8. DILBERT Š 2007 Scott Adams. Used By permission of UNIVERSAL UCLICK. All rights reserved.
9. We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
10. THE 12 AGILE PRINCIPLES
www.AgileManifesto.org
Our highest priority is
to satisfy the customer
through early and
continuous delivery of
valuable software.
Welcome changing
requirements, even late in
development. Agile
processes harness change
for the customer's
competitive advantage.
Deliver working
software frequently,
from a couple of weeks
to a couple of months,
with a preference to the
shorter timescale.
Business people and
developers must work
together daily
throughout the project.
Build projects around
motivated individuals.
Give them the environment
and support they need,
and trust them to get the
job done.
The most efficient and
effective method of
conveying information to
and within a development
team is face-to-face
conversation.
Working software is the
primary measure of
progress.
Agile processes promote
sustainable development.
The sponsors, developers,
and users should be able
to maintain a constant
pace indefinitely.
Continuous attention to
technical excellence
and good design
enhances agility.
Simplicity--the art of
maximizing the amount
of work not done--is
essential.
The best architectures,
requirements, and
designs emerge from
self-organizing teams.
At regular intervals, the
team reflects on how to
become more effective,
then tunes and adjusts
its behavior accordingly.
11. SCRUM IN ONE SLIDE
Development
Sprint Planning Sprint Review
Sprint Retrospective
Sprint
ROLES: Scrum Master, Product Owner, Developer
ARTIFACTS: Product Backlog, Sprint Backlog, Product Increment
16. âThe Scrum Master is responsible for
ensuring Scrum is understood and
enacted. Scrum Masters do this by
ensuring that the Scrum Team adheres to
Scrum theory, practices, and rules.â
--The Scrum Guide
18. LEADING CAUSES OF FAILED AGILE PROJECTS
From the 9th Annual VersionOne State of Agile Report
Š2015 VersionOne, Inc. - State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
42%
Company philosophy
or culture at odds
with core agile values
37%
External pressure to
follow traditional
waterfall processes
38%
Lack of management
support
30%
Insufficient training
33%
A broader organizational
or communications
problem
33%
Unwillingness of
team to follow agile
20. BARRIERS TO FURTHER AGILE ADOPTION
From the 9th Annual VersionOne State of Agile Report
Š2015 VersionOne, Inc. - State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
22%
Concerns about a
loss of management
control
24%
Management
concerns about lack
of upfront planning
29%
Management support
44%
Ability to change
organizational culture
34%
General organizational
resistance to change
35%
Not enough personnel
with necessary agile
experience
22. Scrum Masters have their
hands full, but not with
software developmentâŚ
23. A scrum master can avoid becoming an
impediment to their team by frequently
inspecting and adapting their behaviors.
24. Common Scrum Master Impediments:
⢠Agile Expert â one true way to âbe agileâ
⢠Project Manager â assigning tasks
⢠Technical Lead â dictating solutions to the dev team
28. ARE YOU A SUPER HERO?:
â˘Team seeks your approval before acting
â˘Team asks about the âright wayâ to do Agile
â˘Are you insisting on âcorrectâ solutions?
29. THINGS TO CONSIDER:
â˘Resist the urge to solve the teams problems
â˘Get comfortable with awkward silence
â˘Focus on relationships
41. Happy Accidents
â˘Thomas Edison âfailedâ thousands of times
until he found the correct filament for the light
bulb.
â˘Post-It notes were invented to replace
bookmarks.
â˘Kleenex tissues were originally made to remove
make-up.
â˘WD40 is named after the number of attempts to
get the water displacement formula correct.
These ideas were at one point failuresâŚ
53. âI donât think that design will work. You
should code the story like thisâŚâ
54.
55. THINGS TO LOOK FOR:
â˘Is design/architecture emergent?
â˘Are the developers disengaged?
â˘How does the team decide the best way to
do their work?
â˘Is pair programming, #mobprogramming, or
swarming happening?
56. ADJUSTMENTS:
â˘Leave the developers alone
â˘Step down as scrum master and resume a
coding role
â˘Focus on guiding rather than directing
â˘Ask for permission to help
63. Communication is your greatest tool. How
you frame discussions WILL make or
break your agile transformations and
projects.
64. âTeams ship working software
at the end of each sprint. Thatâs
why we implemented scrum.
Work the weekends if youâre
behind. The team needs to
deliver on their commitments.â
67. âAgile processes promote sustainable
development. The sponsors, developers,
and users should be able to maintain a
constant pace indefinitely.â
--Agile Manifesto
68. Sustainable pace is a quality play
â˘Burned out developers deliver bad code
â˘They also find better jobs
69. Sustainable pace is a productivity play
â˘Continuous integration, automated
testing, skill building, and whole team
understanding become important when
long hours are not an option
70. Sustainable pace is predictable
â˘Over a period of time, the amount of
work that a scrum team - working at
a sustainable pace - can accomplish
will become consistent
90. ??????
AGILE IMPACTS EVERYONE
⢠Organizational Change
⢠Leadership Change
⢠Team Change
⢠Status Change
⢠Job Description Change
⢠Role Change
⢠Culture Change
91. âPeople who ask others to change may not
understand what value they are asking
people to give up. And in fact, they may not
appreciate or even notice whatâs valuable
to the people they expect to change.â
--Esther Derby
92. We are telling people to
give up the tools, methods,
processes, and behaviors
that have made them
successful.
93. WARNING SIGNS:
â˘Arguments â âWhat has to be trueâŚ?â
â˘Emotional outbursts
â˘Am I talking to the team or at the team?
â˘Your feelings â âAm I enjoying my role?â
94. ARE YOU BEING KIND?
â˘Take time to reflect on difficult exchanges
â˘What is motivating you?
â˘Anxiety, fear, or frustration
â˘Address the âfrictionâ in the retrospective
â˘Ask the team for feedback and support
95. RESPONSES TO CHANGE ARE INVALUABLE
What is the source of their resistance?
Do people know
how to do what
they are being
asked to do?
Is there a
personal conflict
that is causing
resistance?
Is someone a
champion of the
old process?
Are there
systems in place
that reward
disruptive
behavior?
Is the path to
success unclear
to them?
What does
someone lose
due to the
change?
100. SCRUM MANAGEMENT ⢠Manage the boundaries
⢠Build Stable Teams
⢠Hire people â Grow skills
⢠Act transparently
⢠Examine systems &
correct faulty ones
⢠Give guidance when
asked/needed
⢠Reach across org charts
⢠Definition of Done
⢠Continuous improvement
⢠Expect working software
every sprint
Vision â Direction â Goals
âI finally have time to do my job.â
101. âA scrum teams job is to self-organize
around the challenges, and within the
boundaries and constraints, put in place
by management.â
--Mike Cohn, Succeeding with Agile
102. What must be true for a
person to ask that
question?
103. âAgile is for IT. Why are you
talking to HR and finance?"
105. âYou canât coach if youâve
never developed software. Pick
another scrum master for this
team."
106. âManagers are still needed. Not so
much for their planning and controlling
ability, but for that important job of
interfacing on the teams behalf with the
rest of the organization.â
--Diana Larsen
If people feel they have no control over their situation they may begin to behave in a helpless manner. Inaction can lead to overlooking opportunities for change.
"I told you not to use Lifebuoy!"
Prevents burnout which helps in turnover prevention.
Lowering stress has many benefits from increased health, improved state of mind and less absenteeism.
Working long hours for more than a week or two leads to less productivity than working fewer hours.
Working at a pace that is too high results in decreased quality and more mistakes.