Let's talk about scrum

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    13-Jan-2015

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Meeting Minutes of Senior Management concerns about Scrum is a Global Distributed Organization

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  • 1. Wlets talk about ScrumPierre Neis1

2. Wquestionsfrommanagement2 3. Whow to set up scrummethodology in a company?-Mireille3 4. WIn an ideal world, we will start the implementation of Scrum on a project that couldanswer all the usual questions a project asks to meet the business organization: todeliver in a timely manner, delivering quality , have customers happy with the result, notto generate unmanageable risks to the organization, to advance the maturity ofemployees.Once the first Scrum has fulfilled its purpose or that the delivered solution is complex orthat the product grows, the first Scrum team is split and several sub Scrum teams areformed. Based on the experience gained from the first Scrum, the "developers" arecalled upon to engage in one of the two roles of Scrum Master or Product Owner. TheScrum Master and Product Owner of the first project can grow in maturity byaddressing a new approach to Scrum at the program management: coordination ofscrums, alingment, scrum-of-scrums, portfolio management.One consequence of this is that the Scrum Master and Product Owner's of thebeginning will have all the necessary knowledge about the life cycle of the product.4 5. Wwhich profiles are the moreadapted to this methodology?-Mireille5 6. WScrum requires 3 types of profiles: Scrum Master, Product Owner and Developers.Developers are people having the necessary skills to enable the development of theproduct.Scrum Masters are facilitators. That means people having a sense of facilitation,coordination, team building, coaching, keen to drive change. In a perfect agile world, I would choose HR people.Product Owners are Product Managers driving the product or the feature tofacilitate fast delivery of potentially shippable product increments. They are responsibleof the ROI and Time-to-market. If I were free to choose, nowadays I would choosesomebody with UX (user experience) knowledge.Both Scrum Masters and Product Owners do not have technical skills. This is up toDevelopment Team with the support of external Technical Leads or Architect if needed.6 7. Wsharing of experiences whichwent well and wrong - rootcauses?-Mireille7 8. W: sharing of experiences which went well and wrong Changing paradigms! Misunderstanding of Scrumbasics! Scrum Master playing ProjectManager! Product Owner pushing theDevelopment team8 Management disrupting thesprints! Lack of transparency! Wrong contracts! Follow the plan mindset! Expertise 9. W: Changing paradigmsRigid silo organization vsOrganization as a system.Scrum as an agile model doesimpact the traditional organizationstructure.Silo keepers (i.e. Managers) areloosing power against a Product/Project driven approach.9expectedparadigmrealparadigm 10. W: Misunderstanding of Scrum basics Like before, people want to test the cool side of agility without takingthe discipline into account. Defining Scrum as a frameworkgives people the feeling of doing itwith only small pieces of it: ex. callingthe Project Manager Scrum Masterdoesnt mean that you are doingScrum. Scrum is an empirical process.1012345PotentiallyShippableIncrementProduct BacklogSprint BacklogBacklog TasksSprintDaily ScrumW 11. W: Scrum Master playing Project ManagerKeeping the old odd behavior andrebranding it into Scrum doesntmean you are doing it.Having a Scrum Master pushing thedevelopers or dictating thesequence of work is a hugemisunderstanding of the principlesof sel management and pull system.11 12. W: Product Owner pushing the Development team Same like before. The Product Owner pushing thework to deliver in the order that(s)he has defined in his/her plan. Its almost a team decision.12 13. W: Management disrupting the sprints Some managers acceptingpainfully the decision of adoptingScrum dislike to share theirresources or at least losing them forthe project.13 14. W: Lack of transparency Transparency is scary. Show that all is well isone thing, to show that everything is going wrongis another. When your customer is internal painwill be less strong if the customer is external. Transparency is at the heart of Scrum. Ifsomething is hidden, it means it either does notexist or that the information about it was handled(non-compliance with rules and procedures,breach of contract, etc ...), or that theunconsciously we forgot to share this information. In the extreme, if you audit an agile project,transparency is the first thing you are going tomeasure. Identify areas disorders, opaque, priority risksare there.14 15. W: Wrong contracts Contracts in scrum are an endless talk. There are so many nuances that no one finds thepath. If you keep in mind that the contract should be used to deliver better, faster withmotivated people you already have the basics. Statement-of-work (SOW) with "change request" is