During the past decade, the adoption of agile has grown incredibly. But the dependence of businesses and society on software has increased even more. Software is eating the world.
The survival and prosperity of many people and organizations depend on software. Complexity and unpredictability continue to increase. Yet, many organizations are stuck with old thinking like productivity, performance and blindly pushing more requirements out to the market.
The focus of managing has not shifted to, like was a core intent of the agile movement, optimizing the VALUE that the software brings to the organization. The urgency to do so grows.
The agile values and spirit are more needed than ever, but it's time to include management in the empirical thinking.
Gunther Verheyen directs the Professional Series at Scrum.org and is a partner of Ken Schwaber, Scrum co-creator. Gunther and Ken have developed a view on management in an agile context, "Evidence-Based Management" (EBM).
EBM has its roots in medical practice and promotes evidence-based decision-making in the managerial domain of software.
In his keynote presentation at Scrum Day Europe 2014, Gunther looked at the state of agile through the lens of EBM, and introduce how to apply its principles in a context of software.
If no evidence is collected on the value of software, informed management decisions to maximize it cannot be made. Software development deserves a professional way of managing, a way of managing that is more than mere intuition, opinion and position.
Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Ja...Gunther Verheyen
Anno 2015 ‚scaling' is the most hyped, and probably the most diversely interpreted, word in the context of agile. Scrum is to date the most applied framework for agile software development. Yet, scaling Scrum respecting Scrum's DNA of empiricism and self-organisation remains a challenge for many.
Many teams are not even able to create releasable software by the end of every Sprint, every 2-4 weeks. This capability is nevertheless a minimal requirement to properly scale Scrum.
The scale of development can be built up from one team building one product to a scaled implementation of Scrum, where ’Scaled Scrum’ is any implementation of Scrum (1) that includes multiple Scrum Teams building one product in one or more Sprints, or (2) multiple Scrum Teams building multiple products, projects, or stand-alone product feature sets.
One of the core principles of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the act of managing in an agile environment puts value at its heart; thereby preferring value over old, industrial parameters like scope, budget, time. On top of that, informed management decisions to maximize value cannot be made without collecting evidence of value. Such evidence is found in the outcome of the work. Enter the need of evidence-based decision-making. Evidence becomes the primary source for inspections, in order to adapt how the software is being produced. Hence, the introduction of the Scrum Stance in the managerial domain. Enter a new management culture, Empirical Management.
Gunther explores the idea of Empirical Management through the lens of Scrum’s history and the compelling desire of many organizations to scale Scrum.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
Extended Abstract
Scrum has been around for almost 2 decades. During the first decade of agile, the adoption of agile and Scrum have grown incredibly. But the dependence of businesses and society on software has increased even more. Software is eating the world.
The survival and prosperity of many people and organizations depend on software. Complexity and unpredictability continue to increase. Yet, many organizations are stuck with old thinking like productivity, performance and blindly pushing more requirements out to the market. The focus of managing has not shifted to optimizing the value that the software brings to the organization. The urgency to do so grows.
The agile movement has left the act of managing largely unaddressed or -at least- under-focused. The agile values and spirit are more needed than ever, but it's time to include management. This can be achieved by applying the Scrum Stance in the managerial domain, hence promote Empirical Management.
Gunther Verheyen directs the Professional Series at Scrum.org and is a partner of Ken Schwaber, Scrum co-creator. Gunther and Ken have developed a framework for empirical management based on the principles of Scrum, agile and Evidence-Based Management. EBM has its roots in medical practice.
In his presentation Gunther look at the state of agile through the lens of EBM, and introduce how to apply its principles in a context of software.
“If no evidence is collected on the value of software, informed management decisions to maximize it cannot be made. Software development deserves a professional way of managing, a way of managing that is more than mere intuition, opinion and position.”
Learning Objectives
Inspire by challenging some common understanding of ‘agile’
Participants will be challenged on their understanding of agile, and the purpose of agile at a business and management level.
Participants will be challenged to shift their focus from how the development work
Gunther Verheyen presented "Empirical Management" in the executive track of the first edition of the Scrum Days Poland in Warsaw.
The presentation unites Gunther's views on management, the organization and leadership in an Agile context with his experience and expertise in Scrum. It is an exploration of how to apply evidence-based managing of software.
This is the full version of the presentation. Time was too short to go through it completely. Highest value was still delivered.
Gunther shepherds the Professional series at Scrum.org and is Ken Schwaber's partner for Europe.
Scaled Professional Scrum - Scrum Days Poland 2015Gunther Verheyen
Gunther Verheyen closed the first edition of the Scrum Days Poland in Warsaw by presenting Scrum.org's vision on "Scaled Professional Scrum". Gunther focused much on how the Nexus implements Scrum for 3-9 Scrum Teams.
This is the full version of the presentation. Time was too short to go through it completely. Highest value was still delivered.
Gunther shepherds the Professional series at Scrum.org and is Ken Schwaber's partner for Europe.
Scrum Day Europe 2015 - Scaled Professional ScrumGunther Verheyen
‚Scaling' became the most hyped and at the same time the most diversely interpreted word in the context of agile. The fad and the confusion obfuscate. Despite Scrum being the most adopted framework for agile software development, scaling Scrum in a way that respects Scrum's foundations and principles is a challenge. Many don’t scale the benefits of Scrum, but organizational dysfunctions that remain unaddressed through weak implementations of Scrum.
In his opening keynote of Scrum Day Europe 2015 Gunther shared the views of Scrum.org, the organization of Scrum co-creator Ken Schwaber, on Scaled Professional Scrum.
Gunther shepherds the Professional Series at Scrum.org, is a partner of Ken Schwaber and represents Scrum.org in Europe.
Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)Gunther Verheyen
At the first edition of the Agile Greece Summit in Athens (September 18, 2015) Gunther Verheyen introduced the Nexus and Scaled Professional Scrum of Scrum.org.
Scrum Days Poland 2016 - The future present of Scrum (by Gunther Verheyen)Gunther Verheyen
Scrum is about to turn 21. Scrum became a key tool for teams and organizations to deal with the increased criticality of software. Depending on the source, 60-90% of all Agile teams worldwide say they employ Scrum.
