Dave West (Scrum.org)
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Dave West presented on the past, present, and future of Scrum and agile software development. He discussed how Scrum originated from experiments in lean product development in the 1990s. Today, Scrum is widely used, though often not fully implemented, and challenges remain in adopting agile practices at scale within large organizations. For the future, West envisions focusing on measuring outcomes to drive improvement, emphasizing agile values and professionalism, scaling Scrum for multiple teams, and establishing dedicated agile product delivery organizations separate from traditional IT structures.
Dave West (Scrum.org)
- 1. © 1993-2016 Scrum.org, All Rights Reserved by Scrum.org – Improving the Profession of Software Development Past, Present & Future Dave West CEO / Product Owner Scrum.org Dave.West@scrum.org @Davidjwest
- 2. © 1993-2016 Scrum.org, All Rights Reserved Who am I and what are we going to talk about Agenda 1. The Past 2. The Current 3. The Future 2 DaveWest Product Owner / CEO Scrum.org Dave.West@scrum.org @DavidJWest
- 3. © 1993-2016 Scrum.org, All Rights Reserved3 Our Genesis… Experimentation The New New Product Development Game Manifesto for Agile Software Development Founded 2001 Founded 2004Founded 2009
- 4. © 1993-2016 Scrum.org, All Rights Reserved Improving the profession of software development
- 5. © 1993-2016 Scrum.org, All Rights Reserved 1,146,000+ Open Assessments Taken 95,000+ Professional Scrum Certifications The Home of Scrum 90% Agile Teams Use Scrum 167 Professional Scrum Trainers Taught Practiced everywhere 60,000+ +12M Using Scrum Daily ONE Scrum Guide
- 6. © 1993-2016 Scrum.org, All Rights Reserved Because of You – Scrum has Reached the Age of 21 6 Scrum forms the basis of the majority of Agile approaches
- 7. © 1993-2016 Scrum.org, All Rights Reserved Scrum is the bike, not the training wheels.. 7 Not Scrum Scrum
- 8. © 1993-2016 Scrum.org, All Rights Reserved The Past The Rise of Agility and Scrum Life can only be understood backwards, but it must be lived forwards. Soren Kierkegaard 8
- 9. © 1993-2016 Scrum.org, All Rights Reserved Let me take you back 21 years… 9
- 10. © 1993-2016 Scrum.org, All Rights Reserved The Software Crisis…In the 80’s 10 The non linear nature of software development was driving teams mad ! By Source, Fair use, https://en.wikipedia.org/w/index.php?curid=1403039
- 11. © 1993-2016 Scrum.org, All Rights Reserved The drive to a different way of working.. • Built in instability – clear goal but nothing else – no detailed project plan • Self organizing teams – Autonomy, pushing the limits, cross functional • Overlapping development phases – iterations • Multi-learning – Learn by doing • Subtle control – Minor process controls • Organizational transfer of learning
- 12. © 1993-2016 Scrum.org, All Rights Reserved Empirical Process Control DefinedProcess Control
- 13. © 1993-2016 Scrum.org, All Rights Reserved Which approach makes more sense for software ? 13 Activity …. Activity 1 Activity 2 Problem IN Out IN SolutionOut Problem Experiment IN Solution Role A Role B Role X Team Repeat
- 14. © 1993-2016 Scrum.org, All Rights Reserved Scientific Method • Ask a question • Research it • Construct a hypothesis • Test your hypothesis by doing an experiment • Learn from your results • Iterate until happy 14 • Got a problem to solve • Do some requirements analysis and design • Decide on a solution • Build some software • Deploy and measure your success • Iterate until happy Traditional Applied to Software And don’t waste your time doing big chunks of work!
- 15. © 1993-2016 Scrum.org, All Rights Reserved What should you maximize for ?
