The Past, Present, and Future of Scrum

AT1 Agile Implementation 11/17/2016 10:00:00 AM

The Past, Present, and Future of Scrum

Presented by:

Dave West

Scrum.org

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Dave West Scrum.org

Dave West is the product owner at Scrum.org. Previously, as chief product officer at Tasktop responsible for product management, engineering, and architecture, Dave was instrumental in growing Tasktop from a services business into a VC-backed product business with a team of almost 100. He led the development of the Rational Unified Process (RUP) for IBM/Rational and then worked with Ivar Jacobson running its North American business. Dave managed the software delivery practice at Forrester research as VP and research director. He is a frequent speaker and author of articles, reports, and his book, Head First Object-Oriented Analysis and Design.

© 1993-2016 Scrum.org, All Rights Reserved

by Scrum.org – Improving the Profession of Software Development

Past, Present & Future

DaveWestCEO/[email protected]@Davidjwest


Who am I and what are we going to talk about

Agenda1. The Past2. The Current3. The Future

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Dave WestProduct Owner / CEO [email protected]@DavidJWest

© 1993-2016 Scrum.org, All Rights Reserved3

Our Genesis…

Experimentation

TheNewNew ProductDevelopmentGame

ManifestoforAgileSoftwareDevelopment Founded2001

Founded2004Founded2009


Improving the profession of software development


1,146,000+ AssessmentsTaken

10,000+ ProfessionalScrumProductOwners

3,000+ ProfessionalScrumDevelopers

70,000+ ProfessionalScrumMasters

The Home of Scrum

90% AgileTeamsUseScrum

167 ProfessionalScrumTrainers

Over59,000Taught

Americas,Europe,Africa,Oceania&Asia


Because of You – Scrum has Reached the Age of 21

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> 12M DoingScrumeveryday

100+ BookswithScruminthetitle

Over500,000trainedonScrum

ScrumGuideisfreetousebyanyone

Scrum forms the basis of the majority of Agile approaches


The PastThe Rise of Agility and Scrum

Life can only be understood backwards, but it must be lived forwards.

Soren Kierkegaard

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Let me take you back 21 years…

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The Software Crisis…In the 80’s

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The non linear nature of software development was driving teams mad !

By Source, Fair use, https://en.wikipedia.org/w/index.php?curid=1403039


The drive to a different way of working..

• Built in instability – clear goal but nothing else – no detailed project plan

• Self organizing teams –Autonomy, pushing the limits, cross functional

• Overlapping development phases – iterations

• Multi-learning – Learn by doing• Subtle control – Minor process

controls• Organizational transfer of learning


Empirical Process Control

Def

ined

Pro

cess

Co

ntro

l


Which approach makes more sense for software ?

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Activity ….

Activity 1

Activity 2

Problem IN Out IN SolutionOut

Problem ExperimentIN

Solution

Role A Role B Role X

Team

Repeat


Scientific Method

• Ask a question• Research it• Construct a hypothesis• Test your hypothesis by doing an

experiment• Learn from your results• Iterate until happy

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• Got a problem to solve• Do some requirements analysis

and design• Decide on a solution• Build some software• Deploy and measure your success• Iterate until happy

Traditional Applied to Software

And don’t waste your time doing big chunks of work!


What should you maximize for ?

© 1993-2016 Scrum.org, All Rights ReservedOct 1995


Scrum Framework


• Learning = business value• Speed is vital for learning • Failure is a key part to learning• Team must be empowered to learn• Business must be part of the solution• Team must have all the skills to deliver the experimentAnd…• Impossible to prescribe a prescriptive process• Inspection and adaption through transparency is key

Implications of doing Scrum


The PresentWhat is really happening with Scrum and Agile ?

Nowadays people know the price of everything and the value of nothing.

Oscar Wilde

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Software is increasingly the most important organizational commodity

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Agile adoption is growing too

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Agile is the new normal for building software

And Scrum is the standard approach to Agile


And the results are promising..