Are we Done yet with Scrum? No more challenges? Time to move on?
In this 18 minutes keynote Gunther says we are not Done with Scrum yet. Gunther shows that the key to the future of Scrum is creating Done Increments of product, where “Done” actually means “releasable in production.” It might take another two decades to actually get there.
Scrum Day London 2016 - Empirical Management Explored (by Gunther Verheyen)Gunther Verheyen
More than 15 years ago, the Manifesto for Agile Software Development was created—the “Magna Carta” for agile development. And while this was a powerful document for development work, managers felt left out. To this day, some claim there is no place for managers in Agile. But the act of managing is not obsolete by any stretch in software development—it merely needs some refinement and an update in focus.
A core objective of the agile movement was to shift the focus of software development to creating more valuable software, frequently. It can be expected that the act of managing in an agile environment is different than traditional project or employee management: at its center, it must maximize the value that the software brings. Enter a new management culture, Empirical Management, thriving on evidence-based decision-making. Managers in product-development organizations are making the shift from predictive management, where plans and predictions prevail, to empirical management, where evidence and experience is used for better decision-making.
There is value in applying the Scrum stance in the managerial domain. Informed management decisions can be made if it is made transparent whether the software created is indeed valuable; valuable to the organization, its users and the wider ecosystem. Indicators of value become the primary source for inspection, in order to adapt how the software is being produced.
In the opening keynote of the first edition of the Scrum Day London event, Gunther Verheyen explored the idea of Empirical Management and the updated act of managing in today’s agile software development.
Scaling (Professional) Scrum at the scaling event of the Agile Consortium (Ja...Gunther Verheyen
Anno 2015 ‚scaling' is the most hyped, and probably the most diversely interpreted, word in the context of agile. Scrum is to date the most applied framework for agile software development. Yet, scaling Scrum respecting Scrum's DNA of empiricism and self-organisation remains a challenge for many.
Many teams are not even able to create releasable software by the end of every Sprint, every 2-4 weeks. This capability is nevertheless a minimal requirement to properly scale Scrum.
The scale of development can be built up from one team building one product to a scaled implementation of Scrum, where ’Scaled Scrum’ is any implementation of Scrum (1) that includes multiple Scrum Teams building one product in one or more Sprints, or (2) multiple Scrum Teams building multiple products, projects, or stand-alone product feature sets.
One of the core principles of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the act of managing in an agile environment puts value at its heart; thereby preferring value over old, industrial parameters like scope, budget, time. On top of that, informed management decisions to maximize value cannot be made without collecting evidence of value. Such evidence is found in the outcome of the work. Enter the need of evidence-based decision-making. Evidence becomes the primary source for inspections, in order to adapt how the software is being produced. Hence, the introduction of the Scrum Stance in the managerial domain. Enter a new management culture, Empirical Management.
Gunther explores the idea of Empirical Management through the lens of Scrum’s history and the compelling desire of many organizations to scale Scrum.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
Extended Abstract
Scrum has been around for almost 2 decades. During the first decade of agile, the adoption of agile and Scrum have grown incredibly. But the dependence of businesses and society on software has increased even more. Software is eating the world.
The survival and prosperity of many people and organizations depend on software. Complexity and unpredictability continue to increase. Yet, many organizations are stuck with old thinking like productivity, performance and blindly pushing more requirements out to the market. The focus of managing has not shifted to optimizing the value that the software brings to the organization. The urgency to do so grows.
The agile movement has left the act of managing largely unaddressed or -at least- under-focused. The agile values and spirit are more needed than ever, but it's time to include management. This can be achieved by applying the Scrum Stance in the managerial domain, hence promote Empirical Management.
Gunther Verheyen directs the Professional Series at Scrum.org and is a partner of Ken Schwaber, Scrum co-creator. Gunther and Ken have developed a framework for empirical management based on the principles of Scrum, agile and Evidence-Based Management. EBM has its roots in medical practice.
In his presentation Gunther look at the state of agile through the lens of EBM, and introduce how to apply its principles in a context of software.
“If no evidence is collected on the value of software, informed management decisions to maximize it cannot be made. Software development deserves a professional way of managing, a way of managing that is more than mere intuition, opinion and position.”
Learning Objectives
Inspire by challenging some common understanding of ‘agile’
Participants will be challenged on their understanding of agile, and the purpose of agile at a business and management level.
Participants will be challenged to shift their focus from how the development work
Gunther Verheyen presented "Empirical Management" in the executive track of the first edition of the Scrum Days Poland in Warsaw.
The presentation unites Gunther's views on management, the organization and leadership in an Agile context with his experience and expertise in Scrum. It is an exploration of how to apply evidence-based managing of software.
This is the full version of the presentation. Time was too short to go through it completely. Highest value was still delivered.
Gunther shepherds the Professional series at Scrum.org and is Ken Schwaber's partner for Europe.
Scaled Professional Scrum - Scrum Days Poland 2015Gunther Verheyen
Gunther Verheyen closed the first edition of the Scrum Days Poland in Warsaw by presenting Scrum.org's vision on "Scaled Professional Scrum". Gunther focused much on how the Nexus implements Scrum for 3-9 Scrum Teams.
This is the full version of the presentation. Time was too short to go through it completely. Highest value was still delivered.
Gunther shepherds the Professional series at Scrum.org and is Ken Schwaber's partner for Europe.
Scrum Day Europe 2015 - Scaled Professional ScrumGunther Verheyen
‚Scaling' became the most hyped and at the same time the most diversely interpreted word in the context of agile. The fad and the confusion obfuscate. Despite Scrum being the most adopted framework for agile software development, scaling Scrum in a way that respects Scrum's foundations and principles is a challenge. Many don’t scale the benefits of Scrum, but organizational dysfunctions that remain unaddressed through weak implementations of Scrum.
In his opening keynote of Scrum Day Europe 2015 Gunther shared the views of Scrum.org, the organization of Scrum co-creator Ken Schwaber, on Scaled Professional Scrum.
Gunther shepherds the Professional Series at Scrum.org, is a partner of Ken Schwaber and represents Scrum.org in Europe.
