The Power of Scrum. Presenter: Jeff Sutherland Scrum Inc.

Transcription

1 The Power of Scrum Presenter: Jeff Sutherland 2011 Scrum Inc.

2 Powered by Modit A cross pla*orm HTML5 gaming and app development environment in the cloud End user enhancement and sharing of apps for gamers, adver=sers, and IT shops A second genera=on Scrum company founded by serial entrepreneurs from Harvard and CalTech. 7% of new job openings in the U.S. are Scrum jobs

3 Why is Work Changing? United States Declara/on of Independence We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable rights, that among these are life, liberty and the pursuit of happiness.

4 Most People Think Work Sucks 55% of workers are unhappy in their job (Conference Board) 65% are looking for a new job (Deloitte) We find paid work is ranked lower than any of the other 39 activities individuals engage in, with the exception of being sick in bed. (Center for Economic Performance)

5 MicroEnterprise Lending to the Poor Giving Back to Nobel Laureate Grameen Bank Lean Scrum Initiative

6 Saving the World One Team at a Time Scrum in Church Rev. Arline Conan Sutherland

7 Benefits of Scrumming a Company No more overtime! Openview Venture Partners J. Sutherland and I. Altman, "Take No Prisoners: How a Venture Capital Group Does Scrum," in Agile 2009, Chicago,

8 Scrum Gives People Liberty to Pursue Happiness Tal Ben-Shaher (2007) Happier: Learn the Secrets to Daily Joy and Lasting Fulfillment. McGraw Hill.

9 What is Agile?! Agile Manifesto We are uncovering bener ways of developing sooware by doing it and helping others do it. Through this work we have come to value: Set of values based primarily on Scrum and XP Individuals and interac/ons over processes and tools Working so<ware over comprehensive documenta/on Customer collabora/on over contract nego/a/on Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the leo more.

10 Our Problem is Bad Agile Chaos Manifesto 2011, Standish Group Interna=onal, Inc. Source:

11 Value Based Delivery Makes Projects Early The Pareto principle (also known as the rule, the law of the vital few, and the principle of factor sparsity) states that, for many events, roughly 80% of the effects come from 20% of the causes. Wikipedia

12 In 1993 at Easel Corporation we decided on: A Disruptive Technology n We wanted to make the world a better place " Micro enterprise development Accion & Grameen Bank" Team process Silicon Valley entrepreneurs (Creative Initiative)" Japanese manufacturing Takeuchi & Nonaka" n Process innovation and productivity research" IBM Surgical Team (Mythical Man Month)" Complex adaptive systems and irobot subsumption architecture" Alan Kay and Xerox Parc" Takeuchi and Nonaka - knowledge generation/lean" Jim Coplien - ATT Bell Labs Pasteur Project"

13 n n n n n n Complex Adaptive Systems Self organization No single point of control Interdisciplinary teams Emergent behavior Outcomes emerge with high dependence on relationship and context Team performance far greater than sum of individuals Rodney Brooks with Baxter Rod Brooks, Colin Angle and Helen Greiner founded irobot in 1990 Genghis Khan Rethink Robotics - New York Times 18 Sep 2012

14 How we invented Scrum: Learning about innovation from Xerox Parc 10 Personal Workstation Mouse (SRI) Ethernet Windows Interface Laser Printer Smalltalk

15 Grandfather of Scrum: Ikujiro Nonaka Sutherland, Kenji, Nonaka - Tokyo, Jan 2011 The Japanese view Scrum as: A way of doing A way of being A way of life

16 Nonaka s Project Management Styles Requirements Analysis Design Implementation Testing Type A Isolated cycles of work! Type B Overlapping work! NASA Waterfall! Fuji-Xerox Scrum! Honda Scrum! Type C All at once! The overlapping of phases does away with traditional notions about division of labor. Takeuchi and Nonaka (1986)

17 Scrum team characteristics Transcendence (life) Autonomy (liberty) Cross-fertilization (pursuit of happiness)

18 Lean Enterprise Institute Scrum Lean Product Creation Production Techniques

19 For Product Creation (Scrum = Lean) Toyota Lean Product Development Entrepreneurial System Designer (ESD) - the Scrum Product Owner Teams of Responsible Experts - the Scrum team Set Based Concurrent Engineering - used by the first Scrum team and companies like Apple Cadence, Pull, and Flow - Scrum sprint, self- management of work, and velocity

