THE RUGBY METHOD(SCRUM)Abel Juarez

Outline

• What inspired the new method?

• First commercial companies to use

• The 6 Keys to Managing New Process

• Limitations

• SCRUM in Software development

The Old Way• Product development was like a relay race.

Basics Marketing Principles• High Quality• Low Cost• Differentiation

Characteristics• Specialized• Slow• Rigid

The New Process• Team oriented holistic approach.

• Added Speed and Flexibility

to marketing

• Team works together

• Phases could be done

simultaneously

• Hand-picked,

multidisciplinary team

“Team tries to go the distance as a unit, passing the ball back and forth”

Takeuchi and Nonaka

First Companies to use New Method• Hirotaka Takeuchi and Ikujiro Nonaka, described the new

process being used in 1986.• “The New New Product Development Game”

Companies studied (Projects)• Fuji-Xerox (FX-3500-copier)• Honda (City car)• NEC (PC 8000-personal computer)• Canon

• (PC-10-personal copier, AE-1 single lens camera, Auto Boy (Sure Shot) lens shutter camera)

6 Keys to Managing the Process

• Built in instability

• Self-organizing project teams

• Overlapping development phases

• “Multilearning”

• Subtle control

• Organizational transfer of learning

Built in Instability

• Management initiates by giving a broad goal or general

strategic direction.

• Team is given freedom

• Management also gives challenging requirements for the

team to work with

• Example: Fuji-Xerox FX-3500 team, was given 2 years to make a

high-end copier at half the cost of its other high-end

copiers.

Self-organizing Project Teams

• Team starts at a state of “0 information”

• Team operates like a start-up company

• Self-organizing conditions

• Autonomy- Management is hands off

• Self-transcendence- Sets own goals, tries things that have never

been done

• Cross-fertilization- Team members share knowledge with each

other

Overlapping Development Phases

• Team develops a “rhythm”.

• Different team members must synchronize their pace to

meet deadlines

• “At some point, the individual and the whole become

inseparable.”

• Pulse of the team is fastest in the begining and slows

down as the project continues.

• Overlapping helps prevent stops in the process

“Multilearning”

Multilevel learning

• Individual • Example: 3M, encourages

engineers to pursue their “dream”

• Group• Example: Honda team members

sent to Europe

• Corporate• Company wide programs or

movements• Example: Fuji, TQC

Multifunctional learning

• Experts encouraged to get experience in different fields.• Example: Epson mechanical

engineer went back to college to study electrical engineering during project

Subtle Control

• Management still needs to check on team

• 7 ways for Subtle control1. Selecting right people for the project team

2. Create open work environment

3. Encourage members to get customer feedback

4. Establish evaluation and reward systems

5. Managing rhythm throughout

6. Anticipate and tolerate mistakes

7. Encourage suppliers to be self-organized

Transfer Learning• Team members and company use knowledge from project

in other projects in different departments

• Project activities are made standard practice at company.• This can be tough• Companies have to unlearn years of lessons and experience

Limitations• Requires great commitment from company and team

members.

• Overtime

• May not apply to breakthrough products

• May not apply to enormous projects • “It may not apply to organizations where product

development is mastermined by a genius who makes the invention and hands down a well-defined set of specifications for people below to follow”

SCRUM in Software Development• Easlel Corporation, first to use SCRUM method in

software development. 1993.• Dr. Jeff Sutherland, first to refer to the method by the 1 word

Why?• Gantt charts didn’t work

• Software was never finished when scheduled

Process broken into a series of Sprints

Roles• SCRUM Master

• Keeps distractions away from team, makes sure goal are being met

• Product Owner• Represents stakeholders(customers) and business, makes sure

team delivers value

• Development Team• Project team, in charge of producing increments at the end of

sprints

Terminology• Product backlog

• A prioritized list of high-level requirements.

• Sprint backlog• A prioritized list of tasks to be completed during the sprint.

• Increment• “Sum of all the Product Backlog Items completed during a sprint

and all previous sprints”

• Sprint burn down chart• Daily progress for a Sprint over the sprint’s length.

Sprints

Meetings• Sprint planning meeting

• Beginning of each sprint. • Decide what is to be done during sprint• Prepare Product Backlog

• Daily Scrum• Short daily meeting during the sprint, where the team talks about

how things are going• What did you do yesterday?• What will you do today?• What obstacles got in your way?

Meetings• Sprint review meeting

• Review sprint• Present demo to stakeholders

• Sprint retrospective• Review sprint process

• What went well?• What can be done better next time?

Summary

SCRUM Method• Team oriented• Freedom leads to creativity• Allows flexibility• Knowledge is shared