Scaled Professional Scrum (Agile Greece Summit 2015, Gunther Verheyen)Gunther Verheyen
At the first edition of the Agile Greece Summit in Athens (September 18, 2015) Gunther Verheyen introduced the Nexus and Scaled Professional Scrum of Scrum.org.
Scrum Days Poland 2016 - The future present of Scrum (by Gunther Verheyen)Gunther Verheyen
Scrum is about to turn 21. Scrum became a key tool for teams and organizations to deal with the increased criticality of software. Depending on the source, 60-90% of all Agile teams worldwide say they employ Scrum.
Are we Done yet with Scrum? No more challenges? Time to move on?
In this 18 minutes keynote Gunther says we are not Done with Scrum yet. Gunther shows that the key to the future of Scrum is creating Done Increments of product, where “Done” actually means “releasable in production.” It might take another two decades to actually get there.
Scrum Day London 2016 - Empirical Management Explored (by Gunther Verheyen)Gunther Verheyen
More than 15 years ago, the Manifesto for Agile Software Development was created—the “Magna Carta” for agile development. And while this was a powerful document for development work, managers felt left out. To this day, some claim there is no place for managers in Agile. But the act of managing is not obsolete by any stretch in software development—it merely needs some refinement and an update in focus.
A core objective of the agile movement was to shift the focus of software development to creating more valuable software, frequently. It can be expected that the act of managing in an agile environment is different than traditional project or employee management: at its center, it must maximize the value that the software brings. Enter a new management culture, Empirical Management, thriving on evidence-based decision-making. Managers in product-development organizations are making the shift from predictive management, where plans and predictions prevail, to empirical management, where evidence and experience is used for better decision-making.
There is value in applying the Scrum stance in the managerial domain. Informed management decisions can be made if it is made transparent whether the software created is indeed valuable; valuable to the organization, its users and the wider ecosystem. Indicators of value become the primary source for inspection, in order to adapt how the software is being produced.
In the opening keynote of the first edition of the Scrum Day London event, Gunther Verheyen explored the idea of Empirical Management and the updated act of managing in today’s agile software development.
Artem Kolyshkin - Nexus: How We Do Scrum with 150+ PeopleAgile Lietuva
Topic: Nexus: How We Do Scrum with 150+ People
Nexus is a framework for scaled Scrum developed by Scrum co-creator Ken Schwaber and Scrum.org community. It addresses the most painful problems of scaled development – dealing with dependencies and building ‘Done’ integrated software every iteration. In our short talk, we are going to explain the key concepts of Nexus and illustrate them with our own case study where 150+ people successfully do Scrum to build software for a big North American retail company using Nexus.
About Artem:
Delivery, delivery, delivery… Senior Delivery Manager with wide experience in successful product delivery and implementation of value-oriented Agile processes for projects of different size and complexity. Currently implementing Scrum Nexus Framework in account of 150 + ppl.
Speaker of Ukrainian and international conferences on flexible development and project management. Believes that Agile is the best approach to project implementation.
About Konstantin:
My passion is to see how individuals, teams, and organizations become more happy and more effective by embracing Agile mindset and practices.
Linkedin: https://www.linkedin.com/in/razumovsky/
Nexus is a framework that drives to the heart of scaling: cross-team dependencies and integration issues.
It is an exoskeleton that rests on top of multiple Scrum Teams who work together to create an Integrated Increment. It builds on the Scrum framework and values.
The slides demystify how can we scale Scrum seamlessly from one team to multiple teams in a more simplified and intuitive manner using the Nexus framework, without too many additional roles and practices or a complex approach to scaling.
Regardless scale or years of experience, it takes a lot of imagination to picture how Scrum can be implemented properly. Over and over I observe how such imagination can set an organisation apart.
Any organisation can be re.imagined, re.vers.ified, to exploit its intrinsic potential to innovate. Organisations re.imagine their Scrum to converge their product delivery into a Scrum Studio. Over time divisions dissipate into a structure of product hubs interconnected through purpose and distributed leadership. Creativity and innovation emerge. People, teams and the organisation prosper.
I consolidated over a decade of experience, ideas, beliefs and observations of Scrum in re.vers.ify. Re.vers.ify is an act of simplicity, rhythm and focus. I introduce how the deliberate emergence of a Scrum Studio is the current way forward to re.vers.ify.
Evidence-Based Management of Software Organizations (closing keynote ScrumDay...Gunther Verheyen
Gunther Verheyen introduced “Evidence-Based Management (for Software Organizations)” as the closing keynote of the ScrumDay France 2014.
‘Evidence-Based Management’ has its roots in medical practice and promotes evidence-based decision-making in the managerial domain.
For software organizations, direct evidence of value needs to be gathered on the outcome of the work; not on the way the work is performed (teams, practices or individuals). Evidence on the latter is supportive and circumstantial. People and teams adapt processes and implement practices to improve the actual outcome.
If no direct evidence is collected on value, informed management decisions to maximize value cannot be made.
The Future Present of Scrum (Agile Tour Dublin 2016)Gunther Verheyen
Scrum starts with Done. The Future Present of Scrum is to start enacting Scrum.
At the Agile Tour Dublin 2016 Gunther Verheyen, seasoned Scrum practitioner, discussed the past and current challenge of Scrum of creating Done Increments, and the future challenge to start enacting Scrum.
Scrum has been around since 1995, for more than two decades. Since the release of the Agile Manifesto in 2001, Scrum gradually become the most applied method for Agile software development. Depending on the source, 70-90% of all Agile teams worldwide say they use Scrum.
Can we say we’re Done with Scrum?
Or is the key for future success still Scrum – meaning we are not yet Done with Scrum?
The key to employing Scrum professionally is creating Done Increments of product, where “Done” actually means “releasable in production.” It might take another two decades to actually get there.
Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)Gunther Verheyen
Gunther Verheyen contributed to the weekly "Scrum Sredom" sessions (Scrum Wednesdays) with a session to show how "Engagement is the key." The show was hosted by the Serbian Scrum communities.
Because "Employees who are engaged actually care a lot more (about team, customer and enterprise outcomes)."
