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 True  Scrum  Mastery  

       

Sanjiv  Augustine  Sanjiv.Augustine@LitheSpeed.com  

Twitter:  @saugustine    

February  25,    2011  

Working  Towards…  

1.   Agile  Adop7on  Trends  2.   Mastery  –  Founda7onal  Principles  

1.   The  Path  to  Mastery  

2.   Understanding  Mo7va7on  

3.   LSD:  Intrinsic  Mo7va7on    

3.   Working  Towards  Scrum  Mastery  1.  Personal  Mastery  

2.  Team  Mastery  

3.  Organiza7onal  Mastery  

4.   In  Summary  

5.   Q&A  

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Agenda  

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Agile  Adop7on  Trends

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 Who’s  Adopted  Scrum/Agile?  

Many  companies  large  and  small  in  all  industries.  • Accenture  •  BBC  • BMC  Software  •  British  Telecom  •  Business  Week  •  Capital  One  •  Cognizant  •  CSC  • DTE  Energy  •  Gestalt  •  Globo  •  Google  • HCA  •  IBM  •  Key  Bank    

• Kronos  • Macquarie  Bank  • Microsoft  • Nationwide  • NIIT  •  ProRail  •  Sapient  •  Siemens  •  Shopzilla  •  ThoughtWorks  •  USAA  • Westinghouse  Nuclear  

•  Yahoo!  • Whole  Foods  

The  Agile  Landscape  

“Agile”  describes  a  series  of  related  methodologies.  

Agile  Methodologies  •  Scrum  

Ken  Schwaber  and  Jeff  Sutherland  

•   eXtreme  Programming    Kent  Beck,  Ward  Cunningham,  Ron  Jeffries  

•   Crystal  Methods    Alistair  Cockburn  

•   Feature  Driven  Development    Jeff  DeLuca  

•   Dynamic  Systems  Development  Method    DSDM  ConsorAum  

•   Kanban  Lean  Systems  and  SoCware  ConsorAum  

Agile  Management  Frameworks  

•   Agile  Project  Management  Jim  Highsmith,  Sanjiv  AugusAne  

•   Agile  Management  David  Anderson  

•   eXtreme  Project  Management  Rob  ThomseH,  Doug  DeCarlo  

4   Source: 2009 State of Agile Development Survey, VersionOne

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The  Agile  Story  So  Far  

Sources:    hTp://www.soUwaremag.com/L.cfm?Doc=newsleTer/2004-­‐01-­‐15/Standish  hTp://www.versionone.com/pdf/5thAnnualStateOfAgile_FullDataReport.pdf  hTp://www.ambysoU.com/surveys/agileFebruary2008.html  

Team  loca7on   Success  percentage  

Co-­‐located  Team   83%  

Distributed  teams  but  physically  reachable   72%  

Distributed  across  geographies   60%  

Speed  to  market:  83%  indicate  agile  is  faster  or  same  

Agile  Adop7on  Rate  Survey  Feb  2008    642  respondents  

State  of  Agile  Development  Survey  October  2010  4770  respondents  in  91  countries  

Comparison  Average  project:    30%  success  rate  Agile  project:    60-­‐80%  success  rate  

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•  The  past  five  years  have  seen  a  significant  rise  in  the  number  of  CSMs  

•  CSM  cer7fica7on  is  serving  as  a  pull  towards  agile  methods,  helping  drive  agile  adop7on  overall  

•  The  CSM  cer7fica7on  can  be  a  launchpad  towards  true  mastery  o  Several  organiza7ons  have  been  

prac7cing  Scrum  for  more  than  5  years  o  Many  organiza7ons  are  pairing  Scrum  

with  XP  and  Kanban  o  Some  leaders  have  scaled  agile  to  the  

enterprise  through  Lean  Thinking  

Scrum  Trends  

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Source: The Scrum Alliance

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Mastery  –  Founda7onal  Principles

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•  Shu:  Following  o  Learning  fundamentals  o  Concentra7ng  on  basic  individual  

techniques  •  Ha:  Detaching  

o  Breaking  with  tradi7on  o  Finding  new  ways  and  techniques  

•  Ri:  Fluent  o  Complex,  integrated  knowledge  

and  techniques  

Adapted  from  Alistair  Cockburn,  hHp://alistair.cockburn.us/Shu+Ha+Ri    

The  Path  to  Mastery  

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Shu Ha Ri

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Understanding  Mo7va7on  

Extrinsic  Mo7va7on    Your  Results.  

