Scrum: The Future of Work The Art of Doing Twice the Work in Half the Time Presenter: Jeff Sutherland Las Vegas Gathering 6 May 2013 2011 Scrum Inc.
Changing Nature of Work simplyhired.com 800000 700000 600000 500000 400000 300000 200000 100000 0 Scrum Job Openings - U.S.
Why is Work Changing? United States Declaration of Independence We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable rights, that among these are life, liberty and the pursuit of happiness.
Most People Think Work Sucks 55% of workers are unhappy in their job (Conference Board) 65% are looking for a new job (Deloitte) 10% of American adults are depressed (CDC)
Unalienable Right to Life No more overtime! Openview Venture Partners J. Sutherland and I. Altman, "Take No Prisoners: How a Venture Capital Group Does Scrum," in Agile 2009, Chicago, 2009.
Scrum Gives People Liberty to Pursue Happiness Tal Ben-Shaher (2007) Happier: Learn the Secrets to Daily Joy and Lasting Fulfillment. McGraw Hill.
Our Problem: Bad Agile Chaos Manifesto 2011, Standish Group International, Inc. Source: 1993-2013 Jeff Sutherland
All Projects Should Be Early
In 1993 at Easel Corporation we decided: Radical Change Required Making the world a better place Japanese manufacturing - W. Edwards Deming Team process Silicon Valley entrepreneurs (Creative Initiative) Micro enterprise development Accion and Grameen Bank Process innovation and productivity research IBM Surgical Team (Mythical Man Month) Complex adaptive systems and irobot subsumption architecture Alan Kay and Xerox Parc Takeuchi and Nonaka - knowledge generation/lean Jim Coplien - ATT Bell Labs Pasteur Project
Complex Adaptive Systems Self organization No single point of control Interdisciplinary teams Emergent behavior Outcomes emerge with high dependence on relationship and context Team performance far greater than sum of individuals Rod Brooks, Colin Angle and Helen Greiner founded irobot in 1990 Rodney Brooks with Baxter Genghis Khan Rethink Robotics - New York Times 18 Sep 2012
10 How we invented Scrum: Learning about innovation from Xerox Parc Personal Workstation Mouse (SRI) Ethernet Windows Interface Laser Printer Smalltalk
Grandfather of Scrum: Ikujiro Nonaka Sutherland, Kenji, Nonaka - Tokyo, Jan 2011 The Japanese view Scrum as: A way of doing A way of being A way of life
Nonaka s Project Management Styles Requirements Analysis Design Implementation Testing Type A Isolated cycles of work NASA Waterfall Fuji-Xerox Scrum Type B Overlapping work Honda Scrum Type C All at once The overlapping of phases does away with traditional notions about division of labor. Takeuchi and Nonaka (1986)
Scrum team characteristics Transcendence (life) Autonomy (liberty) Cross-fertilization (pursuit of happiness)
Lean Enterprise Institute - Steve Bell Scrum Lean Product Creation Production Techniques
For Product Creation (Scrum = Lean) Toyota Lean Product Development Entrepreneurial System Designer (ESD) - the Scrum Product Owner Teams of Responsible Experts - the Scrum team Set Based Concurrent Engineering - used by the first Scrum team and companies like Apple Cadence, Pull, and Flow - Scrum sprint, self-management of work, and velocity
9th Hidden Turning Point in History U.S. News and World Report, 21 Apr 1991 - see also J. Womack, D. Jones, D Roos, The Machine that Changed the World: The Story of Lean Production. Harper Perennial, 1991. W. Edwards Deming taught the Japanese the PDCA cycle. PLAN: In Scrum, the Product Owner has a business plan and needs to execute it in a way that maximizes stakeholder value. DO: The ScrumMaster owns the process and facilitates the team that executes the plan. CHECK: The Product Owner inspects the results of team work in short cycles. ACT: The ScrumMaster facilitates a retrospective where the team discovers how to produce better results in the next cycle. PLAN means to avoid MURI, or unreasonableness DO means to avoid MURA, or to control inconsistencies CHECK means to avoid MUDA, or to find waste in outcomes ACTION indicates the will, motivation, and determination of the management TOYOTA PRODUCTION SYSTEM ONE - BY - ONE CONFIRMATION, University of Kentucky, Lean Manufacturing Conference, May 14-16, 1997, Mr. Kitano Keynote Address Toyota Motor Manufacturing, 1997, available at http://www.mfgeng.com with permission of TMM
Taiichi Ohno s Taxonomy of Waste
READY, DONE, and improving process in Daily Scrum are key READY! Velocity DONE!
Core Scrum Exists Within an Environment of Supporting Patterns
Scrum Starter Kit Patterns that will avoid common pitfalls published at scrumplop.org 1. How do you get started? (Stable Teams) 2. How do you successfully pull backlog into a sprint? (Yesterday s Weather) 3. How do get defect free at the end of the sprint? (Daily Clean Code) 4. How do you get stuff done? (First Things First) 5. How do you deal with interruptions during the sprint? (Illigitimus non Interruptus) 6. How do you deal with emergencies? (Stop the Line)? 7. How do you ensure you continuously improve? (Scrumming the Scrum) (Happiness metric) 8. How do you get hyperproductive? (Teams that Finish Early Accelerate Faster)