7. Weinberg-Brooks’ Law
More software projects have gone
awry from management’s taking
action based on incorrect system
models than for all other causes
combined.
19. Play with these VARIABLES
Cycle
time
#
defects
Costs of
maintenance
#
people
Motivation
Code
quality
#
managers
Tech
debt
20. driving transformation
1. Understanding the system dynamics
– Know what you’d like to change and how you can measure it
– Facilitate agreement among key stakeholders and supporters
that change in necessary
2. Designing an experiment:
– Pick one holistic value flow
– Avoid all-in
– Your goal is to create a new product organization within the
existing company
– Facilitating “informed consent”
24. driving transformation
1. Understanding the system dynamics
– Know what you’d like to change and how you can measure it
– Facilitate agreement among key stakeholders and supporters
that change in necessary
2. Designing an experiment:
– Pick one holistic value flow
– Avoid all-in
– Your goal is to create a new product organization within the
existing company
– Facilitating “informed consent”
3. Facilitating formation of new structures:
– Teams and roles.
30. How to deal with resistance?
work with volunteers!
31. driving transformation
1. Understanding the system dynamics
– Know what you’d like to change and how you can measure it
– Facilitate agreement among key stakeholders and supporters
that change in necessary
2. Designing an experiment:
– Pick one holistic value flow
– Avoid all-in
– Your goal is to create a new product organization within the
existing company
– Facilitating “informed consent”
3. Facilitating formation of new structures:
– Teams and roles.
4. Facilitating agreements of coordination practices:
– Internal and external ones.
32. Prefer decentralized coordination
0. Just talk
- avoid Scrum of Scrums
1. Communicate in Code
- real CI, no branches
2. Communities
- functional relationship
- coordinator (+ScrumMaster)
- solve real issues
- delegate real work to teams
3. Cross-team Meetings
- multi-team PBR
- multi-team SP1, SP2
- overall sprint review
- overall retrospective
- diverge-merge pattern
4. Open Spaces
5. Component Mentors
- gardens the component community
- organizes design workshops
- does code reviews (no approval)
- monitors long-term health
- mentors and evangelizes
6. Travellers
- an expert joining a team for a sprint
7. Scouts
- a visitor to another team (e.g. Daily)
- not a ScrumMaster
8. Leading Teams
- additional responsibilities
- coordination and education
- dealing with undone departments
33. MORE ON THESE IDEAS
www.less.works
- see the new book “Large-Scale Scrum”
- read the case studies on the site
I’ve blogged recently on coordinaLon at:
krivitsky.com/блог
agiletrainings.eu/blog