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Benjamin Day
@benday | www.benday.com
Scrum & Agile doesn’t come out of nowhere.
A great process won’t appear
fully-formed.
You’ll have to work at it.
Overview
Why Scrum? Why Agile?
Agile Transformations
Multi-team Scrum
First up:
What’s and why’s of Agile & Scrum
Why Agile? Why Scrum?
How are Scrum & Agile related?
What’s Agile Mean?
Agile Manifesto
February 2001
Grumpy about the state of the industry
Wanted to focus on
- Individuals & interactions over processes & tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
My Interpretation
Software is a human endeavor
Eliminate waste
Focus on what matters
- Done, working software
Recognize that you can't get the details right the first time
- You need to talk it out
- Software is complex
Engaged customers & lots of feedback
Why Agile?
Do less stuff
Scrum is the set of “dance steps” to help you use those values to deliver
done, working software
Next up:
Getting Started with Scrum
The Blank Page.
No Product Backlog. No Scrum Master.
No Product Owner. No Team. No Velocity.
No nuthin’.
How Do You Get Going?
Get a Product Owner
Get a Team
If you get stuck, try to identify large sections of the app first
Project phases
- Requirements, Design, Development, Testing, Deployment
Scrum Under Waterfall?
Scrum used in a Waterfall-oriented organization
Scrum + Plan-driven
Be practical
Required by contract?
Required by law?
Just because.
Leverage the Strengths of Each
Scrum for day-to-day dev/test activities
Lack of transparency
Nothing is Done
Five Tips
Work in Sprints
Focus on Done
Continuous Testing
Work to DoD
No earned value
Childhood
Adolescence
Adult
Middle-age
Old age
Change of Life Scrum
Startups Mature Companies
- Done well - Done well
- Worked really hard - Been around for a long time
- Informal - They have process
- More employees - Ship big releases ever 12 – 24
- Growing pains months
- Not delivering anymore - New cheaper, faster competitors
- Need some process - Can’t adapt to market fast enough
Dr. John Kotter’s 8 Steps for Leading Change
Kotter’s Process
1. Establish a Sense of Urgency
2. Create a Guiding Coalition
3. Develop a Vision & Strategy
4. Communicate the Vision for Change
5. Empower Employees to take action
6. Generate Short-Term Wins
7. Consolidate Gains
8. Anchor Changes into the Culture
#1: Sense of Urgency
Why do we need to change?
Market realities
Competitors
Evidence
#2: Guiding Coalition
People with enough influence to lead the change
Tell stories
Scrum: "Our vision is to build exactly the software that we need without the
waste."
#5: Empower Employees to Take Action
Remove obstacles to change
Scrum: Self-organization
#6: Create Short-term Wins
Reinforce that you're actually achieving something
Scrum: more scrum; product backlog; sprint planning; more done, working
software; "wow…look at all that this team has accomplished!"
#8: Anchor Changes into the Culture
Help the changes to take root
Help make connections between the improvements and the successes of the
company
Overall tip:
Don’t expect it to change overnight.
Keep working at it.
Next up:
Scrum with Multiple Teams
Scrum says a team should be
3 to 9 people.
There’s only so much you can do with one team.
Sometimes you want or need to go faster
so you add more teams.
Multi-team Scrum.
Scaled Scrum.
Challenges of Multi-team Scrum
Coordination isn’t only on a single team anymore
If you have multiple teams now, are you 100% sure you need more teams?
- Could you do fewer teams?
Multiple Teams
- “It’s all about done, working, integrated software.”
- If it doesn’t meet the DoD and if it isn’t integrated with the work of other teams,
it’s not done.
Multi-team PBI Recommendations
PBIs are done by one team in one Sprint
Sprint Sprint
Daily Scrum Sprint Review
Planning Retrospective
Multi-team Sprint Planning
All the teams or (at least) representatives from each team get together
Not “3 Questions”
Gather feedback