Understanding Discord NSFW Servers A Guide for Responsible Users.pdf
The Long March
1. THE LONG MARCH
Agile in large organizations - after 1 year
Problems, sharing of misery, and some possible solutions
2. JOE LITTLE
• CST (certified Scrum trainer).
• MBA, business value focus
• 20+ years experience in projects, including as PM
• Have trained lean-agile-scrum for 10 years. US,
Canada, Romania, France, UK, Peru,Argentina, etc.
3. ASSUMPTION
• Every knows agile a decent amount (maybe not
accurate)
• We are going to focus on ‘1 year out’…what do
we do now?
4. SITUATION - 1YEAR
• You tried to implement Scrum, and got ScrumButt
• The culture has not changed enough
• You have some better results from most teams,
but not as impressive as you had hoped
• The Dark Side is fighting back (it seems)
5. WHAT DO I WANT
• The values and principles understood (by some)
• The basics of real teams, working on one release at a time
• The basics of Scrum, using it all, and somewhat effectively
• 100% improvement
• Started on other improvements
• The culture starting to change
9. MORE IDEAS
• There are actually lots more ideas behind lean-
agile-scrum. But we simplify.
10. REALTEAM
• A dedicated team
• A stable team
• A team with one mission
• A team that believes in the mission
• Not a dysfunctional team (team players that want to
work together)
11. THIS REQUIRES…
• The org must prioritize and allow each team to do
the next most important thing.
• Again, a team only works on one mission (project)
at a time.
• A BIG problem now, I find.
12. THE BASICS OF SCRUM
• Scrum is really very simple
• Let’s review the basics
14. WHAT ELSE?
• Not much else is required (lots possible)
• Agile Release Planning
• Continuous Release Plan Refactoring (my words)
15. AGILE RELEASE PLANNING
• Bring ScrumTeam & BSH together for 1 day
• Vision
• Build Product Backlog
• Estimate BusinessValue
• Estimate Effort
• Calculate ROI …(cont’d)
16. ARP - 2
• Consider Risks, Dependencies, Learning, MMFS
and other
• Draw the Line (on releases)
• Calculate expected velocity
• Finalize the ‘today’ plan
17. RELEASE PLAN REFACTORING
• Must have a concept of delivering faster
• Must include some reliability
• Must include the Pareto idea
• Must include the Ready-Ready idea
• Must be continuous…and that is Good.
18. KEY
• Identify good impediments to work on
• Devote energy to ‘sharpening the saw’ (14%)
• Fix one impediment each sprint
• Double the velocity (without more hours)
19. IN ADDITION…
• Each team really needs to do much more than
Scrum to be effective…and these things too need
to be improved…
20. CHANGE
• Change is easy…in part.
• “People are remarkably good at doing what they
want to do.” (c) Joe Little
• Real, lasting change is hard
25. SIMPLETO COMPLEX
• Yikes!
• We have problems with all the above, and…
• We don’t keep it simple
• Esp:We add ‘scaling’
• And, we try to change too fast
26. WHAT IS SCALING?
• Multiple teams working together on one product.
• Too many people.
• Communication across many people is hard!!
(Duh!)
• Simplicity, simplicity, simplicity!!!
27. WHATTO DO?
• Identify biggest problems
• Implement one pattern at a time; get it to work
• Only solve your biggest problems
• Focus on implementation issues… get each
pattern to work.
28. METRICS
• We need evidence that ‘agile’ has been successful.
• We need to ‘tell the story…’ much better.
• Metrics help make the story more believable.
• BV delivered, velocity, higher quality, faster
releases…and more.