• Product Backlog
• Sprint Backlog




                      30
Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”



                        30
Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”



                        30
Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”

• Release Plan

                        30
Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”

• Release Plan
• Impediment Backlog
                        30
Métricas


• Burndown
• Velocity


                        31
SCRUM SI FUNCIONA




                    32
33
SOURCE: JEFF SUTHERLAND, “THE ROOTS OF SCRUM”




                                                34
35
36
37
¿POR QUÉ
SCRUM NO
FUNCIONA?
(CUANDO NO FUNCIONA)




                       38
EL ENEMIGO



De los primeros “Management
consultants”

“Scientific Management” (1911)

Progressive Era: Edison,
Ford, ...Hitler☺

                                Frederick Taylor
                                   (1856 - 1915)



                                                   39
PRINCIPIO 1


“Replace rule-of-
thumb work
methods with
methods based on a
scientific study of
the tasks.”



                       40
PRINCIPIO 2


“Scientifically
select, train, and
develop each
employee rather
than passively
leaving them to
train themselves.”


                        41
PRINCIPIO 3


“Provide detailed
instruction and
supervision of each
worker in the
performance of that
worker's discrete
task”


                       42
PRINCIPIO 4


“Divide work nearly
equally between
managers and workers,
so that the managers
apply scientific
management principles
to planning the work
and the workers actually
perform the tasks.”



                           43
TAYLORISM

“The science of handling
pig-iron is so great that the
man who is physically able
to handle pig-iron and is
sufficiently phlegmatic and
stupid to choose this for
his occupation is rarely
able to comprehend the
science of handling pig-
iron.”



                                44
TAYLORISM

“It is only through enforced
standardization of methods,
enforced adoption of the best
implements and working
conditions, and enforced
cooperation that this faster
work can be assured. And the
duty of enforcing the adoption
of standards and enforcing this
cooperation rests with
management alone.”




                                  45
YA NO ESTAMOS EN
LA ERA INDUSTRIAL




                    46
“EL QUE SABE”    “LOS QUE EJECUTAN INSTRUCCIONES”




        DISEÑO   PRODUCCIÓN


                                                    47
“EL QUE SABE”    “LOS QUE EJECUTAN INSTRUCCIONES”




        DISEÑO   PRODUCCIÓN


                                                    48
49
SCRUM




        49
“LOS QUE SABEN”   “LOS QUE EJECUTAN INSTRUCCIONES”




         DISEÑO                 PRODUCCIÓN


                                                     50
RELACIÓN CAUSA-EFECTO

       Complex           Complicated
    C-E: COHERENTE
                        C-E: ENTENDIBLE
  EN RETROSPECTIVA




        Chaos               Simple
  C-E: NO DISCERNIBLE   C-E: ENTENDIDA




                                          51
RELACIÓN CAUSA-EFECTO
AQUI ESTA UD.

                     Complex           Complicated
                  C-E: COHERENTE
                                      C-E: ENTENDIBLE
                EN RETROSPECTIVA




                      Chaos               Simple
                C-E: NO DISCERNIBLE   C-E: ENTENDIDA




                                                        51
RELACIÓN CAUSA-EFECTO
AQUI ESTA UD.

                     Complex                   Complicated
                  C-E: COHERENTE
                                             C-E: ENTENDIBLE
                EN RETROSPECTIVA




                      Chaos                       Simple
                C-E: NO DISCERNIBLE           C-E: ENTENDIDA



                       AQUI ESTA TU PROJECT MANAGER



                                                               51
CULTURAS


The Reengineering
alternative (1999)

Las organizaciones son
organismos vivos

Cada organización tiene una
cultura particular
                              William Schneider, Ph.D.



                                                         52
CULTURAS




           53
CULTURAS



SCRUM




           53
CULTURAS

        AQUI ESTA UD.


SCRUM




                        53
SCRUM AND
MANAGERS




            54
HIERARCHICAL LEADERSHIP




      ORGANIZACIÓN




                          55
HIERARCHICAL LEADERSHIP

          CEO




      ORGANIZACIÓN




                          55
HIERARCHICAL LEADERSHIP

          CEO




      ORGANIZACIÓN   LOS QUE PRODUCEN




                                        55
HIERARCHICAL LEADERSHIP

                                CEO
EL QUE MANDA A LOS QUE MANDAN




                        ORGANIZACIÓN   LOS QUE PRODUCEN




                                                          55
SERVANT LEADERSHIP




                     56
SERVANT LEADERSHIP




                     56
SERVANT LEADERSHIP




       CEO

                     56
SERVANT LEADERSHIP



                LOS QUE PRODUCEN




       CEO

                                   56
SERVANT LEADERSHIP



                                      LOS QUE PRODUCEN




EL QUE SIRVE A LOS QUE SIRVEN

                                CEO

                                                         56
CÓMO HACER QUE
SCRUM     FUNCIONE

 (GUÍAS DE ADOPCIÓN)



                       57
TO BE OR NOT TO BE (AGILE)

                   SI
     ¿NECESITO?         ¿QUIERO?


                                   SI
      NO          NO

                                              S
  OLVIDALO                   ADELANTE!




                                         58
¿ NECESITO ?

Waterfall no siempre es inadecuado




                                     59
SPACE SHUTTLE

“If the software isn't perfect, some of the people we go to meetings with
might die”

Cada línea de código diseñada, verificada, antes de ser escrita

Especificación funcional: 40,000 páginas

1 bug x cada 420,000 LOC

17 bugs en las últimas 11 versiones

“People ask, doesn't this process stifle creativity? The answer is, yes, that is
precisely the point.”



                                                                                  60
¿ QUIERO ? (DIFICULTADES)
¿ Te interesa entregar valor ?
           Práctica                 Contracultura
  Poder implica
  responsabilidad              Luchar por cambiar el
                               status-quo
  Disciplina total
                               Fricción con otras
  Colaboración,                personas y áreas
  Transparencia, Confianza,
  Iniciativa, Retrospectiva,   Volver a aprender
  Aceptar errores, Coraje,     muchas cosas
  Trabajo duro.


                                                       61
PREDICCIÓN

Sólo el 30% de las
organizaciones van a ser
exitosas en adoptar
Scrum/Agil

El resto se va a ver
obligado a permanecer
competitivas con
Outsorcing/Offshoring
   Con el riesgo que esto
   implica en la calidad    Ken Schwaber



                                           62
PASOS PARA ADOPTAR
       SCRUM




                     63
PASOS PARA ADOPTAR
       SCRUM

          MUAHAHAHA!!




                        63
Release                                    Release
Sprint       Sprint             Sprint        Sprint             Sprint




                              Sprint
                    Daily Scrum

  Sprint    1 día     1 día        1 día   Product     Retrospective
 Planning                                  Review
   1 día                                   4 horas       4 horas


                              4 semanas

                                                                          64
RECOMENDACIONES




                  65
http://www.infoq.com/presentations/Fail-Scrum-Henrik-Kniberg


                                                               66
http://www.infoq.com/presentations/10-tips-for-agile-transitions


                                                                   67
http://www.infoq.com/presentations/Agile-Transitioning-Mike-Cohn


                                                                   68
CONCLUSIONES




               69
SCRUM NO HACE NADA




                     70
SCRUM NO HACE NADA

 SOLO HACE EVIDENTES LAS
  DISFUNCIONALIDADES



                           70
GRACIAS




          71
COMUNIDAD


http://comunidadscrum.wordpress.com/

http://groups.google.com/group/comunidad-scrum-mexico

twitter: @comunidadscrum



sergio.acosta@gmail.com

twitter: @scasware




                                                        72

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