What  have  we  achieved?  

How  has  the  market  judged  us?  

Intrinsic  Mo7va7on    Your  Journey.  

What  are  we  passionate  about  doing?  

How  and  when  do  we  work?  

What  do  we  want  to  build?  

Do  our  rewards  match  our  results?  

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•  L:  Lakshmi,  wealth  will  follow,  if  we  

•  S:  Pursue  Saraswa7  for  knowledge  

•  D:    To  get  Durga,  power;  we  have  to  give  Durga    

LSD    -­‐  Intrinsic  Mo7va7on  to  Happiness?  

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Propitiate Lakshmi, Saraswati and Durga, writes mythologist Devdutt Pattanaik Read more: Get high on LSD - The Times of India http://timesofindia.indiatimes.com/life-style/spirituality/vintage-wisdom/Get-high-on-LSD/articleshow/7091980.cms#ixzz1Dz9YhlBk

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Personal  Mastery

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•  Best  way  to  begin:  one-­‐on-­‐one  or  in  a  small  group  with  a  master  coach  

•  Let  go  of  current  exper7se  •  Beginner's  mind:  mind  that  is  innocent  of  preconcep7ons,  judgments  and  prejudices  

•  Be  willing  to  look  foolish,  start  from  scratch  

Shu  –  Learn  the  Fundamentals  

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Mountain Kim Tae Kwon Do, Master Andrew Gause, 5th Dan Black Belt

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•  Experts  are  made  –  through  deliberate  prac7ce  

•  Key  aspects:  high  repeAAon,  feedback  on  results,  and  highly  demanding  

•  Embrace  the  plateau:  prac7ce  for  the  sake  of  prac7ce  

Ha,  Ri:  Prac7ce,  Learn  &  Evolve  

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Mountain Kim Tae Kwon Do, Master Andrew Gause, 5th Dan Black Belt

Agile  Engineering  Practices  allow  teams  to  move  fast,  be  Dlexible  and  deliver  high  quality  software:  

•  Automated  Builds  &  Continuous  Integration    reduce  time  and  effort  associated  with  manual  builds,  and  risk  from  big-­‐bang  integrations  

•  Simple  Design  &  Refactoring  keep  incremental  development  from  leading  to  poor  architectures  

•  Multi-­‐Level/Automated  Testing  &  Test-­‐Driven  Development  reduce  testing  time  and  effort  and  allow  developers  to  make  changes  with  conXidence  

•  Pair  Programming  increases  software  quality  without  impacting  time  to  deliver.      

Evolving  Scrum  -­‐  Agile  Engineering  

Agile  Engineering,  Pg.  124  14  

Bill Wake, http://www.xp123.com

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Happiness  in  Ac7on  -­‐  the  eight  elements  of  Flow:  

1.  Clear  goals  2.  Direct,  immediate  feedback  3.  Balance  between  skills  and  challenges  4.  Deep  concentra7on  on  the  task  at  

hand  5.  Complete  involvement  in  the  present  6.  A  strong  sense  of  control  7.  An  altered  sense  of  7me  8.  A  loss  of  self/ego  

 

Personal  Mastery  through  Flow  

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People  are  in  the  most  happy  when  they’re  in  a  state  of  flow.  -­‐  Mihaly  Csikszentmihalyi  

During Flow, focus maximizes performance and pleasure.

Image Source: http://www.pbs.org/thisemotionallife/blogs/flow

Team  Mastery

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Team  Mastery  –  Self-­‐Assessment    

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Customer  Involvem

entQuality

Estimation  and  Planning

Communication

Teamwork

Productivity

Transparency

Agile

Overall  Satisfaction

 Self  Assessment  

show  good  progress  but  there  is  s7ll  

work  to  do  in  terms  of  Customer  Involvement,  Planning,  

Communica7ons,  and  Transparency.  

