Tangible Scrum. Fabian Schwartz 21 June 2017

Transcription

1 Tangible Scrum Fabian Schwartz 21 June 2017

2 @FabianSchwartz CEO at Casmena Born in 1979 in Berlin, attended software engineering and later Business Administration in Sydney. Working in different positions from developer to program manager. Experience gathered allowed him to create his own companies: SBS and Casmena, delivering Agile training and consulting in South America. 17 years in the IT industry (7 as a Consultant) 12 years as University lecturer and trainer 10 years with Scrum 2

3 City Center Harmon Hotel (Las Vegas) 3

4 The Plan Scope: 49 stories luxury hotel Cost: US$ 4 billion Time: Participants Norman Foster MGM Resorts Dubai World Perini Pacific Coast Steel Etc 4

5 The Result Scope: 28 stories Cost: US$8.5 Billion Time:

6 Why did this happen? Dr. Burçin Becerik, Harvard University Dr. Peter Love, Curtin University Inadequate communication and collaboration Missing precision and efficiency with critical information Collaboration Critical Information 6

7 Agenda 1 Megatrends 2 Complexity & Uncertainty 3 Scrum in Construction 4 Scrum in Oil & Gas 5 Scrum in Manufacturing 6 Summary My concern is that decision makers are caught in traditional, linear thinking to think about the forces of disruption and innovation shaping the future. - Klaus Schwab 7

8 Megatrends Advanced Robotics Internet of Things 3D printing New materials Writing DNA Bio printing Source: The Fourth Industrial Revolution, Klaus Schwab

9 Agenda 1 Megatrends 2 Complexity & Uncertainty 3 Scrum in Construction 4 Scrum in Oil & Gas 5 Scrum in Manufacturing 6 Summary My concern is that decision makers are caught in traditional, linear thinking to think about the forces of disruption and innovation shaping the future. - Klaus Schwab 9

10 Cost of Change vs Certainty of Scope ScrumColombia.Org Cost of change or sunk cost high low Sequential fases with Quality Gates Sequential with Fast tracking Front end loading Iterative Well known New to the company Scope 10

11 Fail early Analysis Specifications Development Test Roll-out high Cost of change Uncertainty low Beginning time End 11

12 Fail early Analysis Specifications Development Test Roll-out high Cost of change Uncertainty low Beginning time End 12

13 The Scrum Framework SM Daily Scrum 24 h Sprint Review Sprint Planning Sprint, max 30 días Sprint Retrospective Product Backlog Sprint Backlog PO T T T Fully functional increment 13

14 Where is the uncertainty in your project? 14

15 Agenda 1 Megatrends 2 Complexity & Uncertainty 3 Scrum in Construction 4 Scrum in Oil & Gas 5 Scrum in Manufacturing 6 Summary My concern is that decision makers are caught in traditional, linear thinking to think about the forces of disruption and innovation shaping the future. - Klaus Schwab 15

16 15 stories in 6 days Mag. 9 resistant ScrumColombia.Org 16

17 Integrating Project Delivery Measurable Value Production Management Collaboration and Co-location Visualization/Simulation Product Owner defines the value he expects from the building in a measurable way. The design will then focus on that value. Production has to use INTEGRATED processes and systems. Key is to produce in small modules. Teams have to be colocated (at least per module) and multifunctional. In order to communicate effectively and receive rapid feedback the team needs a technology that allows to visualize and simulate the design of the building. Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode,

18 SM Daily Scrum 24 h Sprint Review Sprint Planning Sprint, max 30 días Sprint Retrospective Product Backlog Sprint Backlog PO T T T Fully functional increment 18 Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode,

19 SM Daily Scrum 24 h Sprint Review Sprint Planning Sprint, max 30 días Sprint Retrospective Product Backlog Sprint Backlog T PO T T Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode, 2017 Fully functional increment 19

20 SM Daily Scrum 24 h Sprint Review Sprint Planning Sprint, max 30 días Sprint Retrospective Product Backlog Sprint Backlog T PO T T Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode, 2017 Fully functional increment 20

21 SM Daily Scrum 24 h Sprint Review Sprint Planning Sprint, max 30 días Sprint Retrospective Product Backlog Sprint Backlog T PO T T Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode, 2017 Fully functional increment 21

22 SM Daily Scrum 24 h Sprint Review Sprint Planning Sprint, max 30 días Sprint Retrospective Product Backlog Sprint Backlog T PO T T Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode, 2017 Fully functional increment 22