anti-agile. The changes are part of thescrum approach. The "change requests" allows sellers to recover some of the marginthey lost during the dumping of the SOW. Here, both sides lose. The customer will not besatisfied as a person, to see much of the team, ensure "change requests" detection forover-charging. And, ultimately, the provider will be out of his pocket because, as itsresources were not dedicated to the project but of tracking "change", the project isbehind schedule and penalties in order. This is a LOOSE / LOOSE position. The SOW contracts with Sprint bonus: eg. if you deliver 100pts you have 100% of thepremium. This works for the Sprint one, but once you start the Sprint 2, the integration of1 in 2 reduces the expected results. The big trend now is to sell Scrum contracts that the client understands and valid assuch. However, these contracts are linked with a large chunk of offshoring (80%) wherethe client does not control anything.15 16. W: Follow the plan mindset The plan is an indication of the road ahead. If the plan becomes an obligation,we are on a chaotic project management. Cognitive science tell us that toensure a predictable proper delivery, the plan should be simple and free ofcomplexity.! Taking the example of the holidays. Planning your route and you think that youwill arrive in 6 hours for example. This hypothesis is based on the fact that youare alone on the road. You can add a variability of 20% which is acceptable toyou. You take the road and after a few kilometers, there is an accident thatslowed traffic. You begin your buffer. And so on until that arrive late, exhausted.! An alternative is to use a navigation system. Indications recalculate your timeof arrival and offer options to optimize your time. This solution is similar toScrum. Indeed, we know the start time, we know the direction and the systemgives us the options to optimize our route.! We call this planning and not blindly follow the plan.16 17. W: Expertise Expertise is it really a benefit to the project?! Companies hire experts because they are afraid or lost.! Experts can help to unblock the situation promptly.! If, as I could see it a few time ago, the team consists of experts, they do notcommunicate with each other but focus in their area of expertise. The principle of self-managementin scrum teams and group dynamics of the development team requiresbreaking silos (expertise) to search for collective investment in the delivery of the project.! Since 2012, the Scrum Guide states that members of the development team are calleddevelopers as well as they are not developers. What for? For example, if a test is neededto ensure the goal of sprint and our architect is available, it will help to advance the testteam and especially not stay in his area to consume valuable time dedicated to sprint.! An expert is considered a "floater" it comes on time and never permanently.! That is why the scrum teams are considered cross-functional.17 18. WHow is a sprint scopedefined?-Allen18 19. W: Sprint scope means Sprint BacklogThe Sprint Backlog is a chunk of the Product Backlog ready tobe developed by the Development team during the Sprint timebox.The Process: at Sprint Planning, the Product Owner propose a subset ofthe Product Backlog based on following criteria: Identifies a Sprint Goal Product Owner decompose high priority Product backlogitems to an appropriate level of granularity (s)he defines Done in collaboration with the Team Number & granularity depends on velocity and Sprintlength The smaller the requirements and the more similar theirsize is, the higher the velocity tends to be19 20. WSprint Planning - Summary20Objective:Realistic GoalsCommitmentSelf organization Attendees:! The Scrum TeamInput:!High priority P/B inputs!Add-ons!Process:!Goals and TasksActivities and Commitments 21. WWhat happens to droppedscope items?-Allen21 22. : what happens to dropped scope items The principle we use in Scrum is theburndown of the backlog which allowsdiscussion among project stakeholdersduring the reviews. The dropped scope items can take two directions: they are out of the sprint backlog and return tothe product backlog for future development inthe same or in a future Release they simply disappear because they do notbring any value to product development.! Management of these items is underProduct Owners responsibility.22Wnext release next releasevelocityideal burndownSprintReviewSprintReviewSprintReviewSprintReviewSprintReviewSprintReview 23. WHow is the final productassembled from all thepieces?-Allen23 24. W The purpose of Scrum is to deliver potentially shippable productincrement. This means that all the pieces of the product should beassembled at the end of the Sprint. Sometimes this is more complicated because of several features orlines, but still keep in mind that everything should be assembled atthe end of the sprint. If not, you need to improve the productdevelopment lifecycle and prioritize the product backlog accordingemerging dependencies.24 25. WDifferences between a scrummaster and a projectmanager?