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CSM v 11.03 © Jeff Sutherland 1993-2010
THE ROOTS OF SCRUMHow the Japanese lean experience changed
global software development
With help from Citrix Online, Google, Yahoo, Microsoft, IBM, Oracle, MySpace, Adobe, GE, Siemens, Disney Animation, BellSouth, Alcatel-Lucent, GSI Commerce, Ulticom, Palm, St. Jude Medical, DigiChart, RosettaStone, Healthwise, Sony/Ericsson, Accenture, Trifork, Systematic Software Engineering, Exigen Services, SirsiDynix, Softhouse, Philips, Barclays Global Investors, Constant Contact, Wellogic, Inova Solutions, Medco, Saxo Bank, Xebia, Insight.com, SolutionsIQ, Crisp, Johns Hopkins Applied Physics Laboratory, Unitarian Universalist Association, Motley Fool, Planon, FinnTech, OpenView Venture Partners, Jyske Bank, BEC, Camp Scrum, DotWay AB, Ultimate Software, Scrum Training Institute, AtTask, Intronis, Version One, OpenView Labs, Central Desktop, Open-E, Zmags, eEye, Reality Digital, DST, Booz Allen Hamilton, Scrum Alliance, Fortis, DIPS, Program UtVikling, Sulake, TietoEnator, Gilb.com, WebGuide Partner, Emergn, NSB (Norwegian Railway), Danske Bank, Pegasystems, Wake Forest University, The Economist, iContact, Avaya, Kanban Marketing, accelare, Tam Tam
ACCU, Oxford, UK 14 Apr 2010
1Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Jeff Sutherland, Ph.D.
Chairman, Scrum Training InstituteCEO Scrum, Inc. and Senior Advisor, OpenView Venture Partners
Agile coach for OpenView Venture Partners portfolio companies
Chief engineer for 11 software companies
Created first Scrum at Easel Corp. in 1993. Rolled out Scrum in next 5 companies
Achieved hyperproductive state in all companies. Signatory of Agile Manifesto and founder of Agile Alliance
– http://jeffsutherland.com/scrum
2Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Management Evolution
New England management culture: “The Puritan Gift”
Japanese Lean Culture
HondaToyota
AsianMiracles:China, South Korea, ...
American Business Schools
Global Financial Crash
Scrum
Takeuchi & NonakaEdwards Deming
General MacArthur
West Point
FraudGreed Corruption
Making the World a Better Place
Leadership Honesty Transparency
3Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Roots of Scrum Making the world a better place
– Japanese manufacturing - Edward Deming– Team process – Silicon Valley entrepreneurs– Micro enterprise development – Accion and Grameen Bank
Process innovation and productivity research– Alan Kay and Xerox Parc– Takeuchi and Nonaka - knowledge generation/lean– IBM Surgical Team (Mythical Man Month)– Coplien review of Borland Quattro Project– Complex adaptive systems and iRobot subsumption
architecture
4Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Extrem
e Program
ming
Scrum
DSDMFDD
Lean Crystal
Agile Methods
5Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Techniques or Methodologies Used
Source: Forrester Research December 2008 Global Agile Company Online Survey
6Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Lean Thinking Tools
Tool 1:Eliminate
Waste
Tool 2:Value Stream
Mappig
Tool 3:Feedback
Tool 4:Iterations
Tool 5:Synchronization
Tool 6:Setbased
development
Tool 7:OptionsThinking
Tool 8:Latest
ResponsibleMoment
Tool 9:DecisionMaking
Tool 10:Pull
Tool 11:QueueTheory
Tool 12:Cost of Dealy
Tool 13:Self-
determinatoion
Tool 14:Motivation
Tool 15:Leadership
Tool 16:Expertise
Tool 17:Perceivedintegritet
Tool 18:ConceptualIntegritet
Tool 19:Refactoring
Tool 20:Test
Tool 21:Measures
Tool 22:Contracts
P1Eliminate waste
P5Empower
team
P4Fast
Delivery
P3Responsibledecisions
P2 Amplify Learning
P7See theWhole
P6Buil
integrity in
7Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Systematic’s model for Lean SW development
These are thinking tools – Projects and employees knows best how to transform them
Tools can be divided in three
dimensions
Value
Flow
Pull
Perfection
Engineering
Management
People
P6 Build Integrity in
T19 Refactoring T20 Test
P2 Amplify learning
T5 Synchronization T4 Iterations
P2 Amplify Learning
T3 Feedback T6 Setbased
development
P6 Build Integrity In
T18 Conceptual integrity
T17 Perceived integrity
P1 Eliminate Waste
T1 Eliminate Waste T2 Valuestreams
P4 Fast Delivery
T11 Queuing Theory T12 Cost of Delay
P7 See the whole
T22 Contracts T21 Measures
T10 Pull
P3 Decide in latest Responsible moment
T7 Options thinking T8 Latest responsible
MomentT9 Beslutningstagning
P5 Empower team
T16 Expertise
P5 Empower team
T14 Motivation
P5 Empower team
T15 Leadership
P5 Empower team
T13 Self-determination
8Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Scrum applied to CMMI Level 5 company – 6 month results
10%
20%
a
30%
50%
40%
60%
CMMI 1 CMMI 5
70%
80%
90%
