13. The Standish Group has stated for many years that clear goals
are achieved when all the stakeholders are focused on and understand the
core values of the project.We believed that goal clarity and focus were
essential to a successful project. However,measuring success by both the
Traditional and Modern metrics we found the opposite to be true.
14. Upss..Also,We Know
That 35% Of Initial
Scope Will Change
During Development
On Avg
Source:Advanced Methods Inc.
30. There Is No Wrong Product! There
Are Untrained People!
31. The Ultimate Summary
Catch the Deadline
(follow the plans)
Pressure
No Change On
Scope!
Upfront
Detailed
Analysis
Waste Features
Higher Cost
May
Decrease
Quality
Unsatisfied
Users
Trigger
Change
putmorepressure
53. Project
Type Characteristics Leader’s
Job
Chaotic
High
Turbulence
No
clear
cause-‐and-‐effect
Unknowables
Many
decisions
and
no
time
Immediate
action
to
re-‐establish
order
Prioritize
and
select
actionable
work
Look
for
what
works
rather
than
perfection
Act,
sense,
respond
Complex
More
unpredictability
than
predictability
Emergent
answers
Many
competing
ideas
Create
bounded
environments
for
action
Increase
levels
of
interaction
and
communication
Servant
leadership
Generate
ideas
Probe,
sense,
respond
Complicated
More
predictability
than
unpredictability
Fact-‐based
management
Experts
work
out
wrinkles
Utilize
experts
to
gain
insights
Use
metrics
to
gain
control
Sense,
analyze,
respond
Command
and
control
Simple
Repeating
patterns
and
consistent
events
Clear
cause-‐and-‐effect
Well
establish
knowns
Fact
based
management
Use
best
practices
Extensive
communication
not
necessary
Establish
patterns
and
optimize
to
them
Command
and
control
Source:“Management Frameworks,” Harvard Business Review, October 2008
Management Style Mismatch!
65. What AboutThe Progress?
How Much Already DONE?
Most of the
documentation,
none of the actual
product
May be more than
20-30% of the
actual product is
working
70. Communication
level
in
your
team
Decision
making
structure
Accountability
level
Frequency
of
customer
involvement
Speed
of
handling
change
requests
Working
output
delivery
frequency
Testing
process
Analysis
process
Authentication
policies
Progress
transparency
Learning
&
improvement
culture
Face
to
face,
open,
frequent Mostly
written,
not
frequent
Collaborative,
as
a
team Top
down,
one
man
show
Personal
responsibilityCommitment
as
a
team
Frequently At
the
beginning
&
end
At
most
in
few
weeks Takes
more
than
2
months
At
most
in
few
weeks Takes
more
than
2
months
Continuously
throughout
the
project
As
a
whole
at
the
end
Detailed
upfrontOngoing
Self
organizing
&
correcting Bureaucratic
Measured
and
visible Sensational
progress
tracking
Frequently
improving
things Status
quo
is
the
habit
ScoreYourself 15
NOTYET AGILEAGILE
73. Scrum is a framework within which people can address
complex problems, and productively and creatively deliver
products of the highest possible value. It is the most
preferential and mostly used management tool among all
Agile methodologies.
74.
75. ROLES IN SCRUM
Product
Owner
Scrum
Master
Development
Team
• Optimizes the value of the Product
• Creates and maintains the Product Backlog
• Chooses what and when to release
• Represents stakeholders and customers to the
DevelopmentTeam
• Creates the product Increment
• Operates in a series of Sprints
• Organizes itself and its work
• Collaborates with Product Owner to optimize value
• Enacts Scrum values, practices, and rules throughout
the organization
• Ensures the ScrumTeam is functional and productive
• Provides guidance and support for the ScrumTeam
Reference: Scrum.org
76. ARTIFACTS IN SCRUM
All Product Backlog items selected
for a Sprint
+
A plan by the DevelopmentTeam to
deliver them
• An ordered list of desirements
• Potential features of the product
• The single source of truth for
what is planned in the product
PRODUCT BACKLOG
SPRINT BACKLOG
Reference: Scrum.org
77. EVENTS IN SCRUM
Reference: Scrum.org
daily time-boxed event of 15
minutes, or less, for the
DevelopmentTeam to re-plan
the next day of development
work during a Sprint
time-boxed event of 1
day, or less, to start a
Sprint. It serves for the
ScrumTeam to inspect
the work from the
Product Backlog that’s
most valuable to be
done next and design
that work into Sprint
backlog
time-boxed event of 4 hours, or
less, to conclude the
development work of a Sprint. It
serves for the ScrumTeam and
the stakeholders to inspect the
Increment of product resulting
from the Sprint
time-boxed event of 3
hours, or less, to end a
Sprint. It serves for the
ScrumTeam to inspect
the past Sprint and plan
for improvements to be
enacted during the next
Sprint
PLANNING MEETING
DAILY SCRUM
SPRINT REVIEW
SPRINT RETROSPECTIVE
81. Tell him to eat peas as a parental authority ?
Reward him with ice cream if he did eat
Eat peas as a good role model
Explain the reasons why eating peas is good for him
www.acm-‐software.com
82. Birch* Found One
ThingThat Worked
Predictably:
Peer Pressure
We tend to conform
to the behavior of
people around us
* Researcher, Leann Lipps Birch, University of Illinois
