Tracking Velocity Over Time Allows a Whole Company to Improve Output

Transcription

1 Tracking Velocity Over Time Allows a Whole Company to Improve Output Points Raw Scrum Inc. Velocity History (not adjusted for fluctua=on in team capacity by sprint) 15x output with 4x FTEs Holiday 2011 Sprint Source: Scrum Inc. performance data 2012 Scrum Inc.

2 We are at a Tipping Point for Scrum The Tipping Point: How Little Things Can Make a Big Difference (ISBN ) is a book by Malcolm Gladwell, first published by Little Brown in 2000." Gladwell defines a tipping point as "the moment of critical mass, the threshold, the boiling point."[1] The book seeks to explain and describe the "mysterious" sociological changes that mark everyday life. As Gladwell states, "Ideas and products and messages and behaviors spread like viruses do." In July of 2012 there were 20,000 Scrum jobs open in the U.S. In Jan 2014 there are 420,000 Scrum jobs open in the U.S.

3 Gartner Tipping Point 2012 Planning Guide: Application Delivery Strategies Business users are losing patience with old-school IT culture. Relationships are tense and resentful. Legacy systems and practices impede agility. Bottom line - GET AGILE Adopt a product perspective. Say goodbye to waterfall. Improve cross-competency collaboration. Launch a deep usability discipline. Start a technical debt management program.

4 U.S. Dept of Defense Tipping Point 2010 Defense Acquisition Bill. These are the rules that the Department must follow when purchasing anything. Here s the relevant section 804: IMPLEMENTATION OF NEW ACQUISITION PROCESS FOR INFORMATION TECHNOLOGY SYSTEMS. The key language is this: (2) be designed to include (A) early and continual involvement of the user; (B) multiple, rapidly executed increments or releases of capability; (C) early, successive prototyping to support an evolutionary approach; and (D) a modular, open-systems approach. Basically, for the DoD, Agile became the law.

5 Scrum s Strengths Allow us to Rethink the Organization of Tomorrow Unlike traditional organizations, Scrum can scale linearly, violating Brooks Law (see The Mythical Man Month) Scrum breaks down command and control structures Scrum needs Leadership rather than Management Discipline d Whimsic al Bureaucracy Rigid rule enforcement Extensive written rules and procedures Hierarchy controls Autocracy Top down control Minimum rules and procedures Hierarchy controls Coercive Leadership Empowered employees Rules and procedures as enabling tools Hierarchy supports organizational learning Organic Empowered employees Minimum rules and procedures Little hierarchy Empowering Coercive versus enabling bureaucracies Source: Adapted from P. S. Adler, "Building BeNer Bureaucracies," Academy of Management Execu=ve, 13:4, November, 1999, Jeffrey, Liker ( ). The Toyota Way: Management Principles and Fieldbook (EBOOK) (Kindle Loca=ons ). McGraw- Hill. Kindle Edi=on.

6 Prototype Organiza=ons

7 Organization Change is Not Enough Scrum ATDD Component Architecture

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9 Scrum Is Implemented Across Large Organiza=ons 3,000 developers working in Scrum Teams As of 2011, All new sooware development done using Scrum Wrote book on experience using Scrum at Scale As of Nov 2012, close to 1,000 Scrum teams Line Management role transi=oned to facilita=ng removal of impediments Parallel Product Owner management structure now in place as well

10 Regular Departure Release Planning MicrosoO Case Study Prior to 2005, MicrosoO released a new version of its Team Founda=on Server (TFS) product roughly every 18 months Using Scrum, it now deploys a new version internally every 3 weeks wk. 18mo. Release Release 5wk. 18mo. Release Release Release Internally Every Sprint wk. 3wk. Source: Sam Guckenheimer and Neno Loje. Agile Software Engineering with Visual Studio. Microsoft Press, 2012.

11 Valve Corporation A Sneak Peak at the Future of Scrum California-based gaming company that has moved to an entirely agile org. structure No managers or performance reviews Work done by self-organizing Cabals composed of team members interested in a given project Any team member can propose a new project, but must convince others of its merits to get them to join the team Over time, we have learned that our collective ability to meet challenges, take advantage of opportunity, and respond to threats is far greater when the responsibility for doing so is distributed as widely as possible. Namely, to every individual at the company. We are all stewards of our long-term relationship with our customers. - Valve employee handbook Valve is extremely successful, with revenues estimated at $1-2B, and profit per employee higher than either Google or Apple Method to working without a boss: step 1. Come up with a bright idea step 2. Tell a coworker about it step 3. Work on it together step 4. Ship it!

12 @eduscrum eduscrum.nl Collabora/on that gives you wings Friends:

13 Freedom in the classroom

14 The Leading Edge

15 Scale to thousands of teams Con=nuous deployment =mes per day Runs the internet Scrum en=re enterprises Fundamental to educa=on, agriculture, government, and healthcare Future of Scrum

16 Opportunity If EMC did the same as Microsoft, these would be the benefits Doubling of production (conservatively) 90% reduction in defects Reduce cost of $75K/month/team (3000/7) * $75K * 12 = $385,714,286 $385.7M annual cost reduction

17 Life, Liberty, and the Pursuit of Happiness Happiness for its own sake is not the right outcome to seek. People need a sense of fulfillment resulting from an important job done well. We should aspire not just to make employees "happy," but to do so by helping them achieve great things! Rob Markey. Transform Your Employees into Passionate Advocates. Harvard Business Review, Jan-Feb 2012

18 2012 Scrum Inc. Questions 4