AgileNCR 2011 Conference, 25th & 26th Feb 2011

1. Working
Towards…
True
Scrum
Mastery
Sanjiv
Augustine
Sanjiv.Augustine@LitheSpeed.com
Twitter:
@saugustine
February
25,
2011
Agenda
1. Agile
Adop7on
Trends
2. Mastery
–
Founda7onal
Principles
1. The
Path
to
Mastery
2. Understanding
Mo7va7on
3. LSD:
Intrinsic
Mo7va7on
3. Working
Towards
Scrum
Mastery
1. Personal
Mastery
2. Team
Mastery
3. Organiza7onal
Mastery
4. In
Summary
5. Q&A
2
1

2.
Who’s
Adopted
Scrum/Agile?
Many
companies
large
and
small
in
all
industries.
• Accenture
• Kronos
• BBC
• Macquarie
Bank
Agile
Adop7on
• BMC
Software
• Microsoft
• British
Telecom
• Nationwide
• Business
Week
• NIIT
• Capital
One
• ProRail
Trends
• Cognizant
• Sapient
• CSC
• Siemens
• DTE
Energy
• Shopzilla
• Gestalt
• ThoughtWorks
• Globo
• USAA
• Google
• Westinghouse
• HCA
Nuclear
• IBM
• Yahoo!
• Key
Bank
• Whole
Foods
3
The
Agile
Landscape
“Agile”
describes
a
series
of
related
methodologies.
Agile
Methodologies
• Scrum
Ken
Schwaber
and
Jeff
Sutherland
•
eXtreme
Programming
Kent
Beck,
Ward
Cunningham,
Ron
Jeffries
•
Crystal
Methods
Alistair
Cockburn
•
Feature
Driven
Development
Jeff
DeLuca
•
Dynamic
Systems
Development
Method
DSDM
ConsorAum
•
Kanban
Lean
Systems
and
SoCware
ConsorAum
Agile
Management
Frameworks
•
Agile
Project
Management
Jim
Highsmith,
Sanjiv
AugusAne
•
Agile
Management
David
Anderson
•
eXtreme
Project
Management
Rob
ThomseH,
Doug
DeCarlo
Source: 2009 State of Agile Development
4
Survey, VersionOne
2

3. The
Agile
Story
So
Far
State
of
Agile
Development
Survey
October
2010
4770
respondents
in
91
countries
Agile
Adop7on
Rate
Survey
Feb
2008
642
respondents
Speed
to
market:
Success
83%
indicate
agile
is
faster
or
same
Team
loca7on
percentage
Co-­‐located
Team
83%
Distributed
teams
but
72%
physically
reachable
Distributed
across
60%
geographies
Comparison
Average
project:
30%
success
rate
Agile
project:
60-­‐80%
success
rate
Sources:
hTp://www.soUwaremag.com/L.cfm?Doc=newsleTer/2004-­‐01-­‐15/Standish
5
hTp://www.versionone.com/pdf/5thAnnualStateOfAgile_FullDataReport.pdf
hTp://www.ambysoU.com/surveys/agileFebruary2008.html
Scrum
Trends
• The
past
five
years
have
seen
a
significant
rise
in
the
number
of
CSMs
• CSM
cer7fica7on
is
serving
as
a
pull
towards
agile
methods,
helping
drive
agile
adop7on
overall
• The
CSM
cer7fica7on
can
be
a
launchpad
towards
true
mastery
o Several
organiza7ons
have
been
prac7cing
Scrum
for
more
than
5
years
o Many
organiza7ons
are
pairing
Scrum
with
XP
and
Kanban
o Some
leaders
have
scaled
agile
to
the
enterprise
through
Lean
Thinking
Source: The Scrum Alliance
6
3

4. Mastery
–
Founda7onal
Principles
7
The
Path
to
Mastery
• Shu:
Following
o Learning
fundamentals
o Concentra7ng
on
basic
individual
techniques
• Ha:
Detaching
Ri
o Breaking
with
tradi7on
Ha
o Finding
new
ways
and
techniques
Shu
• Ri:
Fluent
o Complex,
integrated
knowledge
and
techniques
Adapted
from
Alistair
Cockburn,
hHp://alistair.cockburn.us/
Shu+Ha+Ri
8
4

