strategic scrum

1 Copyright ©2012 CollabNet, Inc. All Rights Reserved.ENTERPRISE CLOUD DEVELOPMENT

Strategic Vision and ScrumLooking Beyond the Next Sprint

Laszlo Szalvay

Intel Agile East

May 2012

2 Copyright ©2012 CollabNet, Inc. All Rights Reserved.

Market Trends

“Scrum is the Modern way to work” October 2010

Tieto

Mika Koivuluoma, VP Software Development and Tools


Problem Space Explained

And not so great here. As an Industry – we have

been really great here.


Why is Strategic Vision Important?

• Knowing, growing, and measuring team and product successes against

organizational initiatives

• Knowing where we are going and being able to defend why to the market

• Fostering collaboration

• Delighting users

• Creating Organizational Momentum: Success breeds successes

• Others?


Knowing, Growing, & Measuring

Non-Agile

Project TeamExploration Coordination

Process

Definition

Strategic

AlignmentTransformation

Agile

Project Team

Non-Agile


Process

Definition

Strategic


Agile

Project Team

Non-Agile


Process

Definition

Strategic


Agile

Project Team


On Become a Learning Organization

• Scrum won’t solve your problems. Scrum will

discover underlying problems in your organization.

It’s your job as managers and executives to solve the

problems Scrum unearths using a framework

CollabNet can teach you.

• Scrum doesn’t work when:

– You believe that your organization doesn’t have

problems

– Politically or culturally you can’t solve problems

• Scrum works when

– You have a learning organization. One where the

leadership sees solving problems as a means to a

better company.

Jeff Sutherland


The Building Blocks of a Learning Organizations

• Success does not make you happy

• Achieving your goals can simply result in moving the goal posts

• If happiness is on the other side of that goal post – you are delaying your happiness indefinitely.

• The field research shows Happiness = Successful

• You can re-wire your brain in about 21 Days - The Ripple effect will be amazing (try it on your teams)

• Random Acts of Kindness

• Journaling about Positive business interactions

• Unsolicited Positive emails to coworkers

• Exercise and Meditation

Shawn Achor of Good Think

The foolish man seeks happiness in the distance. The wise grows

it under his feet

James Oppenheim


Happiness Metrics

• How happy are you with our Company? (scale 1-5)

• Last update of this row (timestamp)

• What feels best right now?

• What feels worst right now?

• What would increase your happiness index?

• Other comments Henrik Kniberg

The T-Shirt Test


•Delight More by Offering Less

•Explore More Alternatives

•Defer Decisions

• Delight Users By Meeting Unrecognized Needs

• Aim for the Simplest Possible Thing

Delighting Users

Give the People Doing the Work a Clear Line of Sight

to the People for Whom the Work is Being Done

Steven Denning


– Executive Vision Sessions

– Story Mapping

– Walking Skeletons

– Epic Budgeting

Techniques to help Create & Foster a Vision


• Who are our primary users?

• What do they say they need?

• What do we know that they don’t?

• What is our product’s key benefit?

• Who are our primary competitors?

• What makes our product different?

Technique (a) - Vision Session


• A user story map...

– Arranges user stories into a useful model

– Helps you understand the overall functionality of the system

– Identifies holes and omissions in your backlog

– Helps effectively plan holistic releases that deliver value to users and business with each release.

Technique (b) - User Story Maps

Jeff Patton


Technique (c) - Walking Skeleton

A Walking Skeleton is a tiny implementation of the

system that performs a small end-to-end function.

It need not use the final architecture, but it should

link together the main architectural components.

The architecture and the functionality can then

evolve in parallel.


Technique (d) – Epic Budgeting

Budgeting is used to set

soft limits on scope goals

within the broader

context of a date-based

milestone.

This technique is

therefore a powerful

tool for determining

whether too much

emphasis has been

placed on a particular

Epic in contrast to others

in the release milestone.


CollabNet Company Background

• Founded in 1999; Headquarters in Silicon Valley.

• Global offices in Seoul, Tokyo, Chennai, Munich,

London, Amsterdam, Seattle, Portland and soon to

be in Singapore.

• Started Subversion project in 2000

• 50%+ Marketshare for Source Code Management.

CollabNet named strategic leader by Gartner and

Forrester

• Founders include Brian Behlendorf (Founder of

Subversion, Apache Project, Mozilla Board member,

CTO of the World Economic Forum) and Tim O’Reilly

(founder of O’Reilly Media)

• Multiple Acquisitions along the way (VA Software,

Danube, Codesion)

• 10,000 companies use our products and services

Any

Questions?

16 Copyright ©2012 CollabNet, Inc. All Rights Reserved.16 Copyright ©2012 CollabNet, Inc. All Rights Reserved.

© 2012 CollabNet, Inc., All rights reserved. CollabNet is

a trademark or registered trademark of CollabNet Inc.,

in the US and other countries. All other trademarks,

brand names, or product names belong to their

respective holders.

Laszlo Szalvay

VP Worldwide Scrum Business

[email protected]

https://twitter.com/#!/ewok_bbq

+1-971-506-7862

http://www.linkedin.com/in/laszloszalvay

Check out

my talk on

Agile &

Innovation

strategic scrum

Technology

framework collabnet

collabnet company background

problems scrum

tools2 copyright

scrum doesnt work

primary users

technique b user story

strategic vision important