The Rugby Method (SCRUM)

1. The Rugby Method(SCRUM) Abel Juarez

2. Outline • What inspired the new method? • First commercial companies to use • The 6 Keys to Managing New Process • Limitations • SCRUM in Software development

3. The Old Way • Product development was like a relay race. • Basics Marketing Principles • High Quality • Low Cost • Differentiation • Characteristics • Specialized • Slow • Rigid

4. The New Process • Team oriented holistic approach. • Added Speed and Flexibility to marketing • Team works together • Phases could be done simultaneously • Hand-picked, multidisciplinary team “Team tries to go the distance as a unit, passing the ball back and forth” Takeuchi and Nonaka

5. First Companies to use New Method • Hirotaka Takeuchi and IkujiroNonaka, described the new process being used in 1986. • “The New New Product Development Game” Companies studied (Projects) • Fuji-Xerox (FX-3500-copier) • Honda (City car) • NEC (PC 8000-personal computer) • Canon • (PC-10-personal copier, AE-1 single lens camera, Auto Boy (Sure Shot) lens shutter camera)

6. 6 Keys to Managing the Process • Built in instability • Self-organizing project teams • Overlapping development phases • “Multilearning” • Subtle control • Organizational transfer of learning

7. Built in Instability • Management initiates by giving a broad goal or general strategic direction. • Team is given freedom • Management also gives challenging requirements for the team to work with • Example: Fuji-Xerox FX-3500 team, was given 2 years to make a high-end copier at half the cost of its other high-end copiers.

8. Self-organizing Project Teams • Team starts at a state of “0 information” • Team operates like a start-up company • Self-organizing conditions • Autonomy- Management is hands off • Self-transcendence- Sets own goals, tries things that have never been done • Cross-fertilization- Team members share knowledge with each other

9. Overlapping Development Phases • Team develops a “rhythm”. • Different team members must synchronize their pace to meet deadlines • “At some point, the individual and the whole become inseparable.” • Pulse of the team is fastest in the begining and slows down as the project continues. • Overlapping helps prevent stops in the process

10. “Multilearning” Multilevel learning Multifunctional learning Experts encouraged to get experience in different fields. Example: Epson mechanical engineer went back to college to study electrical engineering during project • Individual • Example: 3M, encourages engineers to pursue their “dream” • Group • Example: Honda team members sent to Europe • Corporate • Company wide programs or movements • Example: Fuji, TQC

11. Subtle Control • Management still needs to check on team • 7 ways for Subtle control • Selecting right people for the project team • Create open work environment • Encourage members to get customer feedback • Establish evaluation and reward systems • Managing rhythm throughout • Anticipate and tolerate mistakes • Encourage suppliers to be self-organized

12. Transfer Learning • Team members and company use knowledge from project in other projects in different departments • Project activities are made standard practice at company. • This can be tough • Companies have to unlearn years of lessons and experience

13. Limitations • Requires great commitment from company and team members. • Overtime • May not apply to breakthrough products • May not apply to enormous projects • “It may not apply to organizations where product development is mastermined by a genius who makes the invention and hands down a well-defined set of specifications for people below to follow”

14. SCRUM in Software Development • Easlel Corporation, first to use SCRUM method in software development. 1993. • Dr. Jeff Sutherland, first to refer to the method by the 1 word Why? • Gantt charts didn’t work • Software was never finished when scheduled Process broken into a series of Sprints

15. Roles • SCRUM Master • Keeps distractions away from team, makes sure goal are being met • Product Owner • Represents stakeholders(customers) and business, makes sure team delivers value • Development Team • Project team, in charge of producing increments at the end of sprints

16. Terminology • Product backlog • A prioritized list of high-level requirements. • Sprint backlog • A prioritized list of tasks to be completed during the sprint. • Increment • “Sum of all the Product Backlog Items completed during a sprint and all previous sprints” • Sprint burn down chart • Daily progress for a Sprint over the sprint’s length.

17. Sprints

18. Meetings • Sprint planning meeting • Beginning of each sprint. • Decide what is to be done during sprint • Prepare Product Backlog • Daily Scrum • Short daily meeting during the sprint, where the team talks about how things are going • What did you do yesterday? • What will you do today? • What obstacles got in your way?

19. Meetings • Sprint review meeting • Review sprint • Present demo to stakeholders • Sprint retrospective • Review sprint process • What went well? • What can be done better next time?

20. Summary SCRUM Method • Team oriented • Freedom leads to creativity • Allows flexibility • Knowledge is shared