100%
CMMI 5SCRUM
Project effort Rework
Work
Process focusCMMI
SCRUM
50 %
50 %
50 %
10 %
9 %
6 %
25 %
4 %
100 %
69 %
35 %
9Tuesday, April 13, 2010
© Jeff Sutherland 1993-201004/06/10
8
Company Structure
Bureaucracy•Rigid rule enforcement•Extensive written rules and procedures•Hierarchy controlsD
isciplined
Whimsical Autocracy
•Top down control•Minimum rules and procedures•Hierarchy controls
Leadership•Empowered employees•Rules and procedures as enabling tools•Hierarchy supports organizational learning
Organic•Empowered employees•Minimum rules and procedures•Little hierarchy
Coercive EmpoweringAdapted from Liker, JK (2004) The Toyota Way. McGraw Hill.
10Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Scrum is based on 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
J. Sutherland, A. Viktorov, and J. Blount, Adaptive Engineering of Large Software Projects with Distributed/Outsourced Teams, in International Conference on Complex Systems, Boston, MA, USA, 2006.
11Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
iRobot Subsumption ArchitectureSubsumption architecture is an AI concept originating from behavior based robotics. This term was invented by Rodney Brooks and colleagues in the mid to late 1980s.A subsumption architecture is a way of decomposing complicated intelligent behaviour into many "simple" behaviour modules, which are in turn organized into layers. Each layer implements a particular goal of the agent, and higher layers are increasingly more abstract. Each layer's goal subsumes that of the underlying layers, e.g. the decision to move forward by the eat-food layer takes into account the decision of the lowest obstacle-avoidance layer.For example, a robot's lowest layer could be "avoid an object", on top of it would be the layer "wander around", which in turn lies under "explore the world". The top layer in such a case could be "create a map", which is the ultimate goal. Each of these horizontal layers accesses all of the sensor data and generates actions for the actuators — the main caveat is that separate tasks can suppress (or overrule) inputs or inhibit outputs. This way, the lowest layers can work like fast-adapting mechanisms (reflexes), while the higher layers control the main direction to be taken in order to achieve the overall goal. Feedback is given mainly through the environment.
12Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Scrum – value driven not plan drivenEmpower lean teams to deliver more software earlier with higher quality.Demonstrate working features to the customer early and often so the customer can inspect progress and prioritize change.Deliver exactly what the client wants by directly involving the customer in the development process.Provide maximum business value to the customer by responding to changing priorities in real time.
13Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Agile Manifestowww.agilemanifesto.org
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interaction
over Processes and tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
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 left more.
14Tuesday, April 13, 2010
© Jeff Sutherland 1993-2009
Scrum is a Simple Framework
Scrum
Meetings
Sprint Planning
Daily Meeting
Team
Product Owner
ScrumMaster
Burndown Charts
Sprint Backlog
Product Backlog
Sprint Review
Social Objects Roles
15Tuesday, April 13, 2010
CSM v 11.03 © Jeff Sutherland 1993-2010M. Denne and J. Cleland-Huang, Software by Numbers : low-risk, high-return development. Upper Saddle River, N.J.: Prentice Hall PTR, 2004.
16Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Are you doing Scrum? The Nokia Test by Bas Vodde
First, you must be doing iterative developmentIterations must be timeboxed to less than six weeks
Software must be tested and working at the end of an iteration
Iteration must start before specification is completeThen you must meet the Nokia Scrum test
1969 - Earliest published reference to Iterative Incremental development
Robert Glass. Elementary Level Discussion of Compiler/Interpreter Writing. ACM Computing Surveys, Mar 1969
See Larman, Craig and Basili, Vic. Iterative and Incremental Development: A Brief History. IEEE Computer, June 2003 (Vol. 36, No. 6) pp. 47-56
17Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Nokia Scrum Test You know who the product owner is There is a product backlog prioritized by business value The product backlog is has estimates created by the
team The team generates burndown charts and knows their
velocity There are no project managers (or anyone else)
disrupting the work of the team
Kniberg, Henrik. Scrum and XP from the Trenches: How We Do Scrum. Version 2.1, Crisp, 5 Apr 2007.
