Exec Overview to Agile-Scrum

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Executive Introductory Overview on Agile By: Joe Little, CST (certified scrum trainer) and MBA April 2014

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An outline of an introductory session with the Executives, to help them understand and work with Agile-Scrum.

Transcript of Exec Overview to Agile-Scrum

  • 1.Executive Introductory Overview on Agile By: Joe Little, CST (certied scrum trainer) and MBAApril 2014

2. Caveat: These slides are prompts for multi-lateral discussion. They do not contain the whole story (which is conveyed via voice and body language). They might be read as overly-simplistic. Reading them in isolation can be misleading. 3. Goals for this discussion This is a rst (second) introduction to Agile. We want you to start to get a avor for it. It is simple, and yet also complex. This is from an Executive perspective. So, for example, it will not enable you to start to be a Scrum team member. To really be effective as a manager of Agile teams, you will need more. This is just an introduction. This is a 1-hour brieng. We WANT you to ask questions. 4. Agile is easy and difcult The catch 5. What is Agile? It is hard to dene and some people disagree. First try: Agile is a more successful way of innovating new products so that customers are happier. Scrum is a disciplined approach to doing knowledge work in Teams. An approach that has proven to be much more successful than the traditional waterfall [Royce dened it in 1970]. It is meant to meet business needs to be adaptive to change, and iterative and incremental in delivery. 6. Scrum Scrum is a avor of Agile. Scrum is the most widely used. (Others include: Extreme Programming, Lean Software Development, Kanban, DSDM, etc, etc, etc.) Scrum was invented in the early 1990s. It has been used by all types of organizations around the world. 7. Top Top Goals Become the most admired credit union in the country* Provide an amazing experience for our members and staff* Firm more successful (by usual metrics) 8. Keys Goals for delivery More adaptive to change Deliver faster* More delivered in a given quarter (eg, more Business Value) Employees are more motivated (eg, retention) 9. Related Goals Deliver better quality* More visibility or transparency More accountability Easier to manage We need to learn faster. Make decisions based on analytics* 10. What are your goals? How do you articulate your goals for Scrum? ! Key point: Always connect Scrum to helping you achieve some of your top goals. We are not doing Scrum just to say we are doing Scrum. 11. What is Scrum? I want to level-set some of you. And remind all of you. And this section, for most of you, makes Scrum something practical instead of just a vague abstraction. 12. Joe Little 2013 Scrum is a Simple Framework Scrum Meetings Sprint Planning Daily Scrum Roles Team Product Owner ScrumMasterArtifacts Burndown Charts Sprint Backlog Product Backlog Sprint Review Retro- spective Imped List !12 Working Product 13. CSM v9.3 Jeff Sutherland 1993-2008; Joe Little 2013 !13 14. Agile Release Planning Including:VisionDevelop Product BacklogIdentify Business ValueIdentify EortConsider benets-costsRisks, Dependencies, Learning, MMFS, otherThen nish the Day Zero plan! *****Then release plan refactoring every Sprint. 15. Key Issues Lets discuss some key issues for management. These are: Things you need to know How it works Things you must take action on Typical problem areas 16. 8 Key Issues or Ideas 1. We have knowledge workers 2. Minimize WIP 3. A Team learns 4. Self-organization 5. Random carbon units 6. Subtle control 7. Failure is good 8. The bad news does not get better with age 17. 1. We have knowledge workers We have to enable motivation to happen differently Daniel Pink (Drive): Autonomy, Mastery, Purpose. We have to help them learn. It is all about knowledge creation, and, almost surely, in a Team. 18. 2. Minimize WIP Minimize work-in-process. Related: Single-piece ow. Why? Makes people more productive Faster delivery Less task-switching FEWER projects IN-FLIGHT, but more delivered and quicker. 19. ! ! Agile is a paradigm shift. 20. Joe Little 2013 6 Blindmen and an Elephant !20 21. 