Warum eigentlich (immer) Scrum?

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1 Warum eigentlich (immer) Scrum? Welche agilen Ansätze passen zu welcher Unternehmenskultur Talk im Park & ASQF FG Agile Oliver Knittel

2 Which approach is best for me? Scrum Kanban SW-Craftsmanship XP, Crystal, DAD, FDD, BDD, 2013 Method Park Software AG Thema (bitte über Einfügen --> Kopf und Fußzeile einfügen) Folie 2

3 Manifesto for Agile Software Development 2013 Method Park Software AG Thema (bitte über Einfügen --> Kopf und Fußzeile einfügen) Folie 3

4 Scrum Burndown Charts Sprint Backlog Product Owner Sprint Planning Daily Work, Daily Scrum Team Members Product Backlog Prepare Product Backlog Product Increment Scrum Master Product Vision, Use cases, Requirements, Release Plan Sprint Retrospective Sprint Review Release N 2013 Method Park Software AG Thema (bitte über Einfügen --> Kopf und Fußzeile einfügen) Folie 4

5 Kanban Foundational Principles: Development: 7 1. Start with what you do now Stories in Backlog Prio System test 2. Agree to Progress pursue evolutionary change In progress Done 3. Initially, respect existing roles, responsibilities and job titles User story 2 x y 4. Encourage User acts of leadership at all levels story4 c User story 5 User story 6 User story 7 User story 3 d z Emergency fixes: 1 In progress Done Ready for AT Acceptance test In progress General Practices: x 1. Visualize Done k 2. Limit work-in-progress Feature Bug Critical Bug To be Deployed User story 1 3. Manage flow 4. Make process policies explicit Legend 5. Implement feedback loops X 6. Improve collaboratively Team member 2013 Method Park Software AG Thema (bitte über Einfügen --> Kopf und Fußzeile einfügen) Folie 5

6 Manifesto for Software Craftsmanship Folie 6

7 Corporate Culture The beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. [ ] A company's culture will be reflected in its dress code, business hours, office setup, employee benefits, turnover, hiring decisions, treatment of clients, client satisfaction and every other aspect of operations. ( Culture can not be defined, but has to evolve Values need to be lived not preached Long term perspective: Building and changing the corporate culture needs a lot of time Folie 7

8 Schneider Culture Model CULTURE = How we do things around here to succeed We suceed by working together Diversity People oriented COLLABORATION People Affiliation Partnership Reality oriented We suceed by getting and keeping control CONTROL Process Stability Order Predicatability Hierarchical Standardization Security Company Power oriented We suceed by growing people who fulfil our vision We suceed being the best COMPETENCE Dedication CULTIVATION Craftsmanship Possibility oriented Be the Best Expertise Folie 8 Source:

9 Sahota Mapping Reality oriented COLLABORATION CONTROL People oriented Agile / Scrum Kanban Company oriented Craftsmanship CULTIVATION COMPETENCE Possibility oriented Folie 9

10 Transformation vs. Adaptation? Adaption Transformation Folie 10

11 Agile vs. Classic Development I am the Scrum Master! I will shield the sprint! Let s see what we can do with this customer specific request Folie 11

12 Scrum Master vs. Project Manager Hey Folks! How can I help? Get back to work! We got a delivery next week! Folie 12

13 Use of Agile/XP-Practices Folie 13

14 Fazit What is the goal: Adaption oder Transformation? Use practices independend of approach Let experts help you Thank you for your interest! 2013 Method Park Software AG Thema (bitte über Einfügen --> Kopf und Fußzeile einfügen) Folie 14

15 Literatur Michael Sahota, "An Agile Adoption and Transformation Survival Guide: Working with Organizational Culture", 2012 William E. Schneider, "The Reengineering Alternative: A plan for making your current culture work", Method Park Holding AG Folie 15

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