Gunther is an independent Scrum Caretaker; a connector, writer, speaker, humaniser. More at guntherverheyen.com/about/
Karlsruher Entwicklertag - The Future Present of ScrumGunther Verheyen
At the Karlsuher Entwicklertag (Developer Day) Gunther shared some considerations and observations on the current state of Scrum, with the aim of looking forward to the next 20 years of Scrum. From the many challenges, Gunther focuses on the core purpose of Scrum, the creation of Done Increments in a Sprint, or sooner.
Agile Tour Brussels 2014 - Empirical Management ExploredGunther Verheyen
One of the core objectives of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the managing of software in an agile environment would put value at its heart; to be preferred over old, industrial parameters like scope, budget, time. Informed management decisions to maximize value cannot be made without collecting evidence of it. Such evidence is primarily found in the outcome of the work. Enter the need of evidence-based decision-making. Evidence thereby becomes the primary source for inspections, which connects to the application of the Scrum Stance in the managerial domain. Enter a new management culture, Empirical Management.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
Scrum Turns 21, what is next for Scrum for the next 20 years by Dave WestAgile ME
90% of Agile teams are using Scrum. With over ½ a million people trained and certified. Scrum has become, for many the de-facto standard in Agile team organization. But what is next for Scrum? In this talk we discuss the success and future of Scrum and what needs to happen to Scrum to continue its relevance. We describe how skills, scaling and DevOps need to be weaved into Scrum to not only ensure its relevance for the next 21 years, but also help the profession of software development improve
Large-Scale Scrum (LeSS) is scaling framework created by Craig Larman and Bas Vodde. I Presented a case study on LeSS to PlayScrum-Pune user group on 7th Nov.
Deconstructing the scaled agile frameworkAngela Dugan
Delivered at the QAI Quest conference as a 90 minute workshop - With so many software delivery process frameworks and methodologies out there, it’s hard to know where to begin. And just when the industry seems to be warming up to agile, here comes SCALED agile with frameworks like SAFe, LESS, and a host of others. Should we all just be SAFe? But then maybe SAFe is just a glorified waterfall process for companies that “can’t handle real Agile”. SAFe, the Scaled Agile Framework, leverages the best of several well-established frameworks, including Lean, Kanban, and scrum. While SAFe is certainly intended for large, enterprise organizations delivering extremely complex and interdependent systems, many SAFe principles and practices can be used to improve much smaller teams. Join Angela in this workshop to gain a better understanding of the SAFe, and how teams can adopt SAFe principles and practices to improve the development, testing, and delivery of products.
5 things you need to do to scale your agile adoption v2 (agile india 2018)Kurt Bittner
5 Things You Need To Do To Scale Your Agile Adoption
Organizations can improve their Agile scaling efforts by focusing on 5 common challenges: the way teams are chartered, how people come together to form teams, how their values and working agreements are protected, how they are helped to remove impediments, and how they learn to improve what they deliver based on feedback. These common challenges can derail and distract the efforts of the organization to reap the benefits of agile, empirical product delivery. This presentation discusses these challenges and strategies organizations can use to overcome them.
Structure of the Session
Manage your portfolio with Outcomes (not Output)
Help teams and stakeholders to self-organize
Support and protect Agile values with strong leadership
Systematically remove sources of waste and delay faced by Agile teams
Measure and improve value delivered with frequent feedback (Inspect and Adapt)
Learning Outcomes
To understand why focusing on outcomes delivers better results than focusing on outputs.
To learn how to switch to using an outcome-based approach to portfolio management.
To learn how to help teams come to agreements on how they will work with each other and stakeholders.
To learn what leaders must do to support and protect Agile teams.
To understand what support Agile teams need from their organization.
To understand how measuring value delivered helps teams learn where they need to improve.
Remote Agility and Distributed Agile Team StructureKaty Slemon
Agile teams are self-managing & work best when your team works remotely. Discover the functioning of a remote agile teams as COVID forced strict rules on social distancing.
Scaling is seen as a must and many companies see it as a way of transforming organizations. We see using the Spotify Model or SAFe from day one. However, what is missed it that when you scale, you scale your problems too. There are things to consider before you scale. You need to understand if you want to scale and how. Does it really pay off? What's your scaling strategy? There are also aspects to consider when you choose the approach.
I will share my experience with scaling and large organization transformation.
In the past two decades, Scrum has become the standard for agile development, used in some form today by 90 percent of agile teams. As Scrum starts its third decade, it’s not the fresh-faced process framework it once was. Yes, it has met—and dealt with—commercial, technical, philosophical, and practical challenges. Dave West discusses the past, present, and future of Scrum, using real data from more than 200,000 open assessments and 50,000 professional assessments to describe its challenges and evolution. Learn how to: (1) add the development infrastructure for continuous delivery; (2) define the systems engineering to manage the operational requirements from the start; and (3) create architectures to simplify the challenges of large-scale development. Learn how, in an industry that survives on the bleeding edge, there will continue to be a role for Scrum with its events, artifacts, and roles and how Scrum can continue to evolve.
One of the core principles of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the managing of software in an agile environment would put value at its heart; over old, industrial parameters like scope, budget, time. Informed management decisions to maximize value cannot be made without collecting evidence of it. Enter the need of evidence-based decision-making, which is a great start in bringing the Scrum Stance to the managerial domain, leading to a new management culture, Empirical Management.
Gunther Verheyen uses ‘Evidence-Based Management’ to go into an exploration of empirical management as the best fit for the age of agile.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
Artem Kolyshkin - Nexus: How We Do Scrum with 150+ PeopleAgile Lietuva
Topic: Nexus: How We Do Scrum with 150+ People
Nexus is a framework for scaled Scrum developed by Scrum co-creator Ken Schwaber and Scrum.org community. It addresses the most painful problems of scaled development – dealing with dependencies and building ‘Done’ integrated software every iteration. In our short talk, we are going to explain the key concepts of Nexus and illustrate them with our own case study where 150+ people successfully do Scrum to build software for a big North American retail company using Nexus.
About Artem:
Delivery, delivery, delivery… Senior Delivery Manager with wide experience in successful product delivery and implementation of value-oriented Agile processes for projects of different size and complexity. Currently implementing Scrum Nexus Framework in account of 150 + ppl.
