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.
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.
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.
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
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.
Scrum Day Europe 2014 - Evidence-Based Managing of SoftwareGunther Verheyen
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.
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.
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.
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.
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.
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
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.
Scrum Day Europe 2014 - Evidence-Based Managing of SoftwareGunther Verheyen
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.
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.
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.
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/
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.
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.
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.
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.
Why Scale? When choose each scaling approach? SAFe? LeSS? Enterprise Kanban? Other? Scaling experts will compare the different approaches, share from their experience and answer questions from the audience.
This is the LeSS section presented by Sagi Smolarski
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.
Beyond the Scrum Team: Delivering "Done" at ScaleTasktop
In this webinar Dave West, CEO and Product Owner of Scrum.org, and Betty Zakheim, VP of Industry Strategy at Tasktop talk about the success of Scrum in the enterprise and techniques that organizations can employ when they have a large IT shop.
Join us for this discussion of the successes and challenges of Scrum at scale, including:
* Scrum.org's Nexus
* how software development teams can deliver "Done" at scale
* how these techniques fit into the broader software delivery lifecycle
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/
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.
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.
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.
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.
Why Scale? When choose each scaling approach? SAFe? LeSS? Enterprise Kanban? Other? Scaling experts will compare the different approaches, share from their experience and answer questions from the audience.
This is the LeSS section presented by Sagi Smolarski
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.
Beyond the Scrum Team: Delivering "Done" at ScaleTasktop
In this webinar Dave West, CEO and Product Owner of Scrum.org, and Betty Zakheim, VP of Industry Strategy at Tasktop talk about the success of Scrum in the enterprise and techniques that organizations can employ when they have a large IT shop.
Join us for this discussion of the successes and challenges of Scrum at scale, including:
* Scrum.org's Nexus
* how software development teams can deliver "Done" at scale
* how these techniques fit into the broader software delivery lifecycle
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.
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
Presentation given at the OpenStack summit in Paris (Kilo) on Tue Nov 4th.
Last summit I had the pleasure to present a talk which encountered some success "Are enterprise ready for the OpenStack transformation?" (also published on SlideShare) . This talk is a follow up on what are the best practices that are successful in operating the transformation. We will first focus on identifying the right use cases for a generic enterprise, then define a roadmap with an organisational and a technical track, to finish with the definition what would be our success criterias for our group. This will happen as a workshop summary based on the multiple engagements eNovance has been delivering over the past 2 years.
In this webinar, CollabNet shares its codified Blueprint for Enterprise Agility, resulting from over a decade of working with industry leading enterprises on hundreds of large scale development projects across a wide range of industries. Join Senior Director Kevin Hancock as he shares the 5 steps that have proven to be the essential elements to attaining enterprise agility. This approach has proven to be flexible enough to meet the needs of the diverse development processes, point tools, and application frameworks and deployment clouds required by the broad needs of the enterprise.
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EHS Conducted SCRUM Overview Session for a Corporate Company in Lahore covering Basics i.e. What is Agile & Scrum, Why to use Scrum, Benefits, Values, Artifacts, Events, Scrum Teams & Roles...
Learn about Agile Methodology of Software Engineering and study concepts like What is Agile, Why Agile is there, Agile Principles, Agile Manifesto with Pros & Cons of it.
Presentation also include Agile Testing Methodology like Scrum, Crystal Methodologies, DSDM, Feature Driven Development, Lean Software Development & Extreme Programming.
If you watch this one please rate it and do share this presentation to others so then can easily learn more about the Agile Methodology.
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Scaled Professional Scrum - Scrum Days Poland 2015
1. by Scrum.org – Improving the Profession of Software Development
Scaled Professional Scrum
Focused. Effective. Viable.
Gunther Verheyen
Shepherding the Professional series
Scrum.org
Scrum Days Poland
May 29, 2015
Warsaw
Short Abstract
Many organizations demonstrate a compelling desire to become Agile. Where the Agile movement, sprung from the Manifesto for Agile Software Development, focuses on software development, management might feel left out. But is that really the case?
One of the core objectives 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 therefore puts value at its heart; over holding on to old, industrial parameters like scope, budget, time. In a value-centered environment, informed management decisions to maximize value cannot be made without transparency over the question whether the software is indeed valuable; valuable to the organization, its users and the wider ecosystem. There is value in applying the Scrum Stance in the managerial domain. Indicators of value become the primary source for inspection, in order to adapt how the software is being produced. Enter a new management culture, Empirical Management, thriving on evidence-based decision-making.
