Weitere ähnliche Inhalte Kürzlich hochgeladen (20) Death by Scrum Meeting Agile20101. Death by Scrum
Meeting @ Agile2010
Pete Behrens
Agile Leadership Coach
@petebehrens
trailridgeconsulting.com
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
2. Stories and pictures from around the US and more...
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Friday, August 13, 2010
3. What challenges are you facing?
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Friday, August 13, 2010
4. It’s not about meetings...
It’s about leadership
of people
and environments
P = ⨍(p,e)
Derby, 2009
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Friday, August 13, 2010
5. The Journey
Focus Visualize Engage
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Friday, August 13, 2010
6. Focus
Context Matters
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Friday, August 13, 2010
7. Why was Scrum created?
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Friday, August 13, 2010
8. Teams & Timeboxes
Focus & Feedback
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Friday, August 13, 2010
9. Scrum Meetings
Release Planning
Sprint Planning
Sprint Review
Sprint Retrospective
Daily Scrum
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Friday, August 13, 2010
10. Does Scrum have too many meetings?
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11. Lencioni doesn’t think there are too many meetings, but...
Meetings are
boring and
ineffective
They drive the
culture of an
organization
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Friday, August 13, 2010
12. Meetings are
ineffective
They lack context
or focus
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Friday, August 13, 2010
13. Lencioni’s
Focus/Frequency
recommendation
Strategic
Quarterly
Tactical
Bi-weekly
Daily
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Friday, August 13, 2010
14. Scrum Meetings Focus/Frequency Meeting
Looks alot
Strategic like Scrum...
Release Planning
Quarterly
Sprint Planning
Tactical
Sprint Review
Bi-weekly
Sprint Retrospective
Daily Daily Scrum
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
15. Most complaints come from too much time...
16 Daily Scrum
10%
Retrospective
12
hours
Review
8
Planning
4
0
1 2 3 4
Sprint Length (in weeks)
Keep meeting
time under 10%
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
16. Sprint Meeting Time
16
10%
12
hours
8 Daily Scrum
Retrospective
4 Review
Planning
0
1 2 3 4
Sprint Length (in weeks)
In order to reduce sprint meeting times and increase meeting effectiveness, a number of things
need to be addressed - Strategy,Visualization and Engagement. Each of these will be addressed in
this presentation.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
17. Scrum Meetings Focus/Frequency Meeting Duration
Strategic
Release Planning 120-240 min
Quarterly
Sprint Planning 60-120 min
Tactical
Sprint Review 30-60 min
Bi-weekly
Sprint Retrospective 15-30 min
Daily Daily Scrum 5-15 min
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
18. Scrum Meetings Meeting Duration
When we skip strategy,
everything falls apart
Release Planning 120-240 min
0 min
S**t falls down
Sprint Planning 60-120 min
240-960 min
Sprint Review 30-60 min
60-120 min
Sprint Retrospective 15-30 min
60-120 min
Daily Scrum 5-15 min
30-60 min
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
19. Story: The 1 hour daily
With a two week release cycle, often teams are just focused on the immediate
work. In this case, it turned every day into a 1 hour daily meeting. Create a
quarterly release cycle to address strategy, which will focus each sprint more
clearly. Use the sprint planning to address the tactical, and only the daily for
immediate coordination issues.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
20. Story: The stealth release
Even with a 3 year development release, as in the case of this medical device
company, create quarterly release milestones for focus and feedback. Here they
are engaging actual physicians, clinicians and IT administrators in a milestone
internal release.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
21. Story: Creating a rhythm
Create a daily, sprint and release rhythm to keep the
flow, focus and feedback. In this case, Salesforce.com has
created a seasonal release timeline with monthly
corporate sprint cycles and 2 week team sprint cycles.