18Tuesday, April 13, 2010
CSM v10.21 © Jeff Sutherland 1993-2009
Venture Capital Strategy: Follow the money
Invest only in Agile projectsOne hyperproductive company out of 10 might meet investment goals for a venture group
Two or more hyperproductive could alter the marketInvest only in market leading, industry standard processes – Scrum with XP engineering practicesEnsure teams implement basic Scrum practices
Consistently improving scores on the Nokia test
Management held accountable at Board level for removing impediments
Generate hyperproductive Scrum
19Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Toyota Motor Manufacturing North America Mission
1. As an American company, contribute to the economic growth of the community and the United States.
2. As an independent company, contribute to the stability and well-being of team members.
3. As a Toyota group company, contribute to the overall growth of Toyota by adding value to our customers.
20Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Scrum Mission Statement
Build communities of stakeholders (customers, companies, development teams) that increase the economic well-being of all concerned.Enhance development team work environments by empowering people to work together in more creative, innovative, and productive ways.Deliver the highest possible customer value in the shortest possible time to improve the customers work experience. Make systems easier to use, more helpful to the user, and more fun to experience.
Yahoo Chief Product Owner – “Scrum is faster, better, cooler! It’s the way we first built software at Yahoo, yet is scalable to large, distributed, and outsourced teams.”
21Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Scrum Community of Practice
!"#$%&'($)$%*'
!"#$%&'+#",&-.'
(/%&%"'
0#"1)"&'
2-3/)4'
5%3.)"4'
6)")&)'
7"&#)'
8%".)39'
2%$:%31)"&*'
;3)<#1'
=>*$3)1#)'
6:#")'
03)"?%'
Certified ScrumMasters
Computerworld estimates that over 2/3 of Internet projects in the U.S. use Agile methods, about 167,000 projects. (Sliwa, 2002)
22Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Theory: Scrum Origins
Project Management Styles
Type A – Isolated cycles of work
Type B – Overlapping work
Type C – All at onceThe overlapping of phases does away with traditional notions about division of labor. Takeuchi and Nonaka (1986)
NASA Waterfall
Fuji-Xerox Scrum
Honda Scrum
Requirements Analysis Design Implementation Testing
23Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Rugby Scrum
24Tuesday, April 13, 2010
CSM v 11.03 © Jeff Sutherland 1993-2010
Good Scrum
All Black Video
25Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Toyota synthesis of constraints
Historical assumption is that high quality, product variety, and low cost cannot be achieved simultaneously.
Toyota production system is based on totally different way of thinking.
Through knowledge creation by synthesis of contradictions, Toyota pushes the envelope.
High quality, high variety, and low cost all at once.
26Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Prioritize and reprioritize Product Backlog to deliver business value
Time
Features
Contract
CustomerNeed
27Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Scrum cuts through cost, time, functionality barriers
• Agile process – adapt and inspect
• Iterative, incremental – close to customer
• Used to manage complex projects since 1990;
• Delivers business functionality every 30 days;
• Extremely simple but very hard
28Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
We simultaneously want FASTER:Putnam Process Productivity Index
N = 1.27*(N-1) 33 is 2098 times 1 Myers, W., Why Software
Developers Refuse to Improve. Computer, 1998. 31(4) 110-112
Industry Average
IDXSystematic Primavera
Easel product
Easel developmentXebiaSirsiDynix
Borland Quattro
29Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
And BETTER
Productivity – product backlog requirements completed per 100,000 investment
Source: Primavera
Months since Type B Scrum implemented
3 12 24
Productivity 4.5 9.0 12.2
Quality 100+ 100 5
30Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
And MORE for LESS1. Welcome changing requirements, even late in development.2. Deliver working software frequently. 3. Business people and developers work together daily.
