Scrum is simple to explain, yet hard to implement. Often the mechanics are executed without adoption of the underlying principles and values. This happens often where management assumes that Scrum is “just for software development” and that nothing else needs changing. In such situations, Scrum roles, artifacts and events are understood in terms of the prevailing traditional mindset: - backlog as a specification - sprint as a small project - ScrumMaster as project manager - commitment as a fixed date & scope contract While such an implementation of Scrum might deliver predictable results and lead to some improvements, it often fails to transform the organisational mindset and culture. Your business might do the wrong things righter instead of delivering better and better products to delight your customers. To achieve a transformation of mindset and culture, an organisation needs to avoid the pitfalls mentioned above and adopt Scrum as a framework that inspires everyone to continually challenge the status quo. One way to achieve this is using Scrum sprints as risk-limiting containers for safe-to-fail experiments. This enables you to deliberately discover the potential of your people's capability and your products' value. Reviews and retrospectives need to be leveraged to drive this continuous improvement process. The talk will increase awareness of these types of Scrum and help you to rather “be agile” instead of just “do agile”—using Scrum to drive that transformation.

1. Two kinds of Scrum
... or why the values and principles behind Scrum are so important
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2. Many just do the mechanics ...
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3. Worked for me = Best practice for everybody?
Ever ybo dy in a T Yo u nee d to
eam
sho uld be able to have ATDD
do in place and
other eng.
ever ything
practices
SM sho uld be part of the
Es t i ma
team t io n is
and no was te
t nee d
The PO has to be at ed
the
Daily Scrum
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4. Scrum will solve all our Problems ...
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5. Scrum doesn‘t solve Problems
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6. Where do we come from ...
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7. Emp
ir ic a
l Pro
cess
Con
trol
Ite
e
ipl
rat
c
p rin
ive
l
Pul
&
king
Inc
T hin
ean
re
L
me
nt
al
Agile Reading Glasses
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8. Empirical Process control
Agile is based on empirical control, through transparency, inspection and
adaptation the best processes are emerging while doing, and only retrospectively it
is possible to recognize successful adaptation from non successful ones
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9. Defined Process Control Production-based process
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10. Empirical Process Control R&D based process
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11. Pull Principle
Agile approaches are based on pull principle which allows self-organizing teams to
pull in work and knowledge as needed in order to deliver valuable quality software
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12. Pu
Pull
sh
C ti on
Focus on value
om ra
bo
pl lla
En
ia o
nc C
for
e
cem
ent
Individual Team
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13. Lean Thinking
Lean Thinking inspired process improvement through constant observation of the
unevenness in a flow, resources or people overburdening and elimination of
wasteful activities
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14. do not overload your
Overburden
People
(無理: muri)
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15. Unnecessary
Variations
(斑: mura) keep the Flow
Even
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16. Wasteful
Activities
(無駄: muda)
remove non value adding
Activities
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17. Iterative & Incremental
Delivering a product in subsequent iterative releases, not only improves the explicit
quality of it, it also allows everybody involved in its development as well as every
stakeholder, to learn better what is really needed to support a business vision
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18. it
e
lu
y
Do
d
it
Va
ea
ve
ne
ea
d
R
o
Id
pr
d
!
A
fy
Im
ri
Ve
1 2 3 4 5
0% 100%
Iterative & Incremental
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19. Let‘s have a look back to the Framework
• Empirical Process Control
• Pull principle
• Iterative & Incremental
• Lean Thinking
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20. Thank you
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