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Enacting Scrum - What it takes to maximize the chances for a successful adoption - Nicolae Giurescu
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Enacting Scrum
What it takes to maximize the chances for a successful adoption
Nicolae Giurescu
3PRO-LAB Consulting SRL
https://ro.linkedin.com/in/nicolaegiurescu
Nicolae.Giurescu@3pro-lab.ro
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Definition
“A framework within which people can address
complex adaptive problems, while productively and
creatively delivering products of the highest possible
value” – The Scrum Guide
• Lightweight
• Simple to understand
• Extremely difficult to master
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Framework
SCRUM
Roles Events Artifacts Rules
Development Team
Scrum Master
Product Owner
Sprint Planning
Daily Scrum
Sprint Review
Sprint Retrospective
Product Backlog
Sprint Backlog
Increment
Scrum Team
Same time &
location
No interruptions
Done when DONE
…
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Pillars
Transparency Inspection Adaptation
Sprint Planning
Daily Scrum
Sprint Review
Sprint Retrospective
Definition of Done
Task board
Common language
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Product Backlog
Ordered List of Everything Needed to Complete the Product
• User stories
• Features
• Functions
• Use cases
• Requirements
• Enhancements
• Bug fixes
• Technical debt
• Knowledge acquisition
• Constraints
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Sprint Backlog
A plan for building a “Done”
Increment and realizing the Sprint
Goal, created by the Development
Team during the Sprint Planning
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Increment
What has been done from the
beginning to the current Sprint
Meets the Definition of Done, is
usable and potentially releasable
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Definition of Done
• Acceptance criteria met
Reviewed
Unit tested (??% coverage)
Functional tests passed
Integrated
Automated tests created
User documentation updated
Code committed and baselined
• Release criteria met
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Product Owner
The Product Owner is responsible
for maximizing the value of the
product and consequently the value
of the Development Team work
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Development Team
Delivers a potentially releasable increment of “Done”
product at the end of each Sprint
Cross-functionalSelf-organizing
Accountability belongs to the team
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Scrum Master
A servant-leader for the Scrum Team
“Leaders are learning that this kind of empowerment, which is what
servant-leadership represents, is one of the key principles that, based
on practice, not talk, will be the deciding point between an
organization's enduring success or its eventual extinction.”
—Stephen Covey
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Sprint Planning
Two time-boxed parts of equal
duration, answering:
• What will be done during the
current Sprint?
• How will the work be done?
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Daily Scrum
Development Team responds to
the following 3 questions:
• What has been accomplished
since the last meeting?
• What will be done before the
next meeting?
• What impediments are in the
way?
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Sprint Review
Inspect the Increment and adapt the Product Backlog (if
needed):
• The Product Owner identifies what has been “Done”
• The Development Team demonstrates the work “Done”
for the Increment
• The Development Team identifies what went well, the
impediments and their solving
• The Product Owner discusses based on the Product
Backlog and forecast the completion date
• The Scrum Team determines what to do next
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Sprint Retrospective
Opportunity to inspect and define improvements
• With regards to people, process and tools
• Plan to implement improvements
• Definition of Done might change
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Agile Manifesto
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
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Twelve Principles of Agile Software
Our highest priority is to satisfy
the customer through early and
continuous delivery of valuable
software.
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Twelve Principles of Agile Software
Deliver working software
frequently, from a couple of
weeks to a couple of months,
with a preference to the shorter
timescale.
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Twelve Principles of Agile Software
Welcome changing requirements, even late in
development. Agile processes harness change for the
customer's competitive advantage.
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Twelve Principles of Agile Software
Simplicity--the art of maximizing
the amount of work not done--is
essential.
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Twelve Principles of Agile Software
Business people and developers
must work together daily
throughout the project.
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Twelve Principles of Agile Software
The most efficient and effective
method of conveying
information to and within a
development team is face-to-
face conversation.
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Twelve Principles of Agile Software
The best architectures,
requirements, and designs
emerge from self-organizing
teams.
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Twelve Principles of Agile Software
Continuous attention to technical
excellence and good design
enhances agility.
“Miracle Staircase”
Loretto Chapel, Santa Fe
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Twelve Principles of Agile Software
Build projects around motivated individuals. Give them
the environment and support they need, and trust
them to get the job done.
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Twelve Principles of Agile Software
Agile processes promote sustainable development.
The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
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Twelve Principles of Agile Software
At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.
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Why? – Business Perspective
• To improve productivity
• To improve quality
• To shorten time-to-market
• To identify and eliminate risks earlier
• To reduce cost of implementing changes
• To improve client satisfaction
• To improve profitability
• To improve your work-life balance
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Why? – Team Perspective
• Implement changes easier
• Always know the status
• Identify and eliminate waste
• Minimize rework
• Acquire new skills
• Improve work-life balance
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Willingness to Change
“Change is the law of life. And
those who look only to the past or
present are certain to miss the
future.”
John F. Kennedy
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Willingness to Change
“Change imposed is change opposed”
Dr. Spencer Johnson (www.whomovedmycheese.com)
• Comfort zone is the main deterrent to change
• Always provide information and reasons
• Need to learn, as well as unlearn
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Willingness to Change
“There are no exceptions to the rule that everybody
likes to be an exception to the rule.”
Charles Osgood
• “Our project is different” syndrome
• “I know better” syndrome
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Willingness to Change
“Persuasion is often more effectual than force.”
Aesop
• Use persuasion, not manipulation
• Motivate practitioners by anticipating success
• Value feedback
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Willingness to Collaborate
“When you replace I with We, even Illness becomes
Wellness” -- Anonymous
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Willingness to Succeed
"Successful and unsuccessful people do not vary
greatly in their abilities. They vary in their desires to
reach their potential." John Maxwell
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Invest in Training
“Better train people and risk they leave –
than do nothing and risk they stay” --
Anonymous
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Invest in Training
Train all involved
• Scrum Master (CSM > 350000, PSM I > 55000)
RO (CSM > 250, PSM I > 150)
• Scrum Product Owner (CSPO > 75000, PSPO I > 8000)
RO (CSPO > 70, PSPO I > 30)
• Development Team (CSD > 3500, PSD I > 2800)
• Management
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Definition of Framework
“The basic structure of something : a set of ideas or
facts that provide support for something : a
supporting structure : a structural frame”
The Merriam-Webster dictionary
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Jeff Sutherland
“Scrum transformations work best by
starting small and slowly scaling out. All at
once Scrum is a lot harder.”
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Ken Schwaber
Scrum Software Studio
• Separate entity within the organization
• All projects within the studio use Scrum
• As benefits are surfacing, more and more projects are
added
Organization
Scrum Software Studio
Projects
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Choose First Project
Simple
Complex
Chaos
Technology
Requirements
Far from certaintyClose to certainty
Close to agreement
Far from agreement
WATERFALL
AGILE
AGILE
LUCK
Ralph Stacey’s Diagram
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Case Studies
http://www.scrumcasestudies.com/
http://www.slideshare.net/sgreene/salesforcecom-agile-transformation-agile-
2007-conference
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Development Team
• Do not send buggy software to the client!
• Make the extra step of identifying the root cause of
problems.
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THANK YOU!
3PRO-LAB Consulting S.R.L.
Consulting services for process improvement
Course provider:
• How to Scrum
• Understanding CMMI-DEV
• Professional Scrum Master (partner)
• Professional Scrum Product Owner (partner)
• Professional Scrum Foundations (partner)
• Introduction to CMMI-DEV (partner)
office@3pro-lab.ro