Scrum. As a thinking toolkit. Simon

Transcription

1 Scrum As a thinking toolkit Simon

2 What is Scrum?

3

4 Why are we here?

5 10 years of Agile

6 15-25 years of Scrum

7 How s it working out for you?

8 Beyond Software

9 Scrum vs Scrum thinking

10 Sense Making

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12 The Cynefin Framework

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14 Complex Complicated (The Knowable) Unordered Domains Cause & Effect Cause & Effect Separated by space & Only coherent in time and/or requiring retrospect, but not analysis or expertise repeatable Disorder Cause & Effect Cause & Effect Obvious, predictable not perceivable & repeatable Ordered Domains Simple Chaotic (The Known)

15 Now you try it

16 Complex Complicated (The Knowable) Cause & Effect Only coherent in retrospect, but not repeatable Cause & Effect Separated by space & time and/or requiring analysis or expertise Disorder Chaotic Cause & Effect not perceivable Cause & Effect Obvious, predictable & repeatable Simple (The Known)

17 Movie Plots

18 Complex Complicated Pulp Fiction Gosford Park The Matrix Clockwork Orange Star Wars Chaotic Simple

19 Animal Behaviours

20 Complex Complicated Termite Mounds Migration Patterns Animals Sleeping Beaching Whales Animals Feeding Chaotic Simple

21 Domain Effective Structures

22 Complex Complicated Strong Central Weak Central Strong Distributed Strong Distributed Weak Central Weak Distributed Weak Distributed Strong Central Chaotic Simple

23 What strategies are effective in each domain?

24 Complex Complicated Pattern Management Perspective Filters Complex Adaptive Systems Analytical / Reductionist Scenario Planning Systems Thinking Stability-focused intervention Enactment tools Crisis management Legitimate Best Practice Standard Operating Procedures Process re-engineering Chaotic Simple

25 Complex Complicated Probe Sense Respond Sense Analyse Respond Act Sense Respond Sense Categorise Respond Chaotic Simple

26 Example

27 What s A complicated Or our a complex objective? problem? one?

28 What s this got to do with Scrum?

29 Scrum was intended as a framework for Product Development in the Complex Problem Space

30 Heuristics for managing Complex Systems Finely grained objects Distributed cognition Disintermediation

31 Finely Grained Objects Small Teams Scale by adding teams as objects Run many small disposable experiments Proximity & connectivity of agents has high impact Meaning emerges through interaction

32 Distributed Cognition Requisite perspective variety e.g: A Cross Functional Team Stimulate the socialisation of Tacit knowledge e.g. Stand Up Meetings Perspective Filters e.g: The Separation of What from How

33 Disintermediation Decision makers get immediate & direct visibility of the raw results of successful experiments and can provide direct feedback to the Agents in the system e.g. Sprint Review

34 Scrum is an implementation of a Probe Sense Respond Framework

35 Complexity Strategy Probe Proposal Probe Design Probing Sensing Respond Co-evolution Attractor Scrum Implementation Backlog Creation / Grooming Sprint Planning Work / Daily Scrum Sprint Review New Backlog Item Creation Sprint Retrospective

36 Probes need to be safe fail

37 Safe Fail in Scrum Safe Fail more often than not relates to dollars rather than actual safety A fixed team + Timeboxed Sprint = fixed cost (financial & opportunity) Decomposition of backlog items to fit inside a Sprint makes all probes in Scrum safe fail by default

38 Enter the Product Owner But to be sure, we better make sure the person approving which probes get executed is spending their own money

39 The Extended Will

40 $100 today? Or $110 tomorrow?

41 What movies are on your bucket list?

42 ...but what are you really going to watch on Friday? (Netflix has the metrics!)

43 Hyperbolic Discounting

44 The Sprint Commitment A form of extended will

45 The ScrumMaster Is another form of extended will

46 By their very nature, complex problems often require innovative solutions...

47 Innovation Three necessary, but not sufficient conditions: Starvation Pressure Perspective Shift

48 The Sprint Mechanism attempts to favour these conditions to occur... Condition Sprint Mechanism Starvation Fixed team, fixed time Pressure Perspective Shift Fixed Time, tight commitment, daily cadence Cognitive Friction, Inspiring PO s Solution Focussing

49 Done?

50 For each experiment to be valid its outcome must be observable, not to measure necessarily but to allow the simple rule of amplification or dampening of good or bad patterns to be put into operation. Designing Safe Fail Probes - Snowden 2009

51 In the genuine Complex Problem Space Done == Experiment Complete It s the only really meaningful measure It also provide additional innovation favouring Pressure

52 Pattern Management Every system produces Outcomes at a certain rate of Output, both of which are co-evolving along with the Agents that produced them Because of the loose coupling between cause & effect it makes sense once again to apply a perspective filter

53 Separating Concerns Discerning Outcomes is a distinct skill from discerning Output patterns The ScrumMaster / PO divide Each senses patterns made apparent by probes, then seeks to amplify or dampen based on desirability of what emerges

54 Human beings are pattern spotters Not information processors

55 Can you spot the pattern?

56 Pattern Entrainment...and its effect on interpreting practices

57 Revolution vs Evolution

58 Evolution

59 Complex Complicated Exploration JIT Transfer (exploitation) Disorder Incremental Improvement Chaotic Simple

60 Revolution

61 Complex Complicated Entrainment Breaking Disorder Liberation Chaotic Simple

62 Beyond the Obvious Failing & Succeeding with Scrum

63 Becoming a Chef

64 Thanks! Sense Maker Coach Trainer LASTing Benefits Simon Bennett

65 Some References A Leader s Framework for Decision Making Tim Hartford TED Talk: The God Complex