3. A Team Learns Scrum is a Team sport. BIG IDEA! A strong, dedicated, multi-capable, real Team. Problems: People don't understand the value of a Team, Silos, lack of dedication, not fully capable, etc, etc. 22. Why is a Team important? The Team does knowledge creation Only the output of the Team is meaningful We must all stand together, or assuredly we shall all hang separately. B. Franklin 23. 4. Self-organization We establish some basic structures and constraints (few), and then we let the Team self-organize, self-manage, self-direct to achieve the mission. Wow! We expect them to act like adults. And, usually, they rise to the occasion. We tell them: Figure it out. 24. 5. Random Carbon Units People: cant live with em, cant live without them. Two sides to the same coin. We want innovation, creativity, learning, the unexpected, inventiveness, clever solutions to hard problems, the magic of the Mona Lisa smile. We have to accept their individuality, their uniqueness. (Well, we have to accept our own uniqueness too.) We have to accept that they can be random and make mistakes. They are not plug-replaceable resources, and they are not reliable. 25. 6. Subtle control Management establishes enough checkpoints to prevent instability, ambiguity, and tension from turning into chaos. At the same time, management avoids the kinds of rigid control that impairs creativity and spontaneity. Instead, the emphasis is on self-control, control through peer pressure, and control by love, which collectively we call subtle control. 26. 7. Failure is good As managers, we hear these words, and it makes us uncomfortable. Some of us very uncomfortable. So, lets discuss Day Zero is the dumbest day of the project. We learn fastest by making small mistakes. 27. CSM v9.3 Jeff Sutherland 1993-2008; Joe Little 2013 Toyota Way: Learn by Doing Fujio Cho, Board Chairman We place the highest value on actual implementation and taking action. Agile Principle #1 There are many things one doesnt understand, and therefore we ask them why dont you just go ahead and take action; try to do something? Agile Principle #3, #11 You realize how little you know and you face your own failures and redo it again and at the second trial you realize another mistake so you can redo it once again. Agile Principle #11, #12 So by constant improvement one can rise to the higher level of practice and knowledge. Agile Principle #3 ! "Anyone who has never made a mistake has never tried anything new." Albert Einstein !27 28. Failure Everything changes, nothing remains the same. Buddha So, in innovation work, in knowledge creation, we have to accept failure or mistakes. And, if they learn faster, we can and will actually win in the end. Fail fast - a key Agile phrase. BUT: We made too many wrong mistakes. (Yogi Berra.) So, dont let them do that. 29. 8. The bad news doesnt get better with age. While we accept failure as good yet we relentlessly and immediately x all problems (eg, defects). Seems paradoxical? Three reasons: It is much cheaper to x it immediately (while the knowledge is fresh). Motivation: He does not like to write good code on top of bad code. To measure progress better, we need to know it is done. You have to slow down to go fast is the saying. 30. Plus One: Better channel with Customer Customer (business) Builders (scrum team) The channel Semi-permeable: Keep the noise out, and let the good stuff in 31. ACTION What should managers do? ! We will not cover everything, but only the most important two things 32. Help Fix Impediments Not hard 1. Ask the Team what their biggest impediment is (now). 2. Help them x it. Quickly. Give them $, people, yes 3. Repeat. Small quick wins, xed quickly. With benets accruing quickly. Little things are big. Yogi Berra. 33. What are your biggest impediments? For one or more teams, if you know. Or, take your best guess for a Scrum team or the biggest impediment for adopting Scrum at [rm]. Anything (anything!) slowing the Team down is an impediment. (Anything!) Imagine that everything could change. 1 Minute. 34. ACTION: Learn More For example, see the next two articles 35. The New New Product Development Game 1. Built-in instability 2. Self-organizing project teams 3. Over-lapping development phases 4. Multi-learning 5. Subtle control 6. Organizational transfer of learning 36. 6 Myths of Product Development 1. High utilization is good 2. Large batches are good 3. Just stick to the initial plan 4. People working on multiple projects is good 5. The more features per release, the better 6. No mistakes are allowed! 37. APPENDIX