Presentation Transcript

1. “Scrum BUT…  Implementation of Scrum: Bad Culture vs. Bad Strategy.”Lance Wadman

2. Lance Wadman IT Manager at WGU Report to Niel Nickolaisen, CIO of WGU Worked as Product Manager, IT Director, and Project Manger CSM, Scrum Master, Scum Enthusiast, LEAN admirer, and process/service Coach (Scrum, KanBan, Continues Delivery)
3. Who is Lance EET from BYU MBA from BYU 14 years in IT 10 years Managing Process, People, and Product Blah, Blah, Blah Who is Lance??????
4. Who my wife thinks I am 80% of the Time:
5. My wife thinks I am the other 20%
6. My younger Children think I am:
7. My Teenagers think I am:
8. The people I work with think I am:
9. My coworkers think I am:
10. What my Boss Thinks I am:
11. What I like to do:
12. What I really like to do:
13. Who I like to hang out with:
14. Why this topic: Lance’s Background Presentation Agile Training Coaching Person to Person Identified common failures in Agile (scrum) implementation New Topic for Presentation Current Execution No Magic pill, Nobody is Perfect (continual improvement) Collaboration to solve the problem
15. What was the Pain/Failure? No one knows what they want until they see it Once they see it, they want to change it. BIG Project FAIL
16. Agile to the Rescue Delivers business value in “chunks” Relies on stakeholder feedback Embraces change Continuous learning A framework for conversation No accumulation of technical debt
17. Agile Manifesto We value: Individuals and interactions over processes and tools Working software over comprehensive docsCustomer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. www.agilemanifesto.org
18. Agile Benefits
19. General Trend of Scrum Implementation
20. Why is it that after implementing Agile I feel like:
21. What Scrum Should look Like:
22. What it often looks like:
23. What outsiders often think of Scrum:
24. Known sore spots of Scrum Meetings Cross functional team understanding Organizational structure Organizational processes Getting a product backlog Getting a product owner Non dedicated resources Integrating support tasks Daily estimates Breakdown of work Long term planning Coordination with other teams – conflicting priorities
25. Outline Scrum Implementations Ripping the band aid Use Inspect and Adapt for implementation, build on what you already have adopting Scrum practices.
26. Ripping the band aid Sudden Change is often hard Attrition Too Much Too Fast, Groups become overwhelmed Don’t ask Why, just do it. Teams are forced to comply
27. Inspect and Adapt implementation Slow to implement Often regress to old habits People feel like they are in a constant state of change Wins are often lost because losses overshadow them Management get lost in short wins and not big picture
28. Complain and Explain People often complain about Scrum and how it does not work. When they are asked a series of questions they always reply with some sort of SCRUMBUT. Scrum / Agile have side effects if not followed. Cultures often dictate what parts of scrum will work and what parts will not
29. Scrum Diet Often Scrums are seen as temporary set of processes. People implement scrum but don’t work through the pain and end up going back to bad habits. Diet vs. Lifestyle If you want permanent results than you have to make permanent changes. Scrum is culture changing! Sprints need down time, time to eat.
30. How do you make these changes Scrum UP! Decide to implement scrum and then DO IT. Need bye in from Executive to team members. T-Shirts Identify Goals and have a system of Measuring…”Scrumometer”
31. Scrumometer
32. Outline of what MS means MS1: Backlog; Do you have a healthy backlog? Do you have enough stories in the backlog that would allow you to complete the project in enough detail to clarify any ambiguity? MS2: Grooming; does your project meet with several SMEs (subject matter experts; developers, QA , SM, PO) and assign story points to each backlog item (story)? MS3: Planning; does the team take time to plan out each sprint with detailed tasks, breaking down the stories into hourly efforts. Do the tasks get assigned an hour estimate and then compared to total effort with available resources? MS4: Stand Ups; does you team meet together on a regular bases and go over what you did previous, what you are going to do next, and identify any roadblocks? Does the team update the radiator board on regular bases? MS5: Burn Down Chart; Does your team work with burn down charts that indicate how the progress of the project is going? Do you have the chart is a visible place where others from outside the team can see the project’s progress? MS6: Demo; does your team hold demos of work completed during the sprint. Are stake holders invited to come see what has happened over the past sprint. MS7 :Retrospective; does your team hold a retrospective to see what was done well or poorly, what you would like to try next sprint and anything that need escalating? MS8: Inspect and adapt; does the team work on items that were identified in the previous sprint’s retro and continually try to improve? MS9: Roles; Are roles defined within the group. Do all members know who they need to turn to for escalation, clarification, and/or direction? MS10: Free Time; Do members of the team have the opportunity at the end of a sprint to work on personal projects that would better the team, project, or WGU?
33. First Steps: Pilot Scrum with “A” Team Pick a large and important project to start with Large Projects are seen, it is easier to get permission to change when Big projects are involved.
34. Get “A” Team: Get the Lewis and Clark type Willing to break rules (established processes) Willing to learn and use new techniques, and lose the old ones Converted to the cause, must be a scrum enthusiast Dedicated to the team and the commitments made by the team Skilled, have skills that add to the success of the project
35. Sponsor Scrum Implementation is hard, so you need somebody of influence to set the stage for the execution of Agile. Without Executive Buy-in Scrum WILL fail, it is too much change to go without warrant. The sponsor will also control the pace and prioritization of the implementation Get Middle Management involved, they are the ones that are often the most at Risk
36. http://p-a-m.org/2010/01/119/
37. Train People Before Scrum Implementation starts it is important that the pioneers get Great Training. Have the Pioneers become your scrum advocates and train the following groups/people
38. Product Owners Must BE “GREAT” Product Owners have to know what scrum means to them, they have to be committed to their part of the process. Bad POs mean bad stories which points to bad execution and before you know it you have a big pile of heaping stuff and SCRUM is labelled a “Failure”
39. Solid Teams Teams or members of the team have to be dedicated to the sprint. Having team members be apart of several teams is detrimental to Scrum. All for one and one for ALL
40. Execute on Inspect and Adapt Every sprint has a retrospective Use the cards that come out of the retrospective and work on the Bads but maintain the Goods Adopt one more practice of scrum each sprint and build upon what you already have SCRUM is a framework, not a dogma. It annoys me to no end when people criticize others for not having an “up to the letter” implementation of SCRUM. If you’re not changing your ways from iteration to iteration, you’re missing a lot of the benefit that SCRUM provides.  http://launchware.com/articles/adopting-agile-methods-five-ways-your-scrum-implementation-can-fail
41. Rest They are called sprints for a reason Give teams to break out into individuals and work on projects that They want to work on. Reward work and Reward Rest, allow individuals to demo what they have been working on during Rest time.
42. Conclusion There is no such thing as bad culture, just bad execution. Follow Scrum and allow it to fit into your culture.
43. Perfection is not in the destination but in the journey.
44. Agile is not Just for IT Task Related All departments that need prioritization Even at Home Working with WGU teams