- Allen25 26. W If you understand Scrum, you can discover that the central role of Project Manager doesn't exist anymore.This role is fully distributed within the Scrum Team (Product Owner, Scrum Master and Development Team). Project Management Institute describes that a project is based on two parts: the product and the process. In Scrum, we have a role for both parts. The Product Owner is managing the Product Development andtrack the time-to-market and ROI of the Development. The Scrum Master, who works in pair with theProduct Owner, is responsible for the Process (Scrum) and manages Capacity and Risk. The Development team is in charge with engineering and quality. We discover that Scrum enabled project management maturity because all skills are distributed within theScrum team. One point of attention: in Scrum, the team is fully dedicated to the project. This means if a team memberhas to jump in another project during the sprint and jump back later this is counter productive. So here,capacity management doesn't mean allocation of resource cross-over the project backlog, but measuringmember availability.26 27. WBest ways to test in an agileenvironment?-Allen27 28. W Take a look of your development if you are testing after the development. Whathappens? Tester are losing a lot of time and developers should stay available to fixdefects. In other words, the development hasn't really stopped at the due date. The challenge in agile development is to make development and testing in parallel. How to test in agile depends of your development strategy and of the size of your team. For a small team. testing will be integrated as a part of the development process fromUnit test to integration. For larger programs, perhaps you need to have an integration team working in parallelwith other developments teams. This team integrates the increments of each team andtest it. One strategy is that this team starts one sprint after development sprints so that,in the case of refactoring, the development teams do not loose the knowledge of thepast sprint to fix the debt.28 29. WHow to combine waterfall andscrum?-Allen29 30. W Scrum and waterfall sounds a bit like mixing oil and water. It's almost apoint of strategy. If you have a large program where managers, steering committee,sponsoring have no agile background, you can keep a sound of waterfall tonot over-stress them. At this level, you can fix a project charter, agovernance, a roadmap and quality gates. If you take a look at a sprint, you will find sequencing waterfall likeapproaches. This not against scrum if it's team decision. The real problem is not waterfall but the "cost of delay" in waterfall i.e. ifwaterfall supports the empirical approach and the agile culture, then youcan use it.30 31. WKey controls of stages, giventhat stages are a little morefuzzy now?- Allen31 32. WRegarding key controls of stages we try to keep it simple and visible in Scrum.At Sprint stage, I expect to see the Product Burndown, which visualize the amount of the work left until we reach our release the Velocity, which are the done items within the sprint. That helps the Product Owner to forecastwhen we were done in the Release or what features will be done in the fixed Release the Impediment Backlog is a great tool highlighting impediments and emerging risks. Thisbacklog improves the capacity of the team and foster management to take actions if theimpediments are wider than the team.Additional actionable controls are interesting for large program where we use Cost-Performance-Index and Schedule-Performance-Index from early EVM.Adding KPIs is adding discussions. We are looking for metrics helping to take decisions.32 33. WWith Scrum, do we reach ourcurrent objectives and how dowe measure them ?-Arnaud33 34. WWith Scrum we reach mostly our current objectives when these objectives are clearsince the beginning. If the vision, scope and the Definition-of-Done of the projecthaven't been clearly defined (at high level) and management is expecting that theiranswers will emerging from team work, then we will make a lucky guess that we reachsomething unknown.In other hand, like I described before, you start a Scrum with an initial Backlog thatshould burn down. That's a first indicator.At the end of the Sprint, we have the Sprint Review which is not only a demo but morethe inspect-and-adapt of the stakeholders. Here during the meeting, the Product Ownerwill accept done items and reject un-done.To ensure that all objectives are met, we use "Definition-of-Done" and "Definition-of-Ready" according the necessary different levels of Done needed. That's the job of theProduct Owner, on a daily basis.34 35. WWhat could be a ContinuousImprovement initiative withScrum ?- Arnaud35 36. W Continuous improvement is the core of Scrum that why we call Scrum anempirical development process. At the end of each Sprint, the Scrum Team has a Retrospective where themembers are reflecting on the lessons learned and how they can improve theirwork. The outcome of this meeting will be performed in the...