Scrum Day Twin Cities

1. Transforming the World of
Work? Or Confusing It?
Angela Johnson, PMP, PMI-ACP, CST
Certified Scrum Trainer & Agile Transformation Coach
http://collaborativeleadershipteam.com
@AgileAngela

2. Angela Johnson
PMP, PMI-ACP, CST
• 20+ years Information Technology with
traditional SDLC and Scrum/Agile
• Scrum Alliance:
 Trainer Approval Committee
 CSM Learning Objectives Team
 Agile Leadership Added Qualification Team
• Volunteer Facilitator PMI-MN Agile
Practitioner Community
• Based in Minneapolis, MN
2Copyright 2015 Collaborative Leadership Team

3. This “New” Thing Called Scrum? Agile?
• January 1986 Harvard Business Review, Takeuchi &
Nonaka observed teams working in a “rugby approach”
• The inspiration for Jeff Sutherland naming his
framework “Scrum”
• Presented as a formal process with Ken Schwaber at
OOPSLA 1995 Austin, Texas
• Jeff and Ken helped create the Agile Manifesto in
August 2001
• In the year 2015 people are talking about this “new”
thing called Scrum … or Agile
3Copyright 2015 Collaborative Leadership Team

4. 4Copyright 2015 Collaborative Leadership Team

5. How Did that Feel?
• How did it feel to be asked to change seats?
• Did you view this as an opportunity to sit next to
someone new?
• Or as an uncomfortable / undesirable change?
• Do you have the urge to go back to your original
seat?
5Copyright 2015 Collaborative Leadership Team

6. Peter M. Senge
“People don’t
resist change.
They resist being
changed.”
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8. Respond to Change More Effectively
• Stop the Organizational A.D.D. – Start
Focusing
• Stop the Utilization Games – Start Trusting
People
• Stop Doing Fake Scrum – Start Teaching
Empiricism
8Copyright 2015 Collaborative Leadership Team

9. Start Focusing
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10. Start Focusing
• It “all” cannot be priority
• By definition, priority means:
– The condition of being prior
– The right to precede others in rank, order, privilege, etc.1
• Recall the earlier discussion about change being
imposed on people as opposed to inviting active
participation in change
1 dictionary.reference.com: priority
10Copyright 2015 Collaborative Leadership Team

11. 1 Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.
2 Welcome changing requirements, even
late in development. Agile processes
harness change for the customer's
competitive advantage.
3 Deliver working software frequently, from
a couple of weeks to a couple of months,
with a preference to the shorter
timescale.
4 Business people and developers must
work
together daily throughout the project.
5 Build projects around motivated
individuals. Give them the environment
and support they need, and trust them to
get the job done.
6 The most efficient and effective method
of
conveying information to and within a
development team is face-to-face
conversation.
7 Working software is the primary measure
of progress.
8 Agile processes promote sustainable
development.
The sponsors, developers, and users
should be able to maintain a constant
pace indefinitely.
9 Continuous attention to technical
excellence and good design enhances
agility.
10 Simplicity--the art of maximizing the
amount of work not done--is essential.
11 The best architectures, requirements, and
designs emerge from self-organizing
teams.
12 At regular intervals, the team reflects on
how to become more effective, then
tunes and adjusts its behavior accordingly.
http://agilemanifesto.org/
11

12. Start Focusing
“Just get rid of the
crappy stuff and focus
on the good stuff”
Steve Jobs response to
Nike, CEO Mark Parker
12Copyright 2015 Collaborative Leadership Team
http://www.forbes.com/sites/carminegallo/2011/05/16/steve-jobs-get-rid-of-the-crappy-stuff/

13. Start Trusting People
13Copyright 2015 Collaborative Leadership Team

14. Start Trusting People
• People NOT “resources”
• When we refer to people as “head count”, “work
force”, or “resource”, we conveniently reduce them
to something inferior and less human
• “If we don’t have to see people as fully human, it
makes it easier to make decisions that negatively
impact them.”
http://www.inc.com/chuck-blakeman/why-you-should-never-use-the-term-human-
resources-again.html
14Copyright 2015 Collaborative Leadership Team

15. 1 Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.
2 Welcome changing requirements, even
late in development. Agile processes
harness change for the customer's
competitive advantage.
3 Deliver working software frequently, from
a couple of weeks to a couple of months,
with a preference to the shorter
timescale.
4 Business people and developers must
work
together daily throughout the project.
5 Build projects around motivated
individuals. Give them the environment
and support they need, and trust them to
get the job done.
6 The most efficient and effective method
of
conveying information to and within a
development team is face-to-face
conversation.
7 Working software is the primary measure
of progress.
8 Agile processes promote sustainable
development.
The sponsors, developers, and users
should be able to maintain a constant
pace indefinitely.
9 Continuous attention to technical
excellence and good design enhances
agility.
10 Simplicity--the art of maximizing the
amount of work not done--is essential.
11 The best architectures, requirements, and
designs emerge from self-organizing
teams.
12 At regular intervals, the team reflects on
how to become more effective, then
tunes and adjusts its behavior accordingly.
http://agilemanifesto.org/
15

16. Start Teaching Empiricism
16Copyright 2015 Collaborative Leadership Team

17. Start Teaching Empiricism
“I looked at how people actually work,
rather than how they say they work”
17Copyright 2015 Collaborative Leadership Team
• Scrum embraces uncertainty and
creativity
• It places structure around the
learning process
• Every little while stop what you’re
doing, review and if you should
continue or do better
• It’s a simple idea but requires
thought, introspection, honesty and
discipline

18. Start Teaching Empiricism
Inspect Adapt Transparency
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19. 1 Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.
2 Welcome changing requirements, even
late in development. Agile processes
harness change for the customer's
competitive advantage.
3 Deliver working software frequently, from
a couple of weeks to a couple of months,
with a preference to the shorter
timescale.
4 Business people and developers must
work
together daily throughout the project.
5 Build projects around motivated
individuals. Give them the environment
and support they need, and trust them to
get the job done.
6 The most efficient and effective method
of
conveying information to and within a
development team is face-to-face
conversation.
7 Working software is the primary measure
of progress.
8 Agile processes promote sustainable
development.
The sponsors, developers, and users
should be able to maintain a constant
pace indefinitely.
9 Continuous attention to technical
excellence and good design enhances
agility.
10 Simplicity--the art of maximizing the
amount of work not done--is essential.
11 The best architectures, requirements, and
designs emerge from self-organizing
teams.
12 At regular intervals, the team reflects on
how to become more effective, then
tunes and adjusts its behavior accordingly.
http://agilemanifesto.org/
19

20. Wrapping Up
THANK YOU!
Please stay in touch!
Angela Johnson, PMP, PMI-ACP, CST
angela@coleadteam.com
http://collaborativeleadershipteam.com/
Copyright 2015 Collaborative Leadership Team 20