This document discusses the principles of Scrum X as a complex adaptive system. Some key principles discussed include: - Setting the stage by creating a safe-to-fail container for ideas to come in and decisions to be made over multiple sprints to narrow solutions. - Ensuring a balance between demands like development and customer experience, as well as between different teams like development and QA. - Treating people as adults, having the team deliver work each sprint, and inspecting and adapting the process continuously.

1. Scrum X
as complex adaptive system
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2. agile coach
pierre.neis@agilesqr.com
Pierre E. Neis
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3. what?
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4. Why scrum X?
like a process
like a project
like a development
like an organization
High engaged peoplecommodities
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5. so what?
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6. basic principle 1:
“set the stage”
safe to fail
container
one idea
comes in a couple
of
options
comes
out
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7. basic principle 2:
“everything is not an option”
[time bound]
safe to fail
container
one idea
comes in a decision
has to be
taken on
what to keep
and what to
leave
[sprint]
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8. basic principle 3:
“decide”
one idea
comes in
From one sprint to another, all the stakeholders are learning
and narrowing down to the most acceptable solution in a
resilient manner.
[time bound]
safe to fail
container
[sprint]
[time bound]
safe to fail
container
[sprint]
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9. basic principle 4:
“avoid never ending stories”
one idea
comes in
[time bound]
safe to fail
container
[sprint]
[time bound]
safe to fail
container
[sprint]
Proceed until you reach a valid outcome
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10. basic principle 5:
“human relations”
safe-to-fail
container
people
interacting
together
information can
be pulled in the
containerinformation cannot be
pushed in the container
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11. Basic principle 6:
“Keep the balance”
one idea
comes in
[time bound]
safe to fail
container
Balance is everything
demand/
capability
development/
customer experience
development/support/
architecture/QA/Processes
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12. Basic principle 7:
“what do you really want?”
Burning Down
- great customer
experience
- clear direction
- +motivation +
engagement
Burning Up
- R&D
- good for new
solutions
- engineering/
development
focused
- risk to not
respond to
market needs
Low brainer
- just keeping
people busy
- no motivation
- no
achievement
- command and
control
Engagement
25 %
25 % 25 %
25 %Scrum Team
Customers
Management
Users
Engagement
7 %
37 %
19 %
37 %
Engagement
70 %
22 %
9 %
great
PO
no PO
a lot of
Business Analysts
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13. Basic principle 10:
“set the pace”
high risk
high
incertitude
simple work
1 2 3 4Nb weeks
perfect fit
great for fast feedback
foster sharp prioritisation
foster great communication
consensus
arguments are that 2 weeks are too small
low dynamics
no more achievements if 2 weeks
only valid for research & development
longer meetings
fit best for multiple teams alignment
sprint lengths
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14. coherence resilience
Main principle
treat people as
adults
ask the
team
deliver
each
time
inspect & adapt
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15. and what?
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16. Constraints
Stable team (totally dedicated)
Team size: > 5, < 9 (over 9 you
are losing dynamics)
Clear vision: start with the
end in mind
No change during a sprint
only development changes
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17. Prioritizations
fruits: values
roots: nurturesbusiness as usual:
transactional work
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18. Steams of value
Monthly meeting points
businessvalue
knowledge value
Knowledge Value:
analysis
research
problem solving
solutions
innovation
knowledge acquisition
Business Value:
development
customisation
projects
sprints
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PierreNeis

19. ORGANISATION
MANAGEMENT
Organization Model
AGILE TEAMS
business
owner
coach
customer
strategy
business
tactics
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20. onceyougot
thedinosaur,
bewareon
blackswans
agile²
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21. to shape
you bold
www.agilesqr.com | Heidelberg
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