10 years of my scrum experience
DESCRIPTION
What Scrum is, what Scrum isn't, what Scrum solves, what it doesn't and some challenges.TRANSCRIPT
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10 Years Of My Scrum Experience Stephan Schmidt
Stephan Schmidt, Vice CTO, brands4friends
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Me Stephan Schmidt Vice CTO brands4friends
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Stephan Schmidt - What Top Management needs to know about IT
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Development is a solved problem
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Time Scope
Resources ($$$)
Kanban (Lean)
Waterfall
Agile (Scrum)
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Context: After 10 years of Scrum I’m moving on – kind of … .. but would introduce Scrum as a process anytime again for companies coming from waterfall or chaos
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Scrum is a process to efficiently work on tasks when you have more tasks than time What should I work on? Not only software development.
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Biggest down side of Scrum: Companies haven’t learned what agile means for marketing, sales, …. Big impact would be for companies to learn what agile means for them and structure themselves accordingly.
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Scrum is not a product development process Do the right thing vs. doing things right
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Scrum is not a portfolio process What is my company doing?
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Scrum is not a release process Release, Continuous Deployments ….
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Scrum says nothing about development best practices The #1 reason for it’s success as very few developers are opposed. But you need to fill this gap by yourself.
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Scrum doesn’t solve time to market Biggest lever: do less
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What Scrum solves
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Works Scrum is one of the first processes that (easily following recipes) just work for most people
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Quality Scrum increased code quality because it gave responsibility to developers
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Satisfaction Overall everyone is satisfied, business, product and developers
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When will I be finished answered with very little estimation overhead for projects What am I going to do in what sprint
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Time Time
1. Feature
2. Feature
3. Feature
4. Feature
5. Feature
1. F
eatu
re
2. F
eatu
re
3. F
eatu
re
4. F
eatu
re
5. F
eatu
re
Parallel Serial
Scrum Helps With Focus
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Self Organized Teams Cross functional teams, shared responsibility, better communication and fewer SPOFs
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What Scrum doesn’t solve
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Front-up
Development Start
Development
Everyone focuses here
Problems are here
Idea
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Top Managementpossible impact
Reinertsen 1998
Attention of top management for a
project
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Scrum Challenges
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Architecture Emerging architectures?
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Careers Flat hierarchies exist and self-organized teams “without” roles increase the problem
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Performance Appraisal Peers to the rescue?
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Sometimes there is not enough time in a sprint, sometimes there is too much The downside of time boxed sprints is 10%-20% less efficiency
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X scrum masters for Y teams Scrum masters amount of work is decreasing over time, but you can’t do without a Scrum master either.
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Balance Headroom Vs. Business Maintainability vs. Business Value and Pull vs. Push
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Roles Scrum master =! Team Lead Scrum master =! Developer Scrum master =! Project Manager Role conflicts lead to trouble
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Coordination SPOFs (DBAs etc.) no recipe Portfolio management, how to do that? Coordinating POs – often working towards their own goals Scrum of Scrums looks not efficient to me
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Epics Focus, not 1 developer == 1 story Sometimes too many, too different small stories in one sprint => Focus on Epics
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Self Organized Teams 1. Goal and bonus management vs.
self organized teams 2. Recruiting vs. self organized teams 3. Firing vs. self organized teams
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Thanks! Questions? @codemonkeyism [email protected]