Scrum is ITERATIVE, customer can CHANGE requirements, and solution EMERGES through self-organization
Scaling Planning Developing Deploying
31Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Old Organization New OrganizationCentralized DistributedUnified perspective Diversified perspectiveOriginal meaning Emergent meaningAnalytical CreativeAnalysis to action Learning by doingRational RedundantCertain UncertainStrategy concept Local actionAuthoritative ParticipativeHierarchical Flat
Cultural Change – Japanese style
32Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Breaking down command and control
Intended strategy is developed centrally. Emergent strategy self-organizes through local actions.– Distributed cognition and actions
Scrum team must be allowed to self-organize– Autonomous– Transcendent– Cross-fertilization
Team chooses own work– Individuals manage their own work– Management gets out of the way
33Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Distributed Organization - Google Way
When Rosing started at Google in 2001, "we had management in engineering. And the structure was tending to tell people, No, you can't do that." So Google got rid of the managers. Now most engineers work in teams of three, with project leadership rotating among team members. If something isn't right, even if it's in a product that has already gone public, teams fix it without asking anyone. Agile Principle #5, 9, 12
"For a while," Rosing says, "I had 160 direct reports. No managers. It worked because the teams knew what they had to do. That set a cultural bit in people's heads: You are the boss. Don't wait to take the hill. Don't wait to be managed." Agile Principle #1, 3
And if you fail, fine. On to the next idea. "There's faith here in the ability of smart, well-motivated people to do the right thing," Rosing says. "Anything that gets in the way of that is evil. Agile Principle #5, 12
34Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Google and Scrum
“With the help of an experienced agile leader (Scrum Master, XP coach…) it was possible to carefully introduce agile practices into Google - an environment that does not have an affinity to processes in general. “Along with these practices came a visibility into the development status that gave the approach great management support. “All this could be done without destroying the great bottom-up culture that Google prides itself of.”
Mark Striebeck Google AdWords Project Leader and ScrumMaster
35Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Powered by Scrum
AdWords is the “KaChing” machine at Google. It makes most of the money (2.5B Q3/06) that gives Google its market cap of $147B just behind Chevron and ahead of Intel. Arguably, the most profitable software application in the history of computing is powered by Scrum.
36Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Diversified perspective
Cross-functional teams Scrum team has product knowledge, business
analysts, user interface design, software engineers, QA
Advanced Scrum pulls in all stakeholders – management, customers, installation, and support.
37Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Toyota Prius – emergent strategy Revolution in product, technologies, and
process– Does not fit any product line. Designed for new
perspective. Uses many technologies
– Engine, motor, battery, braking combine into hybrid system
Developed in record time– 15 months instead of four years
Overlapping phases– Research, development, design, production
Leaders built, utilized, and energized “ba”
38Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
The concept of ba
Dynamic interaction of individuals and organization creates a synthesis in the form of a self-organizing team.
It provides a shared context in which individuals can interact with each other.
Team members create new points of view and resolve contradictions through dialogue.
Ba is shared context in motion where knowledge as a stream of meaning emerges.
Emergent knowledge codified into working software self-organizes into a product.
39Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Prius project team managed “Ba”
Leaders can “find” and utilize spontaneously formed ba
Leaders can build ba by providing space for interactions– Physical space such as meeting rooms– Cyberspace such as computer network– Mental space such as common goals
Fostering love, care, trust, and commitment forms the foundation of knowledge creation (self-organization)
Scrum is based on TRUTH, TRANSPARENCY,
40Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Energy of ba is given by its self-organizing nature Ba needs to be “energized” with its own
intention, direction, interest, or mission to be effective.
Leaders provide autonomy, creative chaos, redundancy, requisite variety, love, care, trust and commitment.
Prius creative chaos was generated by demanding goals. Uchiyamada demanded that his team question every norm on new car development.
Top management put Prius project team under great time pressure which caused extreme use of simultaneous engineering
Equal access to information at all levels was critical
ScrumMaster and management must “energize” ba through facilitating colocation, dynamic interaction, face to face communication, transparency, and
41Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Local action forces self-organization
Individual self-organizes work Team self-organizes around goals Architecture self-organizes around working
code Product emerges through iterative adaptation Requires participative approach as opposed to
authoritative approach Flat organizational structure
42Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
First Scrum – Easel 1993
Abandoned GANTT charts Abandoned job titles Created ScrumMaster Created Product Owner Daily meetings to foster self-organization Shielded team from interference during Sprint Sprint planning, Sprint review, demo,
retrospective Agnostic about engineering practices Used all XP engineering practices
43Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Scrum Influence on eXtreme Programming
From: Kent Beck To: Jeff Sutherland <jsutherland>Reply: [email protected]: Mon, 15 May 1995 18:01:15 -0400 (EDT)Subj: HBR paper______________________________________________
_______ Is there a good place to get reprints of the SCRUM paper
from HBR? I've written patterns for something very similar and I want to make sure I steal as many ideas as possible.