5. Understanding
Mo7va7on
Intrinsic
Mo7va7on
Your
Journey.
What
are
we
passionate
about
doing?
How
and
when
do
we
work?
What
do
we
want
to
build?
Extrinsic
Mo7va7on
Your
Results.
What
have
we
achieved?
How
has
the
market
judged
us?
Do
our
rewards
match
our
results?
9
LSD
-­‐
Intrinsic
Mo7va7on
to
Happiness?
• L:
Lakshmi,
wealth
will
follow,
if
we
• S:
Pursue
Saraswa7
for
knowledge
• D:
To
get
Durga,
power;
we
have
to
give
Durga
Propitiate Lakshmi, Saraswati and Durga, writes mythologist Devdutt Pattanaik
Read more: Get high on LSD - The Times of India http://timesofindia.indiatimes.com/life-style/
10
spirituality/vintage-wisdom/Get-high-on-LSD/articleshow/7091980.cms#ixzz1Dz9YhlBk
5

6. Personal
Mastery
11
Shu
–
Learn
the
Fundamentals
• Best
way
to
begin:
one-­‐on-­‐
one
or
in
a
small
group
with
a
master
coach
• Let
go
of
current
exper7se
• Beginner's
mind:
mind
that
is
innocent
of
preconcep7ons,
judgments
and
prejudices
• Be
willing
to
look
foolish,
Mountain Kim Tae Kwon Do,
start
from
scratch
Master Andrew Gause, 5th Dan Black Belt
12
6

7. Ha,
Ri:
Prac7ce,
Learn
&
Evolve
• Experts
are
made
–
through
deliberate
prac7ce
• Key
aspects:
high
repeAAon,
feedback
on
results,
and
highly
demanding
• Embrace
the
plateau:
prac7ce
for
the
sake
of
prac7ce
Mountain Kim Tae Kwon Do,
Master Andrew Gause, 5th Dan Black Belt
13
Evolving
Scrum
-­‐
Agile
Engineering
Agile
Engineering
Practices
allow
teams
to
move
fast,
be
Dlexible
and
deliver
high
quality
software:
• Automated
Builds
&
Continuous
Integration
reduce
time
and
effort
associated
with
manual
builds,
and
risk
from
big-­‐bang
integrations
• Simple
Design
&
Refactoring
keep
incremental
development
from
leading
to
poor
architectures
• Multi-­‐Level/Automated
Testing
&
Test-­‐Driven
Development
reduce
testing
time
and
effort
and
allow
developers
to
make
changes
with
conXidence
• Pair
Programming
increases
Bill Wake, http://www.xp123.com
software
quality
without
impacting
time
to
deliver.
14
Agile
Engineering,
Pg.
124
7

8. Personal
Mastery
through
Flow
People
are
in
the
most
happy
when
they’re
in
a
state
of
flow.
-­‐
Mihaly
Csikszentmihalyi
Happiness
in
Ac7on
-­‐
the
eight
elements
of
Flow:
1. Clear
goals
2. Direct,
immediate
feedback
3. Balance
between
skills
and
challenges
4. Deep
concentra7on
on
the
task
at
hand
5. Complete
involvement
in
the
present
6. A
strong
sense
of
control
7. An
altered
sense
of
7me
During Flow, focus maximizes
performance and pleasure.
8. A
loss
of
self/ego
Image Source: http://www.pbs.org/thisemotionallife/blogs/flow
15
Team
Mastery
16
8

9. Team
Mastery
–
Self-­‐Assessment
10
9
8 8
7
7 7
7 Self
Assessment
6
7 6 show
good
progress
6
6
but
there
is
s7ll
work
to
do
in
terms
5
of
Customer
4 Involvement,
Planning,
3 3 Communica7ons,
and
Transparency.
2
1
Cu
Qu
Est
Co
Tea
Pro
Tr a
Ag
Ov
st
mm
ile
era
alit
im
nsp
du
mw
om
ati
ctiv
l
y
un
l
Sa
a
ork
er
ren
on
ic a
ity
tis f
In
an
cy
tio
vol
act
d
P
n
ve m
io n
la n
ent
n in
g
17
Evolving
Teams
with
Kanban
18
9