23 Takeaway for Scrum in Hardware Prototypes Modularize Co-located team Source: 23

24 Agenda 1 Megatrends 2 Complexity & Uncertainty 3 Scrum in Construction 4 Scrum in Oil & Gas 5 Scrum in Manufacturing 6 Summary My concern is that decision makers are caught in traditional, linear thinking to think about the forces of disruption and innovation shaping the future. - Klaus Schwab 24

25 Cash Flow in Oil&Gas projects Source: A typical E&P cash-flow project based upon the Brazil Fiscal System (Suslick, 2005) 25

26 Cash Flow in Oil&Gas projects Source: A typical E&P cash-flow project based upon the Brazil Fiscal System (Suslick, 2005) 26

27 Case Study Building a Pipeline ScrumColombia.Org Cut PNID into chunks Do the modelling Discuss the model Continue modelling Slice the process flow into modules eg. engineering, civil, electrical. In one Sprint, advance the modelling until you reach around 30% Sprint Review: Discuss the model with all engineers and as well with the client Use the results to do the next Sprint Source: Hernan D. Perez, Toyo Engineering

28 Modelling/Prototyping - 3D Printing Testing hydraulic fracturing fluids for complex networks of shale rock 3D printing shale rock pore networks could also create perfect, replicas of rock samples with identical porosities Testing sample parts in engineering Printing sample parts E.g. to review design options for hydrogen lines (hydrogen lines inspection is very complex)

29 Cases GE Oil and Gas has started experimenting with plastic and metal 3D printers è reduced time for prototyping from 12 weeks to 12 hours Halliburton is using 3D printing across different business lines completion tools wire lines perforation tools testing & subsea, drill bits Oil&Gas company (anonymous client McKinsey) used a scrum approach to simplify drilling standards from 1,000 pages to fewer than 100 ècut drilling cost by 30 percent.

30 Takeaway for Scrum in Hardware Prototypes Modularize Test & Data driven development Source: 30

31 Agenda 1 Megatrends 2 Complexity & Uncertainty 3 Scrum in Construction 4 Scrum in Oil & Gas 5 Scrum in Manufacturing 6 Summary My concern is that decision makers are caught in traditional, linear thinking to think about the forces of disruption and innovation shaping the future. - Klaus Schwab 31

32 Boeing Dreamliner C-Suite Innovation Outsourcing Labor relations Toyota Model Communication & Collaboration

33 Boeing Dreamliner - Innovation ScrumColombia.Org Source: Boeing 33

34 Boeing Dreamliner Modular/Outsourcing Source: Boeing 34

35 The Dreamliner 787 Launch Source: Boeing 35

36 Extreme Manufacturing - Wikispeed ScrumColombia.Org 36

37 Extreme Manufacturing - Wikispeed XP Engineering Principles User Stories Pairing and Swarming Test Driven Development Scrum Organization Roles & Responsibilities Iterative Design/Sprints Make Work Visible Measure Velocity Continuous Improvement Object Orientated Architecture Modular Components Contract-First Design Design Patterns Re-use and Inheritance 37

38 Slicing (Each module should test a PO hipothesis) ScrumColombia.Org Source: Joe Justice, Scrum Inc. & WikiSpeed 38

39 Takeaway for Scrum in Hardware Modularize Continuously Integrate Interface Design Test & Data driven development Source: 39

40 Agenda 1 Megatrends 2 Complexity & Uncertainty 3 Scrum in Construction 4 Scrum in Oil & Gas 5 Scrum in Manufacturing 6 Summary My concern is that decision makers are caught in traditional, linear thinking to think about the forces of disruption and innovation shaping the future. - Klaus Schwab 40

41 The Scrum in Hardware Guide Prototypes Start where uncertainty is high Modularize Continuously Integrate Interface Design Co-located team Test & Data driven development Have a working product at the end of each Sprint! Source: 41

42 Credits Dr. Raymond Levitt Professor - Stanford University Dr. Jeff Sutherland Founder of Scrum, CEO Scrum Inc JJ Sutherland Chief Product Owner, Scrum Inc Joe Justice Founder Wikispeed M Kelley Harris Hernan D. Perez Agile Coach & Trainer SourceCell Project Manager Whisper Energy 42

43 Fabian Schwartz CEO scrumcolombia.org Questions fabian@casmena.co tz 43

44 Thank you for attending Fabian Schwartz 21 st of June 2017