Success factors for medium to large size scrum …...Success factors for medium to large size scrum...
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Success Factors for Medium to Large Size Scrum Projects June 6th, 2012 Bratislava Rolf F. Katzenberger www.pragmatic-teams.de
Transcript of Success factors for medium to large size scrum …...Success factors for medium to large size scrum...
Success Factors forMedium to Large Size
Scrum Projects
June 6th, 2012Bratislava
Rolf F. Katzenbergerwww.pragmatic-teams.de
Executive summary,for the impatient
1. You can’t scale Scrum at all.2. Beware of abstractions – stay concrete.3. Provide meaning.
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The Shocking Truth™:You can’t scale Scrum at all!
Because they grow.
But you can’t scale these, either:
Scrum grows.Self-organization of teams
Review attendanceFace-to-face communication
Sprint (iteration) lengthsMetrics sprawl
„Issues“
DisrespectCowardice
Silence
And, BTW:Get to know your best friend
- your HR department.
What is „big“, anyway?
Scope and risk are the Pacific.Staff, cost, duration are the Mediterranean.
Think small.
Teams cell-divide.Release burndown is the growth factor.
Earned business value isn’t budget turned into cost.(learn Beyond Budgeting)
Educate teams to be honest.It’s your job to lie about duration, if necessary.
Teams are not enough.
What’s the cream around your teams?
Preparing Team-Tiramisù...
...you’ll wantCoPs (Communities of Practice).
Name them after interests, not after job titles.
CoPs are the key ingredient tocourage, system integrity, load balancing.
Why transfer knowledgewhen you can watch it permeate your teams?
Learn the Art of Hosting.
This is not a a cook, it is lasagna.
So why would you haveLayer-Teams, Component-Teams, Interface-Teams?
Feature Teams rock.
Focus on business value!Load balancing!
Global optimization!Better self-organization within sprints!
Less „us“ vs. „them“!Change vs. accumulation of „issues“!
Even time zones matter less!
Balanced by CoPs, even average teamsoutperform specialist „gurus“.
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Too many levels of abstraction?You’re not stuck in a traffic jam...
...you are the traffic jam.
Stay concrete.
People are concreteTalk, don’t „meet“. Talk often.
Profiles w/ photos, locations, contact data…Be more versatile, be more valuable.
Respect is concreteReviews matter – CU there!
Retrospectives matter – improve!Trust others by default, reward honesty.
Templates are concreteTemplates represent shared, living culture.
The bright side of copy & paste!Disagreement indicates interest – let opponents design templates together.
Information radiators are concretePlans
AccountabilitiesBacklogs
Dashboards
Success is concreteWorking software ist the primary measure of success.
Do not measure completion of WBS, designs, armchair-decided milestones.If you need vanity metrics, fake them yourself.
Effective Standards are concreteFavor NO as your default
Fibonacci is enough calibrationYou’re not stuck in a traffic jam...
Stay concrete.
Communication is not a gadget.
http://www.youtube.com/watch?v=8WZr6fvtEgk
Communication, not gadgets.
Face to face :-)
Skype: gestures, spatial information
Phone: facial expression
Email: tone, timing, irony, moods, synchronicity
SMS / Twitter: context, checking back
Documentation: ?
Learning impossible.
svn commit -m "Undoing yesterday’s changes."
Learn faster.
Do your homeworkContinuous Integration (CI)Continuous Delivery (CD)
Refactoring & the Boy Scout Rule
Software isn’t the Burj Khalifa:svn commit -m "Undoing yesterday’s changes."
Architecture is an insufficient metaphor.Use walking skeletons (even multiple!)
Get real user feedbackBetas
Requirements as hypotheses2-way data migration
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Provide meaning for what you create
Management talks: Leadership talks:
Lead, don’t manage.
Create a product vision.Create release visions.
Create sprint goals.
Remove obstacles.
Celebrate success.
Your teams will forget everything else,one millisecond after the project has ended.
Success factors in a nutshell:
1. You can’t scale Scrum at all. Help it grow.2. Beware of abstractions – stay concrete.3. Provide meaning.
Thank You!
Find this presentation athttp://www.enprovia.com/ScrumDay2012
Rolf F. Katzenbergerwww.pragmatic-teams.de
LicenseThis work is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.
http://creativecommons.org/licenses/by-sa/3.0/
Credits
New Life – by Justin Lowery – http://www.flickr.com/photos/justintosh/269690424/Joaquin y sus 9 meses – by Montecruz Foto – http://www.flickr.com/photos/libertinus/3222146311/
Watering can 1 – by Colin Brough – http://www.sxc.hu/photo/1196716Hedge Trimmer – by Keith Syvinski – http://www.sxc.hu/photo/295332
Axe – by Adam Baker – http://www.flickr.com/photos/atbaker/4593738278/Home made Lasagne – by sunshinecity – http://www.flickr.com/photos/sunshinecity/389607913/
Tvarohové tiramisu – kladení druhé vrstvy piškotů – by Matěj Baťha – http://commons.wikimedia.org/wiki/File:Tvarohov%C3%A9_tiramisu_5.jpg
Burj_Khalifa – by Joi – http://de.wikipedia.org/w/index.php?title=Datei:Burj_Khalifa.jpgThe 10 Commandments – by John Taylor – http://www.flickr.com/photos/jbtaylor/5304492399/
Ultrasound Scanning 2006-05-05 – by Morten Liebach – http://www.flickr.com/photos/morten_liebach/141966147/