Speaker of Ukrainian and international conferences on flexible development and project management. Believes that Agile is the best approach to project implementation.
About Konstantin:
My passion is to see how individuals, teams, and organizations become more happy and more effective by embracing Agile mindset and practices.
Linkedin: https://www.linkedin.com/in/razumovsky/
Nexus is a framework that drives to the heart of scaling: cross-team dependencies and integration issues.
It is an exoskeleton that rests on top of multiple Scrum Teams who work together to create an Integrated Increment. It builds on the Scrum framework and values.
The slides demystify how can we scale Scrum seamlessly from one team to multiple teams in a more simplified and intuitive manner using the Nexus framework, without too many additional roles and practices or a complex approach to scaling.
Regardless scale or years of experience, it takes a lot of imagination to picture how Scrum can be implemented properly. Over and over I observe how such imagination can set an organisation apart.
Any organisation can be re.imagined, re.vers.ified, to exploit its intrinsic potential to innovate. Organisations re.imagine their Scrum to converge their product delivery into a Scrum Studio. Over time divisions dissipate into a structure of product hubs interconnected through purpose and distributed leadership. Creativity and innovation emerge. People, teams and the organisation prosper.
I consolidated over a decade of experience, ideas, beliefs and observations of Scrum in re.vers.ify. Re.vers.ify is an act of simplicity, rhythm and focus. I introduce how the deliberate emergence of a Scrum Studio is the current way forward to re.vers.ify.
Evidence-Based Management of Software Organizations (closing keynote ScrumDay...Gunther Verheyen
Gunther Verheyen introduced “Evidence-Based Management (for Software Organizations)” as the closing keynote of the ScrumDay France 2014.
‘Evidence-Based Management’ has its roots in medical practice and promotes evidence-based decision-making in the managerial domain.
For software organizations, direct evidence of value needs to be gathered on the outcome of the work; not on the way the work is performed (teams, practices or individuals). Evidence on the latter is supportive and circumstantial. People and teams adapt processes and implement practices to improve the actual outcome.
If no direct evidence is collected on value, informed management decisions to maximize value cannot be made.
The Future Present of Scrum (Agile Tour Dublin 2016)Gunther Verheyen
Scrum starts with Done. The Future Present of Scrum is to start enacting Scrum.
At the Agile Tour Dublin 2016 Gunther Verheyen, seasoned Scrum practitioner, discussed the past and current challenge of Scrum of creating Done Increments, and the future challenge to start enacting Scrum.
Scrum has been around since 1995, for more than two decades. Since the release of the Agile Manifesto in 2001, Scrum gradually become the most applied method for Agile software development. Depending on the source, 70-90% of all Agile teams worldwide say they use Scrum.
Can we say we’re Done with Scrum?
Or is the key for future success still Scrum – meaning we are not yet Done with Scrum?
The key to employing Scrum professionally is creating Done Increments of product, where “Done” actually means “releasable in production.” It might take another two decades to actually get there.
Scrum Sredom (8 April 2020) - Engagement is the key (by gunther verheyen)Gunther Verheyen
Gunther Verheyen contributed to the weekly "Scrum Sredom" sessions (Scrum Wednesdays) with a session to show how "Engagement is the key." The show was hosted by the Serbian Scrum communities.
Because "Employees who are engaged actually care a lot more (about team, customer and enterprise outcomes)."
Gunther is an independent Scrum Caretaker; a connector, writer, speaker, humaniser. More at guntherverheyen.com/about/
Karlsruher Entwicklertag - The Future Present of ScrumGunther Verheyen
At the Karlsuher Entwicklertag (Developer Day) Gunther shared some considerations and observations on the current state of Scrum, with the aim of looking forward to the next 20 years of Scrum. From the many challenges, Gunther focuses on the core purpose of Scrum, the creation of Done Increments in a Sprint, or sooner.
Agile Tour Brussels 2014 - Empirical Management ExploredGunther Verheyen
One of the core objectives of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the managing of software in an agile environment would put value at its heart; to be preferred over old, industrial parameters like scope, budget, time. Informed management decisions to maximize value cannot be made without collecting evidence of it. Such evidence is primarily found in the outcome of the work. Enter the need of evidence-based decision-making. Evidence thereby becomes the primary source for inspections, which connects to the application of the Scrum Stance in the managerial domain. Enter a new management culture, Empirical Management.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
Scrum Turns 21, what is next for Scrum for the next 20 years by Dave WestAgile ME
90% of Agile teams are using Scrum. With over ½ a million people trained and certified. Scrum has become, for many the de-facto standard in Agile team organization. But what is next for Scrum? In this talk we discuss the success and future of Scrum and what needs to happen to Scrum to continue its relevance. We describe how skills, scaling and DevOps need to be weaved into Scrum to not only ensure its relevance for the next 21 years, but also help the profession of software development improve
Large-Scale Scrum (LeSS) is scaling framework created by Craig Larman and Bas Vodde. I Presented a case study on LeSS to PlayScrum-Pune user group on 7th Nov.
Deconstructing the scaled agile frameworkAngela Dugan
Delivered at the QAI Quest conference as a 90 minute workshop - With so many software delivery process frameworks and methodologies out there, it’s hard to know where to begin. And just when the industry seems to be warming up to agile, here comes SCALED agile with frameworks like SAFe, LESS, and a host of others. Should we all just be SAFe? But then maybe SAFe is just a glorified waterfall process for companies that “can’t handle real Agile”. SAFe, the Scaled Agile Framework, leverages the best of several well-established frameworks, including Lean, Kanban, and scrum. While SAFe is certainly intended for large, enterprise organizations delivering extremely complex and interdependent systems, many SAFe principles and practices can be used to improve much smaller teams. Join Angela in this workshop to gain a better understanding of the SAFe, and how teams can adopt SAFe principles and practices to improve the development, testing, and delivery of products.