10. Scrum/Kanban
@
The
Motley
Fool
Situa7on
• Needed
to
respond
to
changing
business
priori7es
• Produc7vity
impacted
by
splieng
people
across
projects
• Communica7on
impacted
by
walls
between
func7onal
silos
Solu7on
• Kicked
off
transi7on
to
Scrum
as
major
event:
ini7al
training
and
subsequent
coaching
• Set
up
collocated,
integrated
teams
using
two
week
sprints
with
weekly
releases
• Used
Kanban
to
deal
with
variability
Results
• Adapted
to
business
priority
changes
with
liile
overhead
Source: The Motley Fool
• Work
aligned
with
product
backlog
• Partnership
with
business
strengthened
19
Organiza7onal
Mastery
20
10

11. An
Organiza7onal
Approach
Phase
1:
Setup
• Identify
the
“burning
platform”
• Educate
and
assess
• Establish
two
accountable
teams
“Rolling
Wave”
• Institute
Dirst
cut
governance
AdopAon
of
Agile
1.
‘Organiza7onal
Release
Phase
2:
Initial
Pilots
Planning’
• Follow
an
incremental
rollout
strategy
2.
Incremental
and
itera7ve
implementa7on
• Launch
and
assess
a
few
pilot
projects
3.
Retrospec7ve
• Assess
and
modify
agile
governance
4.
Repeat:
Go
To
Step
1
Phase
3:
Expanded
Pilots
• Use
tools
to
help
scale
• Design
collaborative
workspaces
• Combine
Lean
with
Agile
21
Sample
Metrics
from
Capital
One
IT
22
11

12. Scaling
–
High-­‐Level
Standardiza7on
&Tools
Create
a
defined
and
reliable
process:
• Standardize
high-­‐level
process
steps,
deliverables,
tools
and
artifacts
• Agree
on
process
audit
procedures
• Develop
standard
process
metrics
23
The
Lean-­‐Agile
Connec7on
“Lean”
is
a
term
coined
to
describe
the
Toyota
Production
System.
The
core
tenets
of
Lean
are:
Lean
Principles
Descrip7on
Value
What
the
customer
wants/needs
Waste
Ac7vi7es
that
don’t
add
Value
Downstream
ac7vi7es
“pull”
work
according
Pull
to
their
capacity
Value
is
delivered
con7nuously
through
Flow
minimal
gaps
between
Value-­‐added
ac7vi7es
Perfec7on
Inspect
and
adapt
con7nuously
24
12

13. In
Summary
• The
CSM
is
a
star7ng
point,
and
can
be
a
launch
pad
to
mastery
• True
mastery
takes
lots
and
lots
of
prac7ce,
7me
and
con7nuous
improvement:
personally,
within
teams
and
within
organizaAons
across
teams
• To
evolve:
o Personal
mastery:
understand
flow
and
dive
deep
with
XP
o Team
mastery:
understand
“best-­‐fit”
and
adjust
with
Kanban
o Organiza7onal
mastery:
understand
“enterprise”
and
scale
up
with
Lean
and
Tools
• Though
it’s
hard,
we
must
learn
to
love
the
journey
as
we
progress
towards
mastery
25
Contact
Us
for
Further
Informa7on
Sanjiv
Augus7ne
President
Sanjiv.Augus7ne@lithespeed.com
+
1
(703)
745-­‐9125
On
the
Web:
hip://www.lithespeed.com
hip://www.sanjivaugus7ne.com
"I
only
wish
I
had
read
this
book
when
I
started
my
career
in
sotware
product
management,
or
even
beier
yet,
when
I
was
given
my
first
project
to
manage.
In
addi7on
to
providing
an
excellent
handbook
for
managing
with
agile
sotware
development
methodologies,
Managing
Agile
Projects
offers
a
guide
to
more
effec7ve
project
management
in
many
business
seungs."
John
P.
Barnes,
former
Vice
President
of
Product
Management
at
Emergis,
Inc.
26
13