oop-2015 - empirical management explored (gunther verheyen)

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

2© 1993-2015 Scrum.org, All Rights Reserved

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.


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


Scrum Resolves Complexity (1995)


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


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?


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.


Scrum. Ultimately.

Embrace simplicity, rather than adding complexity.


People employ empiricism to optimize the value of their work.

The Scrum Stance


Scaling Professional ScrumEmpirical Management Explored

If a problem cannot be solved, enlarge it.- Dwight D. Eisenhower


MIN

2

What challenges do you and your organization encounter when ‘scaling

Scrum’?

A Compelling Desire to Scale?


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?


What if we would start with Scrum before attempting to ‘scale’ it?


Start With Scrum

The Scrum Framework The Scrum Stance


Maximize Scrum

Not ScrumScrum

High Benefits

“ScrumAnd”


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


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


Professional Scrum is THE (only) Foundation to Scale


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.


Nexus

–noun\ˈnek-səs\: a relationship or connection between people or things

http://www.merriam-webster.com/dictionary/nexus

http://www.merriam-webster.com/dictionary/nexus


Yes, You Can Integrate Multiple Products

Valu

e. D

epen

denci

es.


Choose wisely where to invest in:– Dysfunctional Scrum– Maximizing Scrum

– Scaling Professional Scrum


Scrum under the EnterpriseEmpirical Management Explored

Scrum Teams manage themselves. You don’t manage them. You set goals.

-Ken Schwaber


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 }


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


Whether you start, scale, or transform…

Are you looking to increase output, or optimize the value of your

output?

Delighting Customers?


Remember?

“Our highest priority is to satisfy the customer through early and

continuous delivery of valuable software.”

How is that for a purpose?


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


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


Use Scrum To Grow Scrum

Measure

FacilitateChange

• Skills, Knowledge, Understanding Product managers Managers Developers

• Practices, Tools, Standards

Secondary Indicators

Primary Indicators


When rolling out agile, remember:– Agility can’t be planned– Agility can’t be dictated– Agility has no end state


Concurrent Development of Change


Empirical Management– Implements the Scrum Stance– Optimizes Software Value– Employs Primary Evidence

A Lasting Transformation


Or Keep Trying The Alternative of Predictive Management


ClosingEmpirical Management Explored


“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


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 [email protected] @Ullizee

Blog http://guntherverheyen.com

mailto:[email protected]

http://twitter.com/

http://ullizee.wordpress.com/

http://ullizee.wordpress.com/


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Thank you

oop-2015 - empirical management explored (gunther verheyen)

Business

value of software

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management level

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