5 things you need to do to scale your agile adoption v2 (agile india 2018)Kurt Bittner
5 Things You Need To Do To Scale Your Agile Adoption
Organizations can improve their Agile scaling efforts by focusing on 5 common challenges: the way teams are chartered, how people come together to form teams, how their values and working agreements are protected, how they are helped to remove impediments, and how they learn to improve what they deliver based on feedback. These common challenges can derail and distract the efforts of the organization to reap the benefits of agile, empirical product delivery. This presentation discusses these challenges and strategies organizations can use to overcome them.
Structure of the Session
Manage your portfolio with Outcomes (not Output)
Help teams and stakeholders to self-organize
Support and protect Agile values with strong leadership
Systematically remove sources of waste and delay faced by Agile teams
Measure and improve value delivered with frequent feedback (Inspect and Adapt)
Learning Outcomes
To understand why focusing on outcomes delivers better results than focusing on outputs.
To learn how to switch to using an outcome-based approach to portfolio management.
To learn how to help teams come to agreements on how they will work with each other and stakeholders.
To learn what leaders must do to support and protect Agile teams.
To understand what support Agile teams need from their organization.
To understand how measuring value delivered helps teams learn where they need to improve.
Remote Agility and Distributed Agile Team StructureKaty Slemon
Agile teams are self-managing & work best when your team works remotely. Discover the functioning of a remote agile teams as COVID forced strict rules on social distancing.
Scaling is seen as a must and many companies see it as a way of transforming organizations. We see using the Spotify Model or SAFe from day one. However, what is missed it that when you scale, you scale your problems too. There are things to consider before you scale. You need to understand if you want to scale and how. Does it really pay off? What's your scaling strategy? There are also aspects to consider when you choose the approach.
I will share my experience with scaling and large organization transformation.
In the past two decades, Scrum has become the standard for agile development, used in some form today by 90 percent of agile teams. As Scrum starts its third decade, it’s not the fresh-faced process framework it once was. Yes, it has met—and dealt with—commercial, technical, philosophical, and practical challenges. Dave West discusses the past, present, and future of Scrum, using real data from more than 200,000 open assessments and 50,000 professional assessments to describe its challenges and evolution. Learn how to: (1) add the development infrastructure for continuous delivery; (2) define the systems engineering to manage the operational requirements from the start; and (3) create architectures to simplify the challenges of large-scale development. Learn how, in an industry that survives on the bleeding edge, there will continue to be a role for Scrum with its events, artifacts, and roles and how Scrum can continue to evolve.
One of the core principles of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the managing of software in an agile environment would put value at its heart; over old, industrial parameters like scope, budget, time. Informed management decisions to maximize value cannot be made without collecting evidence of it. Enter the need of evidence-based decision-making, which is a great start in bringing the Scrum Stance to the managerial domain, leading to a new management culture, Empirical Management.
Gunther Verheyen uses ‘Evidence-Based Management’ to go into an exploration of empirical management as the best fit for the age of agile.
Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.
Extreme Automation: Software Quality for the Next Generation EnterpriseTechWell
Software runs the business. The modern testing organization aspires to be a change agent and an inspiration for quality throughout the entire lifecycle. To be a change agent, the testing organization must have the right people and skill sets, the right processes in place to ensure proper governance, and the right technology to aid in the delivery of software in support of the business line. Traditionally, testing organizations have focused on the people and process aspect of solving quality issues. With the ever-increasing complexity of the software needed to run the enterprise, testing professionals must adopt technology to help solve some of the most challenging quality issues ever. In short, testing organizations must make the move to extreme automation and become proficient with modern tooling and its benefits. Theresa Lanowitz focuses on new and emerging technologies—proven and successful—to add to the workbench of the test professional.
The Survey Says: Testers Spend Their Time Doing...TechWell
How can testers contribute more to the success of their project and their company? How can they focus on asking the right questions, improving test planning and design, and finding defects so the business releases a quality product―even though there’s always one more fire to extinguish or one more request to fulfill? There aren’t enough hours in the day to do it all. Join Al Wagner as he reveals recent survey results showing where testers actually spend their time and where testers think their time would be better spent. Compare your own experience with what 250 test professionals from around the world reported. You may be surprised how prevalent testing challenges really are. Learn what techniques and technologies are available to help today’s test professionals execute what they were actually hired to do—test software. Return to your organization with an increased understanding of how other testers are dealing with their testing bottlenecks and what activities your peers view as the best use of their valuable time.
Key takeaways
- Continuous “everything” is at the heart of agile and devops
- Continuous activities result in faster delivery and higher quality
- Rapid feedback and practice are essential for confidence in your delivery process
View webinar recording - http://testhuddle.com/resource/continuous-everything/
Vladimirs Ivanovs IPMA GYCW2013 Agile - traditional or balanced mixVladimirs Ivanovs
Vladimirs Ivanovs, IPMA GYCW2013 Dubrovnik Croatia, interactive workshop/game "Agile - traditional or balanced mix" or "Creating children's book with SCRUM".
About trainer:
Vladimirs is consultant and trainer in Project Management and IT Service Management, IPMA-B and ITIL Expert certified. Board member at IPMA Latvia, assessor, developing Young Crew group. Teaching Programme and Project Portfolio Management for masters in Project Management. Has a degree in Computer Sciences and Executive MBA from Stockholm School of Economics. Worked for large telecoms and as CIO for global retail chain. Owner of ITSM LLC, company that is solving IT and Project Management issues, providing consulting and trainings, CIOs and PMs for rent. Have been recently speaking on global TFT12 conference, regional Agile and Project Management events.
I gave this talk at the Auckland Girl Geek Dinner (organised by Amanda Jackson) on 24 September 2009. To sign up for other GGD events go to girlgeekdinners.co.nz.
In many organizations, agile development processes are driving the pursuit of faster software releases, which has spawned a set of new practices called DevOps. DevOps stresses communications and integration between development and operations, including continuous integration, continuous delivery, and rapid deployments. Because DevOps practices require confidence that changes made to the code base will function as expected. automated testing is an essential ingredient Join Jeff Payne as he discusses the unique challenges associated with integrating automated testing into continuous integration/continuous delivery (CI/CD) environments. Learn the internals of how CI/CD works, appropriate tooling, and test integration points. Find out howpto integrate your existing test automation frameworks into a DevOps environment and leave with roadmap for integrating test automation with continuous integration and delivery.