They have met release deadlines for 3 straight years.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
22. Focus
Conclusion: Meeting Context Matters
Meetings are critical to collaboration/coordination of
teams focusing on work in short productive sprints
Spend more time on strategy every quarter
If Sprint and Daily meetings are long - typically indicates
that strategy was not addressed properly
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Friday, August 13, 2010
23. Why is strategy so hard and often left out?
Because it’s not hard-wired
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Friday, August 13, 2010
24. Visualize
Our potential is just being realized
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25. Prefrontal Cortex
PFC
Memorizing
Recalling
Deciding
Understanding
Inhibiting
Small
Hungry
Limited
The PFC is a relatively new development in the brain. It is the primary thinking part of our
brain. Unfortunately, it is very small and can only hold about 4 items at a time. To do more
complex thinking, memory swapping and complex maps allow it to process more. However, this
uses a lot of energy within the brain and degrades throughout the day of using it.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
26. Visual Cortex
Store, recall, link VC
Images
We think in pictures
Efficient
Powerful
Evolved
Helper
The VC is one of the most powerful elements of our brain and can help our PFC. The brain
stores either visual or auditory maps - however the auditory maps are also relatively new to
language development and therefore much less powerful. In order to help our thinking, we must
do more to incorporate the visual cortex to help people see the space we are working in.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
27. Problems vs. Solutions
Problems are hard-wired
Solutions are not
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Friday, August 13, 2010
28. Thinking
Known problems
inside the
Current solutions
box
Our brain only stores what we have seen and created. Therefore, when we think, we mostly
think about things we have seen before or know about. This is what we call “thinking inside the
box”. To create new solutions, it requires our PFC to form new ideas from existing ones.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
29. New
Solutions
Must be
Envisioned
This depicts the eyes seeing a picture, using the VC to visualize it in the brain, then through the
PFC, moving the pieces around to form new configurations. Doing this almost always engages
the visual cortex. The more we can external engage the visual cortext in meetings will help our
team’s think outside the box.
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Friday, August 13, 2010
30. Do you play planning poker?
Why? When?
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31. Planning poker relies primarily on the auditory brain
While Planning Poker is an excellent way to engage team members in conversation around a
story, they tend to limit the visual cortex. Not being able to see the stories in context of each
other creates silo’d thinking. We will see other ways to visualize story points.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
32. Do you use User Stories?
User Stories are another
primarily auditory
communication that can invoke
the visual cortex.
However, the noise involved in
all of the other words within
the User Story tend to obscure
the picture and it looks like
static.
One technique is to highlight
key words or phrases to
separate the key points from
the noise to help the brain
visualize it more clearly.
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Friday, August 13, 2010
33. Use titles and
underline words
in User Stories.
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Friday, August 13, 2010
34. Categorize and Color Backlogs
To help the PFC process more easily, categorize the backlog in themes. Color coding themes
also helps the brain visually distinguish work, especially when cards are moved around for sizing
and prioritization. Here you see that only titles are used - no user stories. This is a quarterly
strategy session output - a release backlog.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
35. Before the quarterly strategy release planning session...
Roles
Areas
Stories
Release
Goal
Before their quarterly release strategy
session, they had a release goal and
some proposed User Stories for the
roles and product areas.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
36. After a quarterly strategy release planning session...
Roles
Acceptance
Criteria
Spikes
Stories
Working as a team, they discussed the known stories, created and split other stories, discussed
acceptance criteria, and filled in all of the holes in their knowledge with spikes to go research.
This was a strategy session for one quarter of their 3 year product release. In addition, roles
and product areas are visualized in a grid to help isolate functionality and usability.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
37. Visualize Size
A more effective visualization approach to estimating size is to use an affinity-based estimation
technique. Just arrange backlog items smallest to largest, then bucket into story points. The team
does this collaboratively moving them around a table or on a wall.
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Friday, August 13, 2010
38. Visualize Time
This is a 6 month release cycle with multiple themes represented. Each story has been
estimated and prioritized. The dates are only approximations, but will be validated and negotiated
through actual velocity.
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Friday, August 13, 2010
39. Visualize Time
Another time visualization with various themes represented. In this case, they have separated
what their two quarter goals are and will track accordingly.
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Friday, August 13, 2010
43. Visualize Strategy
To support their seasonal release rhythm, Salesforce.com has a multi-team (30-60 teams)
coordinate all of their strategy release sessions together. This helps identify shared goals,
collaboration and dependencies across teams and product areas.
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Friday, August 13, 2010
44. Visualize Dependencies
Here is a picture of evaluating some of the technical dependencies between teams.
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Friday, August 13, 2010
45. Visualize
Conclusion: In order to run effective meetings, visualize
as much as possible to help people see new solutions
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Friday, August 13, 2010
46. Engage
Unleash the power of the organization
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Friday, August 13, 2010
47. Organizational Patterns
All organizations have
communication patterns
based on their structures -
roles, responsibilities, and
environments. This chart
shows communication of a
development process -
brighter red is more central
in communication.
