oop-2015 - empirical management explored (gunther verheyen)
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by Scrum.org – Improving the Profession of Software Development
Empirical Management ExploredEvidence-Based Managing of Software
Gunther VerheyenShepherding the Professional seriesScrum.org
MunichJanuary 29, 2015
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MIN
3
How would you describe your contribution to the wonderful act of software creation? Raise your hand if it is:• Coding• Testing• Architecting• Designing• Analyzing• Documenting• Coaching• Managing
Short Survey About You
Thank you for thinking in terms of activities and
(multiple) skills, not titles and positions.
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Two Decades of ScrumEmpirical Management Explored
"If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it.
-Steve Jobs
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Scrum Expresses Agile (2001)
• Empowers people• Controls risk (time-
boxing)• Enables validated
learning• Is goal driven• Thrives on discovery• Delivers Value• A bounded environment
for action
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MIN
3
Who is using or works in an organization that is using:• eXtreme Programming?• Scrum?• Lean (software development)?• DevOps?• SAFe?• DAD?• LeSS?• ScALed?• A custom agile process?
What Processes Do YOU Apply?
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A Craze During the First Decade of Agile?
scrum·pede/skrʌmˈpiːd/
1. Sudden frenzied rush of panic–stricken companies to do Scrum because they want to do agile, too.
2. To flee in a headlong rush to scaling Scrum (or something that looks like it) because they need more software, now.
Inspired by © Tomasz Włodarek.
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Scrum. Ultimately.
Embrace simplicity, rather than adding complexity.
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People employ empiricism to optimize the value of their work.
The Scrum Stance
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Scaling Professional ScrumEmpirical Management Explored
If a problem cannot be solved, enlarge it.- Dwight D. Eisenhower
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2
What challenges do you and your organization encounter when ‘scaling
Scrum’?
A Compelling Desire to Scale?
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Observed Scrum Adoption Challenges
• Isolated Scrum Teams• Flaccid Scrum:– A lack of engineering standards– A distant customer– The belief in magic
• The difficulty to create integrated, releasable Increments
• Predictive management
Are you scaling Scrum? Or are you scaling dysfunctions?
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What if we would start with Scrum before attempting to ‘scale’ it?
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Many Ways to Maximize Scrum
• Team effectiveness through collaboration, autonomy & self-organization
• Skills (training)• Engineering practices & standards• Infrastructure, tooling & automation• Quality standards & guidelines• Elimination of low value• A definition of Done that reflects releasable
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Grow to Professional Scrum
Any Scrum instance that implements
Scrum’s mechanics,and
the values and principles, and
technical excellence.
Professional Scrum
(Mechanical) Scrum
Values and Principles
Technical Excellence
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Yes, You Can Add Teams
1. A product has one Product Backlog managed by one Product Owner.
2. Multiple Teams create integrated Increments in a Nexus.
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Yes, You Can Add Teams
1. A product has one Product Backlog managed by one Product Owner.
2. Multiple Teams create integrated Increments in a Nexus.
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Nexus
–noun\ˈnek-səs\: a relationship or connection between people or things
http://www.merriam-webster.com/dictionary/nexus
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Yes, You Can Integrate Multiple Products
Valu
e. D
epen
denci
es.
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Choose wisely where to invest in:– Dysfunctional Scrum– Maximizing Scrum
– Scaling Professional Scrum
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Scrum under the EnterpriseEmpirical Management Explored
Scrum Teams manage themselves. You don’t manage them. You set goals.
-Ken Schwaber
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How IT Is Typically Managed
• IT is a cost center.• Software development is an expense,
some of which may be capitalized.• Expenditures are ‘managed’ through
projects.
Success = f { Planned_Time, Predicted_Scope, Allocated_Budget }
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How Scrum Is Typically Managed
• Scrum is the new methodological flavor for delivery from IT to business.
• Delivery is done through projects. But we now measure and compare at the team level, no longer the individual’s level.
• The goal is more Scrum, more scope.
Success = f { Process adherence, Practices, Velocity }
Product Backlog
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Whether you start, scale, or transform…
Are you looking to increase output, or optimize the value of your
output?
Delighting Customers?
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Remember?
“Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.”
How is that for a purpose?
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Measure one level up. Measure outcomes.
1. Direct Value
3. Ability to
innovate
2. Time to
Market
Measure the value your software brings.
Not teams, not process.
Key Value Areas
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Manage through the Scrum Stance
• Inspect the value of your software– Use the indicators to
create transparency
• To adapt how the work is done– By facilitating change to
the organization, the environment, the teams
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Use Scrum To Grow Scrum
Measure
FacilitateChange
• Skills, Knowledge, Understanding Product managers Managers Developers
• Practices, Tools, Standards
Secondary Indicators
Primary Indicators
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When rolling out agile, remember:– Agility can’t be planned– Agility can’t be dictated– Agility has no end state
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Empirical Management– Implements the Scrum Stance– Optimizes Software Value– Employs Primary Evidence
A Lasting Transformation
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Or Keep Trying The Alternative of Predictive Management
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“The future state of Scrum will no longer be called ‘Scrum’. What we now call Scrum will have become the norm, and organizations have re-invented themselves around
it.”Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
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About
Gunther Verheyen• eXtreme Programming and Scrum since
2003• Professional Scrum Trainer• Directing the Professional series at
Scrum.org• Co-developing the Scaled Professional
Scrum framework at Scrum.org• Author of “Scrum – A Pocket Guide (A
Smart Travel Companion)” (2013)
Mail gunther.verheyen@scrum.orgTwitter @Ullizee
Blog http://guntherverheyen.com
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