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Agile Turkey summit 2014 - Empirical Management explored

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One of the core principles of the agile movement was to shift the focus of software development to creating more valuable software, sooner. It can be expected that the managing of software in an agile environment would put value at its heart; over old, industrial parameters like scope, budget, time. Informed management decisions to maximize value cannot be made without collecting evidence of it. Enter the need of evidence-based decision-making, which is a great start in bringing the Scrum Stance to the managerial domain, leading to a new management culture, Empirical Management.

Gunther Verheyen uses ‘Evidence-Based Management’ to go into an exploration of empirical management as the best fit for the age of agile. 

Gunther is director of the Professional Series at Scrum.org and a partner of Ken Schwaber.

Veröffentlicht in: Business
  • Hi Gunther. 'Scrum to Change the Enterprise' and 'Concurrent Development of Change' (slide 30-31) sounds good. How do you make a difference versus the current Enterprise Architecture approaches? I'm all ears.
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Agile Turkey summit 2014 - Empirical Management explored

  1. 1. Evidence-Based Managing of Software Empirical Management Explored by Scrum.org – Improving the Profession of Software Development Gunther Verheyen Shepherding the Professional Scrum series Scrum.org Istanbul October 24, 2014
  2. 2. 3 MIN How would you describe your contribution to the wonderful act of software creation? Raise your hand if it is: • Coding • Testing • Architecting • Designing • Analyzing • Documenting • Coaching • Managing © 1993-2014 Scrum.org, All Rights Reserved 2 Short Survey About You Thank you for thinking in terms of activities and (multiple) skills, not titles and positions.
  3. 3. Two Decades of Scrum (1995-2014) © 1993-2014 Scrum.org, All Rights Reserved 3 Empirical Management Explored
  4. 4. © 1993-2014 Scrum.org, All Rights Reserved 4 Scrum Resolves Complexity (1995)
  5. 5. © 1993-2014 Scrum.org, All Rights Reserved 5 Scrum Expresses Agile (2001) • Empowers people • Controls risk (time-boxing) • Enables validated learning • Is goal driven • Thrives on discovery • Delivers Value • A bounded environment for action
  6. 6. A Craze During the First Decade of Agile? (2002-2014) scrum·pede © 1993-2014 Scrum.org, All Rights Reserved 6 /skrʌmˈpiːd/ 1. Sudden frenzied rush of (panic–stricken) companies to do Scrum because they want to be Agile, too. 2. To flee in a headlong rush back to prescriptive ways of doing things because Scrum is hard work. 3. To massively scale volume because changing the organization and eliminating wasteful activities cannot be done. Inspired by © Tomasz Włodarek.
  7. 7. 2 MIN What is the state of agile and Scrum in your region, business or organization? © 1993-2014 Scrum.org, All Rights Reserved 7 The State of Agile (2014)
  8. 8. © 1993-2014 Scrum.org, All Rights Reserved 8 Scrum. Ultimately.
  9. 9. People employ empiricism to optimize the value of their work. © 1993-2014 Scrum.org, All Rights Reserved 9 The Scrum Stance
  10. 10. © 1993-2014 Scrum.org, All Rights Reserved 10 If a problem cannot be solved, enlarge it. - Dwight D. Eisenhower Scrum at Large Empirical Management Explored
  11. 11. © 1993-2014 Scrum.org, All Rights Reserved 11 Observed Scrum Adoption Challenges • Isolated Scrum Teams • Flaccid Scrum: – A lack of engineering standards – A distant customer – The belief in magic • The difficulties of frequent releases • Predictive management Are you scaling Scrum? Or are you scaling dysfunctions?
  12. 12. What if we would start with Scrum before attempting to ‘scale’ it? © 1993-2014 Scrum.org, All Rights Reserved 12
  13. 13. © 1993-2014 Scrum.org, All Rights Reserved 13 Starting With Scrum
  14. 14. © 1993-2014 Scrum.org, All Rights Reserved 14 Yes, We Do Scrum. And… Not Scrum Scrum High Benefits “ScrumAnd”
  15. 15. © 1993-2014 Scrum.org, All Rights Reserved 15 Yes, We Have A Product Owner. And… Product Owner role Expected benefits Yes, And… Not Scrum analyst proxy business mandate mini-CEO
  16. 16. © 1993-2014 Scrum.org, All Rights Reserved 16 Yes, We Have A Definition Of Done. And… Expected benefits Yes, And… Not Scrum Done Work Develop Test Integrate QA Release
  17. 17. © 1993-2014 Scrum.org, All Rights Reserved 17 Maximizing Scrum • Team effectiveness through collaboration, autonomy and self-organization • Skills (training) • Engineering: infrastructure, tooling & automation • Quality standards & guidelines • Elimination of low value • A definition of Done that reflects releasable