In this case, there are two
patterns present which are
limiting effectiveness - the
number of roles is large and
the manager roles are central
in the communication path.
Through changing the
structure of the
organization, we can impact
their effectiveness in
productivity and meetings.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
48. Roles and communication
% Communication Saturation
100
80
60
40
20
0
0 10 20 30 40 50 60
# Organization Roles Harrison, 2004
Because there are so many roles in this organization, their communication saturation is very low
- this measures the actual role-to-role communication versus their potential. To increase
communication, and thus meeting effectiveness, they need to reduce their roles and re-locate
their producer-type roles into the center of the communication.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
49. Team Structure
Here is another
communication map from a
different company. In this
case the number of roles is
much less and the developer
is at the center of the
communication, but there is
still a very limited
communication saturation.
In this case, team structure
was central to their
communication. As this team
was modeled, each developer
was responsible for a
different product set. There
was very little shared
development, learning or
growing within the
organization.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
50. % Communication Saturation Reducing roles increases communication
100
80
60
40
20
0
0 10 20 30 40 50 60
# Organization Roles Harrison, 2004
Through some team and product focus restructuring, the team was able to not only increase
their communication saturation as shown in this picture, but also increase their productivity and
quality. In this case, they were formed into two Scrum teams which funneled multiple product
backlogs into their work queue.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
51. Team Communication
Cut comm. by 5x
Cut the t
eam in ha
lf
105
84
63
3
5 42
7
9 21
11
13 0
15
In order to increase effectiveness on a team, and therefore make meetings more effective, team
size and the number of roles in an organization is critical. By reducing a team in half, you can
reduce the number of communication paths by a factor of 5. Smaller teams are just more
efficient, they are much more efficient.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
52. Team Size and Distribution
Many companies leverage offshore development. However, one of the strongest at this is
McKinsey & Company as presented through two reports at Agile 2009. In one case, they reduced
onshore-offshore team size from 9 to an onshore team of 3 with improved productivity. In
another case, they restructured their support and architecture organizations into a Scrum team
to reduce support costs by a factor of 4.
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Friday, August 13, 2010
53. Visual Sprint Planning
This team uses whiteboard walls to fully immerse into their sprint planning. After printing out
their User Stories from Rally, they post them on the wall and then begin to discuss, diagram,
split, share, write tasks, communicate, etc. After all of that is complete, they bring in their laptops
and write the tasks back in Rally. Sprint planning in less than an hour.
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Friday, August 13, 2010
54. Visual Release Planning
Through using themes and stores represented on cards, the team is fully engaged in a visual
release planning session. It is through this hands on approach that begins to transition the
ownership of the release from management to the team members. The team will identify all
stories within a theme, size and prioritize them visually.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
55. Viasually Engaged
Teams are more engaged when there is a visual representation of their work. When teams are
engaged, they share more ownership and responsibility in the result. To transfer ownership from
managers and ScrumMasters to team members, give the team something to hold do and own.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
56. Team Immersion Visual & Engaged
Wireless Generation has one of the best team and meeting environments available. Their office
space is a warehouse-like open shell with team pods throughout. Each team pod has their visual
release and sprint backlogs, space for the team members to work, and space for the team
members to hold ALL of their meetings. Environments help make or break meeting effectiveness.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
57. Engage
Conclusion: Evaluate Organization and Team Patterns to
effect their performance and meeting effectiveness
In each of these cases, the organizational and team structures played a key role in a teams ability
to be effective in delivering value. This is directly impacted by their meeting effectiveness. So
when looking at meeting effectiveness, it is necessary to look beyond the meeting behaviors.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
58. Summary
To run effective meetings which drive productive and effective teams, separate the strategic
and tactical context and create a quarterly strategic planning session.
Visualize the work as much as possible to help the team foster new thinking and new
solutions.Visualization also helps speed up the meeting.
Finally, evaluate the organizational patterns of roles and team structures to create effective
teams which can communicate, collaborate and engage.
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010
59. Thank you
Pete Behrens
@petebehrens
pete@trailridgeconsulting.com
www.trailridgeconsulting.com
© Copyright 2010 Trail Ridge Consulting, LLC
Friday, August 13, 2010