Bosnia Agile slides from Bosnia Agile Tuzla meetup where attendees had a chance to learn about basics of Scrum, by certified Professional Scrum Product Owner Enis Zeherović, and then to participate in a great "Team Work" training that explains all the soft skills Scrum team or any other team needs to have to work smoothly.
Scrum with value streams - Can you finally get rid of waterfall thinking?Tasktop
Increasingly, DevOps is encouraging organizations to think holistically about the value streams of delivery. Make work visible and look to reduce waste. But agile and Scrum has taught us that complex problems require teams to self-organize, to 'scrum' to make progress. Does that mean that the value streams are continually changing? Does that mean that when you introduce value streams you remove the ability of the Scrum team to self-organize?
In this talk, Dave West Product Owner and CEO of Scrum.org and Mik Kersten CEO of Tasktop discuss the challenges of introducing value streams to a Scrum world and how you can balance flexibility with the structure to enable better flow and deliver more value to customers. They will discuss how to avoid Value-Waterfall-Stream to make sure your stream doesn't become a waterfall and provide a list of potential warning signs for when the process of value streams has become a way of re-introducing traditional waterfall thinking to your product delivery process.
We often get asked why Scrum has only 3 roles, 3 artifacts and 3 ceremonies. In fact, our customers simply want to know why Scrum works. In these slides we try to explain the principles behind the prescriptions of Scrum, in the form of 5 Whys: Why Scrum? Why 3 Roles? Why 3 Artifacts? Why 3 Ceremonies? And Why agile engineering practices support Scrum?
In the past two decades, Scrum has become the standard for agile development, with more than 90 percent of teams today using Scrum to deliver working software. But, as Scrum starts into its third decade, it’s not the fresh-faced process framework that came into the world in the summer of 1995. In an industry that survives on the bleeding edge of trends will there continue to be a role for Scrum, or will its events, artifacts and roles be consumed by other process frameworks? What really is the future of Scrum? Dave West reviews the past, present, and future of Scrum, using real data from more than 200K open assessments and 50K professional assessments to describe the challenges and future of Scrum. Actionable takeaways include adding the development infrastructure for continuous delivery, defining the systems engineering to manage the operational requirements from the project’s start, creating architectures to simplify the challenges of large-scale development, and providing tools to manage the development and programs.
Similar to Scrum Day Europe 2014 - Evidence-Based Managing of Software (20)
Agile WOW Meetup (23 May 2020) - Engagement is the key (by Gunther Verheyen)Gunther Verheyen
Gunther Verheyen shared how “Engagement Is The Key” in a virtual meetup of Agile WOW (Gurugram, India). Gunther explored what is needed in the environment to invite and inspire people to engage and commit. The session was organized and facilitated by Sanjay Saini and the organizers of Scrum Day India.
Gunther is an independent Scrum Caretaker; a connector, writer, speaker, humaniser. More at guntherverheyen.com/about/
At the 2019 edition of the Scrum Day Denmark event in Copenhagen on 25 November 2019, Gunther Verheyen reflected on 'performance' in a world of Scrum.
Scrum drives us toward enacting the first principle of the Agile Manifesto, “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software”. Scrum thereby invites us to look for ways to actually deliver ‘value’. Although ‘value’ in itself is hard to quantify, we can absolutely measure (in order to improve) how we effectively deliver value. “Team Engagement” is the most ignored aspect of ‘value’, yet one where huge gains can be made to increase the ability to deliver value.
As an independent Scrum Caretaker, Gunther helps organizations re-imagine their Scrum to re-emerge their organizational structures, and thus increase their agility. Gunther consolidated over a decade of experience, ideas, beliefs and observations of Scrum in re.vers.ify. Re.vers.ify is an act of simplicity, rhythm and focus. It is a narrative showing a path, rather than predicting an outcome.
Agile Open Space Tricity (Lufthansa Systems) - Engagement is keyGunther Verheyen
At the Agile Tricity Open Space event in Gdansk on 23 November 2019, hosted by Lufthansa Systems Poland, Gunther Verheyen reflected on ‘performance’ in a world of Scrum.
Scrum drives us toward enacting the first principle of the Agile Manifesto, “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software”. Scrum invites us to look for ways to actually deliver ‘value’. Although ‘value’ in itself is hard to quantify, we can absolutely measure how we effectively deliver value, in order to improve. “Team Engagement” is the most ignored aspect of ‘value’, yet one where huge gains can be made to increase the ability to deliver value.
As an independent Scrum Caretaker, Gunther helps organizations re-imagine their Scrum to re-emerge their organizational structures, and thus increase their agility. Gunther consolidated over a decade of experience, ideas, beliefs and observations of Scrum in re.vers.ify. Re.vers.ify is an act of simplicity, rhythm and focus. It is a narrative showing a path, rather than predicting an outcome.
At the 2019 edition of the Scrum Day India event in Gurugram on 20 July, Gunther Verheyen reflected on his observations of the illusion of agility. He shared how to overcome this illusion of agility that many organizations get stuck in.
Agility is why organizations adopt Scrum. The agility an organization demonstrates outward is not just a result of their product delivery process, but also a function of its internal structures. Many ‘Agile transformations’ are limited to just creating more Agile teams, without touching the overarching structures. Scrum is often twisted to fit the old processes and structures, and its potential for deep improvement and creating a future-proof organization is lost. No more than an illusion of agility is created. What if rather than just complaining and mocking over this finding, we would see it as an invitation to re-imagine our Scrum, as a good way to start re-emerging our organizations?
As an independent Scrum Caretaker Gunther helps organizations re-imagine their Scrum to re-emerge their organizational structures, and thus increase their agility. Gunther consolidated over a decade of experience, ideas, beliefs and observations of Scrum in re.vers.ify. Re.vers.ify is an act of simplicity, rhythm and focus. It is a narrative showing a path, rather than predicting an outcome.
At the 3rd season of the Scrum Day Ukraine event in Kyiv on 16 March, Gunther Verheyen shared his musings, thoughts and observations on the future of Agile. He shared how to overcome the illusion of agility that many organizations get stuck with.
