Capgemini the state of scrum Sep-2011

Scrum for Capgemini People
Making Futures Integrate
Gunther Verheyen
September 2011

Introduction

 Goal of the presentation = the future state of Scrum
• The current state
• Some challenges

| Capgemini Application Services, Agile / Scrum
Scrum for Capgemini People, Gunther Verheyen, 2011
© 2011 Capgemini. All rights reserved. 2

CONTENT

1. Look, an Agile Gorilla
2. Giving IT back to Business
3. Eternally Agile
4. A Bright Future



 Challenges?
• Implement Scrum



 Agile methods rule
• Incremental management of Risk, Quality and Budget
• Deliver quality, deliver fast

Source: Forrester/Dr. Dobb‟s Research Q3 2009

http://www.capgemini.com/technology-blog/2011/09/the-customer-oriented-enterprise-1-scrum-in-the-land-of-extremistan/


 Scrum is the Agile market leader

Source: VersionOne “State of Agile Development” Survey 2010

http://ullizee.wordpress.com/2010/09/24/is-that-a-gorilla-i-see-over-there/


 Characteristics of the game
• A low prescriptive framework for
incremental software development
• Continuous improvement via
empirical process control
o Transparency
o Inspect
o Adapt
• No technological constraints
• No phases, just Sprints
• Respect the rules



 The heart of Scrum: a Sprint 1-4 weeks



 The scalability of Scrum
• Standard Scrum
• Multiple Scrum Teams
• Hyper Productivity



 Even Gartner says on Agile:
• “Requirements change, unexpected requirements appear, priorities shift and
development practices must enable quick, accurate adaptation to these
changes”
• “agile approaches have, in many ways, closer control (daily control) of
development”
• “traditional formalism (e.g. big documents) have provided a level of comfort, but
have not resulted in improved execution”
• “comfort (comes) from real information and from real data, not just from a big,
static document”
• “providing the benefits of fast, accurate delivery of priority application
requirements”
• “on-site customer is a key success factor”



 Challenges?
• Use Scrum as a tool for Business Agility

http://www.capgemini.com/technology-blog/2011/06/paving-path-scrum-adoption-product-people/


 Working with real Product People
• The rise of the Agile Product Manager, a mini CEO over a Product
• There is more to Product Management than… Scrum

Source: Forrester Q4 2010 Source: The Product Manager‟s Desk Reference, Steven Haines



• A Scrum Product Owner
o The single wringable neck
o Incrementally managing the Product Backlog
o Representing all stakeholders to the Team
o Deciding on releasing upon realized Value
o Managing the budget, not the estimates

Source: Ken Schwaber (“Professional Scrum” program) Source: The Product Manager‟s Desk Reference, Steven Haines


Source: VersionOne “State of Agile Development” Survey 2010


3. Eternally Agile

 Challenges?
• Anchor Scrum in the organization
• Move from predictive to empirical management

http://www.capgemini.com/technology-blog/2011/06/paving-the-path-of-scrum-adoption-1-going-upstream/

3. Eternally Agile

1. Feature Teams
• Building end-to-end Quality
• Removing idle time (hand-overs, sign-off’s, over-detailing, over-designing)


3. Eternally Agile

2. The customer-oriented enterprise
• Decoupling software development process from internal structures

http://www.capgemini.com/technology-blog/2011/09/customeroriented-enterprise-3-scrum-customeroriented-enterprise/

3. Eternally Agile

3. Continuous delivery
• Frequent functional releases
• Remove wasteful activities
• Deliver often and quickly
• Create on-demand support
• Empower Product Owners

Source: Ken Schwaber (“Professional Scrum” program)


3. Eternally Agile

4. Organizational shift Respecting Scrum
• The emergence of Empirical Management
o Set objectives, not tasks
o Invest in Value, not in free capacity
• Agile Product Management
• A PMO works as/with Scrum Masters for corporate controls
and metrics for the incremental process
• Technical support departments migrate to coaching roles
o Architects, DBA, System engineering, Release, Infra
o Migrate to facilitating/coaching roles
o Temporary “Component Teams”


4. A Bright Future

 Capgemini has great trainings
• Scrum Kickstart (1d) A unique fast-track detailed explanation of Scrum „as is‟
• Scrum for Product People (1d) How to use Scrum to increase Business Agility
• Scrum for Managers (01d) The transition to Scrum and its organizational impact

 Capgemini aligns with Scrum.org
• Professional Scrum Program overview http://www.scrum.org/programoverview/
o PSF, PSM, PSPO, PSD (.Net / Java)
o Open assessment (no certification) http://www.scrum.org/scrumopen/
• Professional Scrum Master http://www.scrum.org/scrummaster/
• Professional Scrum Product Owner http://www.scrum.org/scrum-product-owner/
• Professional Scrum Developer http://www.scrum.org/professionalscrumdeveloper/


4. A Bright Future

 Agile/Scrum Transformation Playbook
• An incremental change process Scrum qua Scrum

http://www.capgemini.com/technology-blog/2011/09/customeroriented-enterprise-2-scrum-land-middle-management/

Author

Gunther Verheyen (gunther.verheyen@capgemini.com)
• eXtreme Programming and Scrum since 2003 (CSM in 2004)
• Capgemini since March 2010
• Board member for Capgemini of the Agile Consortium Belgium
• Global Capgemini Leader for Agile/Scrum
• Scrum.org Professional Scrum Trainer (via Ken Schwaber)
• Professional Scrum Master level II
• Professional Scrum Product Owner level II
• Contributor to Capgemini Technology Blog
• Twitter @Ullizee
• Blog http://ullizee.wordpress.com


Connect

Let’s stay connected! gunther.verheyen@capgemini.com


Capgemini the state of scrum Sep-2011

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