2. 2
Our Vision
Individuals and interactions
Working software
Customer collaboration
Responding to change
While there is value in the items on the right, we value the
items on the left more.
Over
Over
Over
Over
We are uncovering better ways of developing software by
doing it and helping others do it.
Processes and tools
Comprehensive documentation
Contract negotiation
Following a plan
5. 5
Scrum Education Units (SEU)
Category A: Scrum Alliance Scrum Gatherings
Up to 45 SEUs can be earned at a rate of one credit
per hour of participation in:
• Scrum Alliance Global Gatherings
• Scrum Alliance Regional Gatherings
• Scrum Coaching Retreats
• Scrum Alliance-Sponsored Events
• Scrum Alliance-Endorsed User Group events and
activities.
2 SEUs
6. 6
Stand-up
Your experience with Agility
1 = Very Little Experience/No Experience
2 = Some Experience
3 = Experienced
4 = Very Experienced
5 = Expert
9. 9
Defined vs Emperical
Source:: “Complexity and Organisational Reality” – Ralph D Stacey, Cynefin, D Snowden
Technology
uncertainty
Requirement
uncertainty Chaos
“Nobody
knows”
Complex
“We’ll know in hindsight”
Emergent practice
Complicated
“Experts know”
Good practice
Simple
“Everybody
knows”
Best practice
Agile sweet
spot!
12. 12
The Agile Manifesto
Four Values
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Twelve principles (summarised)
• Satisfy the customer through continuous
delivery
• Welcome changing requirements
• Deliver working software frequently
• Business people and developers work together
daily
• Give individuals support and trust to get the job
done
• The most effective communication is face-to-
face
• Working software is the primary measure of progress
• Promote a sustainable pace for everyone
• Continuous attention to technical excellence and
design
• Simplicity is essential – maximise the work not done
• The best solutions emerge from self-organising
teams
• Regular reflection on effectiveness and adjust
15. 15
Agile is not only scrum
Source: http://www.versionone.com/pdf/2013-state-of-agile-survey.pdf, 3501 respondents
16. 16
Scrum Components
Scrum Events
The Sprint
Sprint Planning
Daily Review
Sprint Review
Sprint Retrospective
Scrum Artifacts
Product Backlog
Sprint Backlog
Increment
Plus ...
Progress Monitors
Scrum Team
Product Owner
ScrumMaster
Development Team
17. 17
Sprint
24
hours
Product Backlog
Anyone can contribute
Ordered by Product Owner
Sprint Backlog
Backlog tasks
expanded
by team
Potentially Shippable
Product Increment
Daily Scrum
Meeting
Scrum: workflow
18. 18
Scrum Guide
The Scrum Guide™
The Definitive Guide to Scrum:
The Rules of the Game
July 2013
Developed and sustained by Ken Schwaber and Jeff
Sutherland
Table of Contents
Definition of Scrum
Scrum (n): A framework
within which people can
address complex adaptive
problems, while productively
and creatively delivering
products of the highest
possible value.
Scrum is:
Lightweight
Simple to understand
Difficult to master
19. 19
DEMON: Why is scrum hard?
Development teamProduct owner
One person decides No dependencies No special roles
1 month or less
Value
hypothesis Value*
* the solution is technically fully ready to release to the market. It is a marketing decision
whether to actually release immediately or wait.
9 people
or less
Source: The Scrum Guide https://www.scrum.org/Scrum-Guide, October 2011
Dependency free
Everybody is ‘developer’
Month or less
One product owner
Nine people or less
23. 23
Iceberg - misaligned
• Satisfy the customer
• Harness Change
• Encourage Incremental
Implementation
• Get business and Tech people
working together
• Create trust through Leadership
• Encourage f2f conversations
• Set targets and reward real
progress to working solution
• Give your team the space they
need to excel
• Pursue simplicity, not complexity
24. 24Source: Schneider, W. (1999). The reengineering alternative : a plan for making your current culture work. New York: McGraw-Hill.
What’s your culture?
31. 31
Your Commitment to learn?
All in the public domain:
• Watch Simon Sinek – Golden Circles (YouTube)
• Visit Agile Manifesto and read the Principles
• Print and read the Scrum Guide 2013
• Download ‘An Agile Adoption Transformation
Survival Guide: Working with Organisational Culture’
(Michael Sahota)
Posters:
Why are you here?
What do you know about scrum?
What do you enjoy about your job?
What questions would you like answering before the end of the course?
Categorisation Model – framework precedes the data
Sense Making Model – data precedes the framework
Cynefin is Sense Making
Its not just a process
Next: comparison of the process to understand legal implications
Intrinsic Behaviours and Beliefs = Organisational Development
Results and Actions = Empirical Development
Intrinsic Behaviours and Beliefs = Organisational Development
Results and Actions = Empirical Development
Refer to white paper
Posters:
Why are you here?
What do you know about scrum?
What do you enjoy about your job?
What questions would you like answering before the end of the course?