Agility is why organizations adopt Scrum. The Agility an organization demonstrates outward is not just a result of their product delivery process, but also a function of its internal structures. Scrum is often twisted to fit old processes and structures, and its potential for deep improvement and creating a future-proof organization is lost. Growing a Scrum Studio allows emerging an environment in which people can develop themselves while developing great products. A Scrum Studio is one way for an organization to re-invent itself around Scrum, one way to re-vers-ify.
Agile tour Ottawa 2017 - Agility in the face of Perplexity (by Gunther Verheyen)Gunther Verheyen
In February 2001, 17 software development leaders published the “Manifesto for Agile Software Development”.
The Agile Manifesto is 16+ years old. Does it mean it is outdated, Are the days of Agile over?
Gunther reflected upon the value and originality on Agile, as it is. No new names. No new content. Other, better words to describe it, and describe its need.
Agilia 2017 - re-imagining Scrum to re-vers-ify your organisationGunther Verheyen
The introduction of re-vers-ify at the Agilia 2017 conference in Oloumoc (Czech Republic).
About re-vers-ify:
When working with people and organisations, I always revert to the simplest and most core basics of Scrum, regardless how Scrum has, or has not, been adopted, or the scale of operations. It takes a lot of imagination to picture Scrum being employed according to its design while exciting people greatly at the same time. Over and over I observe how imagination can set an organisation apart. I believe that any organisation can be re.imagined, re.vers.ified using Scrum, to exploit its intrinsic potential to innovate.
The idea of "re-imagining Scrum to re-vers-ify your organisation" as presented by Gunther Verheyen, full-time Scrum Caretaker, at the 2017 Scrum Day UA event.
The event was organised in Kiev, Ukraine on 11 March 2017.
The idea of "re-imagining Scrum to re-vers-ify your organisation" as presented by Gunther Verheyen, full-time Scrum Caretaker, at the 2017 LAPS event ('Large Agile Practitioner Summit'). The event was organised at the BMW Classic event forum in Munich by Scrum-events.de.
Agile tour stuttgart 2013: Scrum and agility - Enjoy the journeyGunther Verheyen
Stuttgart, October 16 2013. 100 enthusiast people gathered to listen to presentations and share ideas on Agile.
I gave a closing note about Scrum, and how to look beyond Scrum and software development, to Enterprise Agility.
Core message said that both are about a journey, more than about a goal.
Agile tour stuttgart 2013: Scrum and agility - Enjoy the journey
Scrum Day Europe 2014 - Evidence-Based Managing of Software
1. by Scrum.org – Improving the Profession of Software Development
Evidence-Based Managing of Software
Measure Assert Facilitate
Ken Schwaber
Gunther Verheyen
Scrum.org
Scrum Day Europe
Amsterdam
July 3rd, 2014
Based on „stam·pede„ ( /stʌmˈpiːd/ ):
Sudden frenzied rush of (panic–stricken) animals.
To flee in a headlong rush.
This from a March 18th, 2014 article.
He’s right.
It’s time to put proof and accountability back into the conversation.
Profound change during the agile era
Explore
Empiricism
Complexity
Agility
Learning Objectives
Gain understanding of complexity in software environments
How empiricism controls risk, and provides predictability in complex environments
What is agility and what is Scrum’s place within the Agile discussion?
Understand the problem
Interviews
Case history
Current and previous system data
Gather evidence
Research bodies of knowledge
Run experiments and tests
Expert experience
Provide assessment
Collaborate on plan of treatment
Act
On trail for killing birds
If I am a person considering Scrum, what can I find out there as evidence it is good for me?
EB Practices are present in many industries
Where the desired outcome is often non-deterministic. We must create the desired outcome as we proceed.
Where the goal is met through iterative, incremental practices relying heavily on inspection and adaptation.
Looking at the 3 pillars of EB Practices from these professional lenses
Indeed, the Agile movement promotes emergence. Indeed, Agile thrives on self-organization. Indeed, Scrum has no defined role of ‘manager’.
But is that sufficient to label managers as useless or not needed?
The Agile movement successfully established a set of values and principles that better fit the creative and complex nature of software development. The focus is on teams, collaboration, people, self-directed discovery. The Scrum framework provides a great foundation for organizations to grasp ‘Agility’.
The adoption of the Agile thinking via Scrum represents a major and on-going shift in our industry. Even without Scrum having prescriptions for management, it is clear that the self-organizing fundaments of Scrum have a profound impact on the role, approach and act of managing. The challenge is to discover and implement the new needs and demands for managers.
Self-organization requires boundaries, and shared goals and objectives. Self-organizing teams benefit from the provision of information on the market and company strategie. Self-organizing teams benefit from facilitation with standards, expectations, infrastructure and tools.
Any way of working can be analyzed through the lenses of value-based evidence.
ORGANIZATIONAL:
Revenue per Employee
Product Cost Ratio
Employee satisfaction
Customer satisfaction
FOUNDATIONAL:
Release frequency
Release stabilization
Cycle Time
Installed Version Index
Usage Index
Innovation Rate
Total defects
About Gunther Verheyen
Gunther Verheyen (gunther.verheyen@scrum.org ) ventured into IT and software development after graduating in 1992. His Agile journey started with eXtreme Programming and Scrum in 2003. Years of dedication followed, of working with several teams and organizations, of using Scrum in diverse circumstances. Building on the experience gained, Gunther became the driving force behind some large-scale enterprise transformations.
Gunther is a partner to Ken Schwaber, Scrum co-creator, at Scrum.org. He is Professional Scrum trainer and directs the series of ‘Professional Scrum” products of Scrum.org. He shepherds classes, trainers, courseware and assessments. He co-created the ‘Evidence-Based Management’ framework of Scrum.org to help organizations improve their agility.
In 2013 Gunther published a ‘smart travel companion’ to Scrum, his highly appraised book “Scrum – A Pocket Guide.”
Gunther lives in Antwerp (Belgium) with his wife Natascha, and their children Ian, Jente and Nienke.
Find Gunther on Twitter as @ullizee or read more of his musings on Scrum on his personal blog, http://guntherverheyen.com.