  18. 18. © 1993-2014 Scrum.org, All Rights Reserved 18 Serial Scrum is THE (only) Foundation to Scale
  19. 19. © 1993-2014 Scrum.org, All Rights Reserved 19 Yes, You Can Add Teams 1. A product has one Product Backlog managed by one Product Owner. 2. Development Teams often align work via a Scrum-of- Scrums.
  20. 20. © 1993-2014 Scrum.org, All Rights Reserved 20 Yes, You Can Integrate Multiple Products Requirements and expectations are aligned across products by the Product Owners. (Product Owner Team)
  21. 21. Choose wisely where to invest in first © 1993-2014 Scrum.org, All Rights Reserved 21 – Dysfunctional Scrum – Maximizing Scrum – Scaling Scrum
  22. 22. © 1993-2014 Scrum.org, All Rights Reserved 22 But still… Delighting Customers? Are you looking to increase output, or optimize the value of your output?
  23. 23. © 1993-2014 Scrum.org, All Rights Reserved 23 Scrum Teams manage themselves. You don’t manage them. You set goals. -Ken Schwaber The Enterprise and Scrum Empirical Management Explored
  24. 24. © 1993-2014 Scrum.org, All Rights Reserved 24 How IT Is Typically Managed • IT is a cost center. • Software development is an expense, some of which may be capitalized. • Expenditures are ‘managed’ through projects. Success = f { Planned_Time, Predicted_Scope, Allocated_Budget }
  25. 25. © 1993-2014 Scrum.org, All Rights Reserved 25 How Scrum Is Typically Used • Scrum is the new methodological flavor for delivery from IT to business. • Delivery is done through projects. But we now measure and compare at the team level, no longer the individual’s level. • The goal is more Scrum, more scope. Success = f { Practices, Velocity, Performance }
  26. 26. © 1993-2014 Scrum.org, All Rights Reserved 26 Basics: Simplicity and Bottom-up “Scrum promotes bottom-up thinking with top-down support to discover and emerge what works best for you, your organization and your context.” Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
  27. 27. © 1993-2014 Scrum.org, All Rights Reserved 27 Remember? “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.” How is that for a purpose?
  28. 28. Foundational principles when ‘scaling © 1993-2014 Scrum.org, All Rights Reserved 28 agile’: – Agility can’t be planned – Agility can’t be dictated – Agility has no end state
  29. 29. © 1993-2014 Scrum.org, All Rights Reserved 29 Start with Value Employing the Scrum Stance in the managerial domain: • Transparently inspect the value of software – By measuring the outcome of the work • To adapt how the work is done – By facilitating change to the organization, the environment, the teams
  30. 30. © 1993-2014 Scrum.org, All Rights Reserved 30 Scrum To Change The Enterprise Primary Evidence Secondary Evidence Measure Facilitate Change • Skills, Knowledge, Understanding  Product managers  Managers  Developers • Practices, Tools, Standards
  31. 31. © 1993-2014 Scrum.org, All Rights Reserved 31 Concurrent Development of Change Enterprise Facilitate Change Process Value Productivity Quality Domain Functions Enterprise All domains and business functions Process The effective use of Scrum, Scrum Masters Productivity Software and product development, Development Teams Value Product management, release management, PMO, Product Owners Quality Infrastructure, architecture, tools, standards, conventions, QA
  32. 32. © 1993-2014 Scrum.org, All Rights Reserved 32 Or Try This Great Alternative Approach
  33. 33. Empirical Management – Implements the Scrum Stance – Optimizes Software Value – Employs Primary Evidence © 1993-2014 Scrum.org, All Rights Reserved 33 A Lasting Transformation
  34. 34. © 1993-2014 Scrum.org, All Rights Reserved 34 Closing Empirical Management Explored
  35. 35. “The future state of Scrum will no longer be called ‘Scrum’. What we now call Scrum will have become the norm, and organizations have re-invented themselves around it.” Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013 © 1993-2014 Scrum.org, All Rights Reserved 35
  36. 36. © 1993-2014 Scrum.org, All Rights Reserved 36 About Gunther Verheyen • eXtreme Programming and Scrum since 2003 • Professional Scrum Trainer • Directing the Professional series at Scrum.org • Co-developing the Scrum@Scale framework at Scrum.org • Author of “Scrum – A Pocket Guide (A Smart Travel Companion)” (2013) Mail gunther.verheyen@scrum.org Twitter@Ullizee Blog http://guntherverheyen.com
  37. 37. © 1993-2014 Scrum.org, All Rights Reserved 37 Connect with the Scrum.org community Twitter @scrumdotorg LinkedIn LinkedIn.com /company/Scrum.or g Facebook Facebook.com /Scrum.org Forums Scrum.org /Community RSS Scrum.org/RSS
  38. 38. © 1993-2014 Scrum.org, All Rights Reserved 38 Thank you

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