Gunther explores the idea of Empirical Management through the lens of Scrum’s history and the current, compelling desire of many organizations to scale Scrum.
Gunther shepherds the Professional Series at Scrum.org and is 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 is done, to the outcome of the work, and its impact on the market.
Participants will get an insight into a possible future of agile, the future of agile in its next decade of existence.
Audience
For: Decision makers, leaders, managers looking to reground themselves in a context of 'agile'.
Typical Elapse Time
1 hour
Based on „stam·pede„ ( /stʌmˈpiːd/ ):
Sudden frenzied rush of (panic–stricken) animals.
To flee in a headlong rush.
Followed by a rush toward scaling Scrum.
A healthy Scrum foundation is the best path to success before trying to scale, otherwise you’ll scale your current dysfunctions
Scrum alone isn’t enough for success.
Establishing, promoting, and stewarding technical excellence as a foundation for growth.
One team working on several products is not scaled Scrum. It is the reverse of scaling.
Many teams each working on one product is a lot of Scrum, but not scaled Scrum.
Scrum, ultimately
can only be fully comprehended when its rules and roles are read as an expression of the values and principles of the Manifesto for Agile Software Development.
is an operating system for the values and principles of the Manifesto. The kernel of the OS is the Scrum Stance.
Professional Scrum:
Any Scrum instance that implements Scrum’s mechanics, its values and principles, and technical excellence.
People – someone on another Scrum Team, in my Nexus or another Nexus, but not necessarily a PBI being worked on by another team; person is on vacation, only one person with that skillset, communication paths within the team and the Nexus, etc.
Domain – If you are organized around business domains, there may be features that overlap those boundaries (e.g. workflow)
Technology – frameworks, DBs, messaging servers, other types of servers, tools, etc. (e.g. don’t have access to a DB to deploy your code/schema)
Software/software implementation – for a single team, execution sequence; across team, architecture misaligned to team structure (e.g. the code I need to change isn’t under my team’s control)
External – any of the above types of dependencies which are not solvable within the Nexus (e.g. a finance person is required to provide biz rules)
The term “Nexus” means a connection, link; also a causal link, or a connected group or series.
It’s origin is Latin (from nectere "to bind“) and was first used in 1663 (http://www.merriam-webster.com/dictionary/nexus)
It’s not about the structure, it’s about the connections (i.e. collaboration and conversation)
Consists of 3 to 9 Professional Scrum Teams:
To interoperate, significant architectural components must standardize their interaction
The Nexus’ foundation is Scrum and the heart of the Nexus is 3 to 9 Professional Scrum teams.
There is no separate Nexus Integration Team Product Backlog; they work off of the same Product Backlog as everyone else
They may develop utilities, scripts, etc. to help with integration
Adding practices/tools may initially slow you down
Adding practices/tools may initially slow you down
The reason a nexus is limited to 9 teams is point 1 (see Dunbar’s Number for specifics: http://en.wikipedia.org/wiki/Dunbar%27s_number)
If you haven’t experienced this then you shouldn’t be teaching this
Scaled Scrum teams of this size are built on the foundations of Professional Scrum at each individual single team
Need practice stamp
10,000 google developers check in to trunk every day. No branches.
From a Google dev-op talk
About Gunther Verheyen
Gunther Verheyen (gunther.verheyen@scrum.org) is a seasoned Scrum professional. He works for Scrum.org, the home of Scrum. He represents Scrum co-creator Ken Schwaber and Scrum.org in Europe.
Gunther ventured into IT and software development after graduating as Industrial Engineer 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 left consulting to partner with Ken Schwaber, Scrum co-creator, at Scrum.org in 2013. He is Professional Scrum trainer, directs the ‘Professional Scrum’ series and co-created the framework for Evidence-Based Management of Scrum.org. He shepherds classes, trainers, courseware and assessments for the programs of Professional Scrum Foundations (PSF), Professional Scrum Developer (PSD), Professional Scrum Master (PSM), and Professional Scrum Product Owner (PSPO).
In 2013 Gunther published his highly appraised book “Scrum – A Pocket Guide,” a ‘smart travel companion’ to Scrum.
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/tag/scrum/.