   

Evolving  Teams  with  Kanban  

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Scrum/Kanban  @  The  Motley  Fool  

Situa7on  •  Needed  to  respond  to  changing  business  

priori7es  •  Produc7vity  impacted  by  splieng  people  

across  projects  •  Communica7on  impacted  by  walls  between  

func7onal  silos    

Solu7on  •  Kicked  off  transi7on  to  Scrum  as  major  event:  

ini7al  training  and  subsequent  coaching  •  Set  up  collocated,  integrated  teams  using  two  

week  sprints  with  weekly  releases  •  Used  Kanban  to  deal  with  variability  

Results  •  Adapted  to  business  priority  changes  with  

liile  overhead  •  Work  aligned  with  product  backlog  •  Partnership  with  business  strengthened  

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Source: The Motley Fool

Organiza7onal  Mastery

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Phase  1:  Setup  

•  Identify  the  “burning  platform”  

•  Educate  and  assess  

•  Establish  two  accountable  teams  

•  Institute  Dirst  cut  governance  

Phase  2:  Initial  Pilots  

•  Follow  an  incremental  rollout  strategy  

•  Launch  and  assess  a  few  pilot  projects  

•  Assess  and  modify  agile  governance  

Phase  3:  Expanded  Pilots  

•  Use  tools  to  help  scale  

•  Design  collaborative  workspaces  

•  Combine  Lean  with  Agile  

An  Organiza7onal  Approach  

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“Rolling  Wave”  AdopAon  of  Agile  

1.   ‘Organiza7onal  Release  Planning’  

2.   Incremental  and  itera7ve  implementa7on  

3.   Retrospec7ve  

4.   Repeat:  Go  To  Step  1  

 

Sample  Metrics  from  Capital  One  IT  

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Create  a  defined  and  reliable  process:  •  Standardize  high-­‐level  process  steps,  deliverables,  tools  and  artifacts  

• Agree  on  process  audit  procedures  • Develop  standard  process  metrics  

Scaling  –  High-­‐Level  Standardiza7on  &Tools    

Lean  Principles   Descrip7on  

Value   What  the  customer  wants/needs  

Waste   Ac7vi7es  that  don’t  add  Value  

Pull   Downstream  ac7vi7es  “pull”  work  according  to  their  capacity  

Flow   Value  is  delivered  con7nuously  through  minimal  gaps  between  Value-­‐added  ac7vi7es  

Perfec7on   Inspect  and  adapt  con7nuously  

“Lean”  is  a  term  coined  to  describe  the  Toyota  Production  System.  The  core  tenets  of  Lean  are:  

The  Lean-­‐Agile  Connec7on  

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•  The  CSM  is  a  star7ng  point,  and  can  be  a  launch  pad  to  mastery  

•  True  mastery  takes  lots  and  lots  of  prac7ce,  7me  and  con7nuous  improvement:  personally,  within  teams  and  within  organizaAons  across  teams  

•  To  evolve:  o  Personal  mastery:  understand  flow  and  dive  deep  with  XP  o  Team  mastery:  understand  “best-­‐fit”  and  adjust  with  Kanban  o  Organiza7onal  mastery:  understand  “enterprise”  and  scale  up  

with  Lean  and  Tools    

•  Though  it’s  hard,  we  must  learn  to  love  the  journey  as  we  progress  towards  mastery  

In  Summary  

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Contact  Us  for  Further  Informa7on  

Sanjiv  Augus7ne  President  Sanjiv.Augus7ne@lithespeed.com  +  1  (703)  745-­‐9125  

 On  the  Web:

hip://www.lithespeed.com        

 hip://www.sanjivaugus7ne.com    

  "I  only  wish  I  had  read  this  book  when  I  started  my  career  in  sotware  product  management,  or  even  beier  yet,  when  I  was  given  my  first  project  to  manage.  In  addi7on  to  providing  an  excellent  handbook  for  managing  with  agile  sotware  development  methodologies,  Managing  Agile  Projects  offers  a  guide  to  more  effec7ve  project  management  in  many  business  seungs."    John  P.  Barnes,  former  Vice  President  of  Product  Management  at  Emergis,  Inc.  

 

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