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But when Agile fails…


The Reality of Scrum Is…

Water Scrum Fall


Enterprise Agility is Disappointing

The need for large scale organizational Agility through Scrum product development is largely unfilled.

Scrum Adoption approaches:1. Subsume Scrum within the traditional organization2. Paste an Agile approach on top of the current

organization, intermingling cultures.3. Gradually and incrementally change traditional

culture into an Agile organization.

Exceptions are organizations that have done this the hard way, through

continuous improvement on their

own.

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What we have learnt from the Assessments

• Scrum Masters is 10 times more popular than the other assessments» Everyone wants to be a master

• Mechanics of Scrum are becoming universal but many have forgotten the reason why we do it» Inspection and adaption» The values are forgotten

• Self directed, managed teams still seems beyond most people» Want to be a specialist doing a job they

are told to do

• Product ownership is a universal problem » Seems to be an IT role» Not focused on value, but instead

requirements

• Scrum Master does not seem to be empowered to drive change or even support it» Limited support by executives » Can not make things happen

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Issues we hear from our community

At the Macro Level• Business is does not care about

Agility• Legacy software gets in the way of

our Agility• Cost is more important than value• Outsourcing and other

organizational models stop us• Rewards are based on following a

process• Risk is to avoided at all costs

At the Micro Level• I can’t get access to the tools needed

to deliver in an Agile way• I have to create documents for

compliance• The customer expects a detailed

plan• The customer does not want

software frequently• We don’t have a PO, SM or the right

people to deliver software

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The FutureBuilding on today and driving the future

Act the way you’d like to be and soon you’ll be the way you’d like to act

Bob Dylan

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What the community is focused on

• Better measures to drive better understanding and improvement

• A focus on values and professionalism• Scaling Scrum for multiple teams• Putting in place an Agile product delivery organization

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How can we separate the

valuable from the wasteful?

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Direct Evidence


Measure Outcomes. Measure Direct Evidence.

Release frequencyRelease Stabilization

Cycle Time

Installed Version IndexUsage Index

Innovation RateDefect Density

Revenue per EmployeeProduct Cost Ratio

Employee SatisfactionCustomer Satisfaction


Released 7th of July: Values Added…Professional Scrum is MORE than knowledge

• COMMITMENTdedicated to delivering working software

• FOCUSon what is the most important

• OPENNESSfrequently inspecting through delivering

• RESPECTcross-functioning, self-organizing team

• COURAGEwe admit we do not know everything

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“Scrum Values” Illustration© 1993-2016 Scrum.org All Rights Reserved


One Scrum Team doing work


Scrum Framework


Nine Scrum Teams doing work


Nexus™


Scrum is a Key Part of ANY Scaling Strategy

• Building on the success of Scrum at the team level

• Adopting methodologies such as SAFe, LeSS


Time for a new approach to

enterprise Agility


Time is right for Scrum Studio


Traditional Software Development Organization

• Traditional hierarchical structure based on:» evolved best practices» functional structure

• PMO based project initiation, funding, planning and management

Agile Software Development

• Networked structure of products, unique services, and services shared with traditional organization.

• Value based management

• Rapid delivery of increments of functionality

• Modern software practices and tools

• Scrum based

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Scrum and Agility Crippled By Shared Culture


CompletelySeparatefromExistingITorganizations

Scrum Studio1. AgileCulture2. Product-oriented3. PlanningthroughOperations4. Allservicesandadministrationprovided5. Onboardingqualifiedproducts6. Valuebasedmeasurementandmanagement7. Persistentteamandtribalculture8. Consistent,practicedrivendevelopment9. Modern,proventoolsetsandinfrastructure10. Professionalsoftware


Improving the profession of software DELIVERY

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Closing

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“Success in management requires learning as fast as the world is changing.”

-Warren Bennis


Thank You

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