Kent
44Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Scrum and XP
The first hyperproductive Scrum used all the XP engineering practices.The highest performance large project ever documented uses Scrum and XP together.You cannot get a Scrum with extreme velocity without XP.You cannot scale XP without Scrum.Example: SirsiDynix project
45Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Distributed/Outsourcing Styles
Isolated Scrums
Distributed Scrum of Scrums
Totally Integrated Scrums
46Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Outsourcing
Outsource $2M development Outsourcing costs - $1.6M
– Industry data show 20% cost savings on average Introduce Scrum locally
– 240% improvement Local Scrum costs – $0.83M Outsourcing is appropriate only when:
– You need expertise that is unavailable locally– You want to expand and contract development
staff without layoffs– You can linearly scale productivity with Agile
teams
47Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
SirsiDynix Distributed Scrum
Over a million lines of Java code
48Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
SirsiDynix Distributed Scrum
56 developers distributed across sites
SMDevDevDev
T LdDevDevDev
Catalogue Serials Circulation Search Reporting
StarSoftSt. Petersburg, Russia
SirsiDynixProvo, UtahDenver, COWaterloo, Canada
PO PO PO
49Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
SirsiDynix Distributed Scrum
Scrum daily meetings
7:45am Provo, Utah
St. Petersburg, Russia 17:45pm
Local Team Meeting
Scrum Team Meeting
50Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
SirsiDynix Distributed Scrum Common tools
51Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
SirsiDynix Distributed Scrum Uncommon performance
SCRUMSmall team
Waterfall SirsiDynixLarge team
PersonMonths
54 540 827
Lines of Java
51,000 58000 671,688
Function Points
959 900 12673
FP per dev/month
17.8 2.0 15.3
52Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Linear Scalability of Large Scrum Projects
Project Size
Velocity Waterfall
Scrum Teams
•J. Sutherland, A. Viktorov, J. Blount, and N. Puntikov, "Distributed Scrum: Agile Project Management with Outsourced Development Teams," in HICSS'40, Hawaii International Conference on Software Systems, Big Island, Hawaii, 2007.•J. Sutherland, C. Jacobson, and K. Johnson, "Scrum and CMMI Level 5: A Magic Potion for Code Warriors!," in Agile 2007, Washington, D.C., 2007.
53Tuesday, April 13, 2010
© Jeff Sutherland 1993-2008
Xebia OneTeam
Since 2006, Xebia (Netherlands) started localized projects with half Dutch and half Indian team members.
After establishing localized hyperproductivity, they move the Indian members of the team to India and show increasing velocity with fully distributed teams.
After running XP engineering practices inside many distributed Scrum projects, Xebia has systematically productized a model similar to the SirsiDynix model for high performance, distributed, offshore teams with linear scalability and outstanding quality.
54Tuesday, April 13, 2010
© Jeff Sutherland 1993-2008
Dutch Velocity vs. Russian Velocity
1. M. Cohn, User Stories Applied for Agile Development. Addison-Wesley, 20042. J. Sutherland, A. Viktorov, J. Blount, and N. Puntikov, "Distributed Scrum: Agile Project Management with Outsourced Development Teams," in
HICSS'40, Hawaii International Conference on Software Systems, Big Island, Hawaii,3. J. Sutherland, G. Schoonheim, E. Rustenburg, M. Rijk. Fully Distributed Scrum: The Secret Sauce for Hyperproductive Outsourced Development
Teams. Agile 2008, Toronto, Aug 4-8 (submission, preliminary data)
SirsiDynix[2] Xebia[3]
Person Months 827 125
Lines of Java 671,688 100,000
Function Points 12673 1887
Function Points per Dev/Mon
15.3 15.1
55Tuesday, April 13, 2010
© Jeff Sutherland 1993-2008
Xebia Fully Distributed Scrum
56Tuesday, April 13, 2010
© Jeff Sutherland 1993-2009
Agile 2009TBD.com San Francisco - Xebia India
Quadrupled new user acquisition rate Quadrupled web site page views
!
57Tuesday, April 13, 2010
Page
$Rev
isio
n:
$
The Systematic Scrum model
Value Velocity
READY
DONE
SPRINT
IMPEDIMENTS
Verify sprint delivery
Automated testContinuous IntegrationRemove impediments
DailyScrum
StoryCHK
FeatureCHK
Disciplines:
Clarify features
ReleasePlanning
Establish project environ-ment and initial PBL
58Tuesday, April 13, 2010
© Jeff Sutherland 1993-2010
Questions?
59Tuesday, April 13, 2010