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Scrum in reality
- 1. Scrum in Reality Angela Johnson, PMP, PMI-ACP, CST Certified Scrum Trainer & Agile Transformation Coach http://collaborativeleadershipteam.com @CoLeadTeam
- 2. Angela Johnson PMP,PMI-ACP, CST •19+ years Information Technology with traditional SDLC and Scrum/Agile •Scrum Alliance Volunteer Provisional Trainer Approval Committee and Core Scrum Team •Volunteer Facilitator PMI-MN Agile Practitioner Community •Based in Minneapolis, MN 2 Copyright 2014 Collaborative Leadership Team
- 3. Yes, but inthe … 3 Copyright 2014 Collaborative Leadership Team
- 4. Or my favorite… “We tried Agile and it didn’t work” “We tried Scrum and it didn’t work” “We tried baseball and it didn’t work” 4 Copyright 2014 Collaborative Leadership Team
- 5. The New NewProduct Development Game •January 1986 Harvard Business Review •Hirotaka Takeuchi & Ikujiro Nonaka •How Toyota was getting to market faster and more flexibly without sacrificing quality •Teams working in the “Rugby Approach” •Process is born out of the teams interplay •The inspiration for Jeff Sutherland naming his framework “Scrum” 5 Copyright 2014 Collaborative Leadership Team
- 6. What is Scrum? •Scrum is an innovative approach to doing work •Scrum is an agile framework for completing complex projects •Scrum is about people •Scrum is NOT a software development methodology •Scrum is NOT magic or a silver bullet •Scrum will not fix your problems – it exposes them 6 Copyright 2014 Collaborative Leadership Team
- 7. Expanded Scrum Framework 7 Copyright 2014 Collaborative Leadership Team
- 8. An Empirical Process:3 Pillars of Scrum Inspect Adapt Transparency 8 Copyright 2014 Collaborative Leadership Team
- 9. The Way theWorld Works is Broken “I looked at how people actually work, rather than how they say they work” •3 year FBI failed Virtual Case File project $170 million in tax payer dollars •The 2005 project to fix it was estimated at $451 million to be delivered by the end of 2009 •As of March 2010, $405 million in tax payer dollars spent, half the work complete and the deadline missed •The vendor requested another $350 million to finish it •The FBI called Jeff Sutherland 9 Copyright 2014 Collaborative Leadership Team
- 10. Scrum is Different 10 Copyright 2014 Collaborative Leadership Team
- 11. The Rules ofthe Game… “Scrum is like chess. You either play it as the rules state, or you don’t. Scrum and chess do not fail or succeed. They are either played, or not.” Ken Schwaber 11 Copyright 2014 Collaborative Leadership Team
- 12. Change is Hard 12 Copyright 2014 Collaborative Leadership Team
- 13. Patrick Lencioni 13 Copyright 2014 Collaborative Leadership Team
- 14. Mirror, Mirror… •Scrumis a mirror that will reflect your organization •Due to the transparent nature of Scrum it will expose the challenges you as an organization already have •If you don’t like what you see when you look in that mirror, who do you blame? 14 Copyright 2014 Collaborative Leadership Team
- 15. Shared Vision orCurrent Reality? Adapted from The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge Why are we adopting Scrum? Are we inspecting & adapting daily? Are we resisting change? Are we delivering business value faster? 15 Copyright 2014 Collaborative Leadership Team
- 16. Time to Lookinto the Mirror •Self-organize into pairs •It is not necessary to pair with someone you work with or know – you may want to pair with someone that you do not know •It’s not necessary to share your company name or industry if you do not want to •Use the timebox so that each of you gets the opportunity to share one or two items that you feel is the root cause of why Scrum or Agile is not working for your team, department or organization 16 Copyright 2014 Collaborative Leadership Team Time Box: 5 Min.
- 17. Shared Vision orCurrent Reality? Adapted from The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge 17 Copyright 2014 Collaborative Leadership Team
- 18. Next Steps •Whois your customer? Why do they have the need? What is their need? What is their Definition of Done? •How can you get face to face? Web cam? Google Hang-out, Skype, GotoMeeting, WebEx, Lync, etc.? •Are you putting tools and process before people? •Ask why, challenge the status quo – not authority – but how work is being done…are you working smarter? Or harder? 18 Copyright 2014 Collaborative Leadership Team
- 19. Next Steps •Havecourageous conversations •When someone says “can’t” do they really mean they won’t or that they don’t know how? •What are we avoiding or NOT admitting, talking about, doing, etc.? •Are we eliminating waste in how we do work? •Are we collaborating, working in a “rugby-like” approach or in silos? •Is there trust and support of the teams? 19 Copyright 2014 Collaborative Leadership Team
- 20. Time to Lookinto the Mirror •Back to your pairs •Remember the root cause of why Scrum or Agile is not working in your team, department or organization that you identified earlier? •Given any constraints, politics, guardrails, etc. that exist in your current reality, what is one thing you are willing to do in order to affect positive change? 20 Copyright 2014 Collaborative Leadership Team Time Box: 5 Min.
- 21. Wrapping Up THANKYOU! Please stay in touch! Angela Johnson, PMP, PMI-ACP, CST angela@coleadteam.com http://collaborativeleadershipteam.com/ Copyright 2014 Collaborative Leadership Team 21
- 22. Want to LearnMore? •The Five Dysfunctions of a Team by Patrick Lencioni •Politics, Silos & Turf Wars by Patrick Lencioni •The Leader’s Guide to Radical Management by Stephen Denning •Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland •http://xprogramming.com/articles/jatbaseball/ •http://kenschwaber.wordpress.com/2011/04/07/scrum-fails/ Copyright 2014 Collaborative Leadership Team 22