Scrum

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Scrum It Depends on Common Sense
http//www.scrumalliance.org http//www.controlch
aos.com http//www.agilealliance.org
Ken.schwaber_at_verizon.net
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Scrum Iterative, incremental, self-managing cross
functional teams.
Not a methodology. A simple framework for complex
activities like chess
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Key Roles and Responsibilities

• Defines the features of the product, decides on
  release date and content
• Is responsible for the profitability of the
  product (ROI)
• Prioritizes features according to market value
• Can change features and priority every 30 days
• Accepts or rejects work results

Product Owner

• Ensures that the team is fully functional and
  productive
• Enables close cooperation across all roles and
  functions and removes barriers
• Shields the team from external interferences
• Ensures that the process is followed. Invites to
  daily scrum, iteration review and planning
  meetings

ScrumMaster

• Cross-functional, seven plus/minus two members
• Selects the iteration goal and specifies work
  results
• Has the right to do everything within the
  boundaries of the project guidelines to reach the
  iteration goal
• Organizes itself and its work
• Demos work results to the Product Owner

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Paradigm Shift Similar to what happened in
medicine when blood letting shifted to modern
medicine Based on lean thinking Takes
time Concepts are very simple Shift is very, very
hard and takes time and concerted effort.
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I help people build software every 30 days. You
mean I dont have to wait 18 months to get what
I dont want? That is right. Ill give you what
you dont want in 30 days! The single wring able
neck.
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Just the introduction of iterative, incremental
is a change. What is the impact of knowing how
something is going every thirty days on your
organization?
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Project Management Variables
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Managing A Release
Customer reduced expected functionality in
release which raised the line for release date.
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Managing by Cumulative Earned Business Value
Earned Business Value Value planned and
budgeted in ITDs work expended in ITDs
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Team Velocity
Requirements
Desired Velocity
Time
The Eroding Asset Team velocity is 4.5
requirements. They are pressured to speed up.
They go 6.7 requirements/100k. Everyone feels
good until the next time this functionality is
worked on. Then the team velocity is 3.2
requirements/100k because of poorer quality.
Speed up now is no more than 4.5
requirements/100k.
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But, Scrum is only for the strong, stubborn,
desperate, and determined.
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The 1st Scrum Project Is An Odd Duck
Usability Engineering
Functional Manager
Functional Manager
Functional Manager
DBA
Infrastructure
Quality Assurance
PMO
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• So Simple, yet
• Only 25 of all organizations attempting to fully
  utilize Agile will succeed.
• By 2010, the other 75 will largely outsource
  their development work to the successful 25

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• In the future,
• All current work will be able to be done for just
  25 of the cost by 2010
• Most people in our profession will be known as
  developers

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• Scrum Resources
• The Scrum Alliance (www.scrumalliance.org)
• Control Chaos (www.controlchaos.org)
• Agile Alliance (www.agilealliance.org)

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Questions?
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• Scrum causes change
• Teams work together as cross-functional,
  self-managing entities.
• Transparency requires willingness to risk the
  unhappiness of the person hearing what he or she
  doesnt want to hear.
• Transparency means dealing with reality.
• Transparency causes changes in relationships with
  customers.
• Knowing exactly where you are every day and
  iteration requires a willingness to understand
  and take action.

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• Change is difficult
• Change can be viewed as a win/lose proposition.
• The consequences of change need to be viewed
  organizationally, but are first viewed
  personally.
• Conflict is the symptom of unexpected change.
• If conflicts arent quickly detected and
  resolved, they turn into blame. Sometimes of the
  other party, sometimes of Scrum.
• Blame becomes politics and can undermine an
  entire organization. However, once underway with
  Scrum, alternatives are few.