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Strategic Scrum
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Laszlo Szalvay
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This was a talk I gave @ the Intel Agile East event.
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Strategic Scrum
1.
Strategic Vision and
Scrum Looking Beyond the Next Sprint Laszlo Szalvay Intel Agile East May 2012 ENTERPRISE 1 CLOUD DEVELOPMENT Copyright ©2012 CollabNet, Inc. All Rights Reserved.
2.
Market Trends
“Scrum is the Modern way to work” October 2010 Tieto Mika Koivuluoma, VP Software Development and Tools 2 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
3.
Problem Space Explained
As an Industry – we have And not so great here. been really great here. 3 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
4.
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? 4 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
5.
Knowing, Growing, &
Measuring Non-Agile Process Strategic Agile Exploration Coordination Transformation Project Team Definition Alignment Project Team Non-Agile Process Strategic Agile Exploration Coordination Transformation Project Team Definition Alignment Project Team Non-Agile Process Strategic Agile Exploration Coordination Transformation Project Team Definition Alignment Project Team 5 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
6.
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 6 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
7.
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 7 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
8.
Happiness Metrics
The T-Shirt Test • 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 8 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
9.
Delighting Users
•Delight More by Offering Less •Explore More Alternatives •Defer Decisions • Delight Users By Meeting Unrecognized Needs • Aim for the Simplest Possible Thing Give the People Doing the Work a Clear Line of Sight to the People for Whom the Work is Being Done Steven Denning 9 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
10.
Techniques to help
Create & Foster a Vision – Executive Vision Sessions – Story Mapping – Walking Skeletons – Epic Budgeting 10 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
11.
Technique (a) -
Vision Session • 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? 11 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
12.
Technique (b) -
User Story Maps • 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 Jeff Patton value to users and business with each release. 12 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
13.
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. 13 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
14.
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. 14 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
15.
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 Any Forrester Questions? • 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 15 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
16.
Check out
my talk on Agile & Innovation Laszlo Szalvay VP Worldwide Scrum Business Laz@collab.net © 2012 CollabNet, Inc., All rights reserved. CollabNet is https://twitter.com/#!/ewok_bbq a trademark or registered trademark of CollabNet Inc., +1-971-506-7862 in the US and other countries. All other trademarks, http://www.linkedin.com/in/laszloszalvay brand names, or product names belong to their respective holders. 16 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
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