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21 9th Hidden Turning Point in History U.S. News and World Report, 21 Apr see also J. Womack, D. Jones, D Roos, The Machine that Changed the World: The Story of Lean Production. Harper Perennial, W. Edwards Deming taught the Japanese the PDCA cycle. In Scrum we: PLAN: Release Planning, Sprint Planning DO: Sprint, Daily Scrum CHECK (Study the results): Sprint Review ACT: Retrospective At Toyota: PLAN means to avoid MURI, or unreasonableness DO means to avoid MURA, or to control inconsistencies CHECK means to avoid MUDA, or to find waste in outcomes ACTION indicates the will, motivation, and determination of the management TOYOTA PRODUCTION SYSTEM ONE - BY - ONE CONFIRMATION, University of Kentucky, Lean Manufacturing Conference, May 14-16, 1997, Mr. Kitano Keynote Address Toyota Motor Manufacturing, 1997, available at with permission of TMM

22 Taiichi Ohno s Taxonomy of Waste

23 DONE READY READY, DONE, and Daily Scrum are key Velocity

24 Today We Know How to Achieve Hyperproductivity Systematically Scott Downey, Agile Coach We know every team can become hyperproductive J. Sutherland, S. Downey, and B. Granvik, "Shock Therapy: A Bootstrap for a Hyper- Productive Scrum" in Agile 2009, Chicago, S. Downey and J. Sutherland, "Scrum Metrics for Hyperproductive Teams: How They Fly Like Fighter Aircraft," in HICSS-46 Hawaii International Conference on Software Systems, Maui, Hawaii, We know exactly how to go hyperproductive C. Jakobsen and J. Sutherland, "Scrum and CMMI Going from Good to Great: are you ready-ready to be done-done?," in Agile 2009, Chicago, We know how to do it easily J. Sutherland, N. Harrison, J. Riddle, Teams that Finish Early Accelerate Faster: A Pattern Language for HighPerforming Scrum Teams, in IEEE Digital Library, HICCS 47, Big Island, Hawaii, 2014.

25 Core Scrum Exists Within an Environment of Supporting Patterns Hyperproduc/ve Metrics

26 Scrum Starter Kit Patterns that will avoid common pitfalls ScrumPlop.org 1. How do you get hyperproductive? (Teams that Finish Early Accelerate Faster) 2. How do you get off to the right start? (Stable Teams) 3. How do you avoid pulling too much into a sprint? (Yesterday s Weather) 4. How do you get defect free at the end of the sprint? (Daily Clean Code) 5. How do you get stuff done? (Swarming: One-Piece Continuous Flow) 6. How do you deal with interruptions during the sprint? (Illigitimus non Interruptus) 7. How do you deal with emergencies? (Emergency Procedure) 8. How do you ensure continuously improvement? (Scrumming the Scrum) (Happiness metric)

27 Weinberg Project Switching Waste: Failure to Swarm Weinberg, Gerald M. (1992) Quality SoOware Management: Systems Thinking. Dorset House, p Scrum Inc.

28 First Things First at the Enterprise Level Citrix Online

29 The Interrupt Pattern On alert for the unexpected Product Backlog Beginning of sprint Sprint Backlog Kaizen 5 Buffer Now PO Later Low Priority Support Management Sales On Buffer Overflow: ABORT, Replan, Dates Slip 2012 Scrum Inc.

30 Scrumming the Scrum Kai-zen (カイゼン) n. a Japanese business philosophy of continuous improvement of working practices, personal efficiency, etc. Japanese, literally improvement. The New Oxford American Dictionary. Use Scrum as a process improvement. The team must have effective Sprint Retrospectives. The basic Scrum mechanisms are in place, and you want to leverage Scrum to fulfill its vision of kaizen. Only a small minority of Scrum teams achieve the hyper-productive state. Why? Because most teams: fail to identify and remove impediments don t complete their software don t have a ready backlog, fail to self-organize to improve performance Difficult impediments require extreme focus to remove. Working on many impediments at once often leads to a lot of work with little gain and can demoralize the team Scrum Inc.