- 16. © 1993-2016 Scrum.org, All Rights ReservedOct 1995
- 17. © 1993-2016 Scrum.org, All Rights Reserved17 Scrum Framework
- 18. © 1993-2016 Scrum.org, All Rights Reserved • Learning = business value • Speed is vital for learning • Failure is a key part to learning • Team must be empowered to learn • Business must be part of the solution • Team must have all the skills to deliver the experiment And… • Impossible to prescribe a prescriptive process • Inspection and adaption through transparency is key Implications of doing Scrum
- 19. © 1993-2016 Scrum.org, All Rights Reserved The Present What is really happening with Scrum and Agile ? Nowadays people know the price of everything and the value of nothing. OscarWilde 19
- 20. © 1993-2016 Scrum.org, All Rights Reserved Software is increasingly the most important organizational commodity 20
- 21. © 1993-2016 Scrum.org, All Rights Reserved Agile adoption is growing too 21 Agile is the new normal for building software And Scrum is the standard approach to Agile
- 22. © 1993-2016 Scrum.org, All Rights Reserved And the results are promising.. 22
- 23. © 1993-2016 Scrum.org, All Rights Reserved23 But when Agile fails…
- 24. © 1993-2016 Scrum.org, All Rights Reserved24 The Reality of Scrum Is… Water Scrum Fall
- 25. © 1993-2016 Scrum.org, All Rights Reserved Enterprise Agility is Disappointing The need for large scale organizational Agility through Scrum product development is largely unfilled. Scrum Adoption approaches: 1. Subsume Scrum within the traditional organization 2. Paste an Agile approach on top of the current organization, intermingling cultures. 3. Gradually and incrementally change traditional culture into an Agile organization. Exceptions are organizations that have done this the hard way, through continuous improvement on their own. 25
- 26. © 1993-2016 Scrum.org, All Rights Reserved What we have learnt from the Assessments • Scrum Masters is 10 times more popular than the other assessments » Everyone wants to be a master • Mechanics of Scrum are becoming universal but many have forgotten the reason why we do it » Inspection and adaption » The values are forgotten • Self directed, managed teams still seems beyond most people » Want to be a specialist doing a job they are told to do • Product ownership is a universal problem » Seems to be an IT role » Not focused on value, but instead requirements • Scrum Master does not seem to be empowered to drive change or even support it » Limited support by executives » Can not make things happen 26
- 27. © 1993-2016 Scrum.org, All Rights Reserved Issues we hear from our community At the Macro Level • Business is does not care about Agility • Legacy software gets in the way of our Agility • Cost is more important than value • Outsourcing and other organizational models stop us • Rewards are based on following a process • Risk is to avoided at all costs At the Micro Level • I can’t get access to the tools needed to deliver in an Agile way • I have to create documents for compliance • The customer expects a detailed plan • The customer does not want software frequently • We don’t have a PO, SM or the right people to deliver software 27
- 28. © 1993-2016 Scrum.org, All Rights Reserved The Future Building on today and driving the future Act the way you’d like to be and soon you’ll be the way you’d like to act Bob Dylan 28
- 29. © 1993-2016 Scrum.org, All Rights Reserved What the community is focused on • Better measures to drive better understanding and improvement • A focus on values and professionalism • Scaling Scrum for multiple teams • Putting in place an Agile product delivery organization 29
- 30. © 1993-2016 Scrum.org, All Rights Reserved How can we separate the valuable from the wasteful? 30 Direct Evidence
- 31. © 1993-2016 Scrum.org, All Rights Reserved31 Measure Outcomes. Measure Direct Evidence. Release frequency Release Stabilization CycleTime InstalledVersion Index Usage Index Innovation Rate Defect Density Revenue per Employee Product Cost Ratio Employee Satisfaction Customer Satisfaction
- 32. © 1993-2016 Scrum.org, All Rights Reserved Released 7th of July:Values Added… Professional Scrum is MORE than knowledge • COMMITMENT dedicated to delivering working software • FOCUS on what is the most important • OPENNESS frequently inspecting through delivering • RESPECT cross-functioning, self-organizing team • COURAGE we admit we do not know everything 32 “Scrum Values” Illustration © 1993-2016 Scrum.org All Rights Reserved
- 33. © 1993-2016 Scrum.org, All Rights Reserved33 One ScrumTeam doing work
- 34. © 1993-2016 Scrum.org, All Rights Reserved34 Scrum Framework
- 35. © 1993-2016 Scrum.org, All Rights Reserved35 Nine ScrumTeams doing work
- 36. © 1993-2016 Scrum.org, All Rights Reserved Nexus™
- 37. © 1993-2016 Scrum.org, All Rights Reserved Scrum is a Key Part of ANY Scaling Strategy • Building on the success of Scrum at the team level • Adopting methodologies such as SAFe, LeSS
- 38. © 1993-2016 Scrum.org, All Rights Reserved38 Time for a new approach to enterprise Agility
- 39. © 1993-2016 Scrum.org, All Rights Reserved39 Time is right for Scrum Studio
- 40. © 1993-2016 Scrum.org, All Rights Reserved Traditional Software Development Organization • Traditional hierarchical structure based on: » evolved best practices » functional structure • PMO based project initiation, funding, planning and management Agile Software Development • Networked structure of products, unique services, and services shared with traditional organization. • Value based management • Rapid delivery of increments of functionality • Modern software practices and tools • Scrum based 40 Scrum and Agility Crippled By Shared Culture
- 41. © 1993-2016 Scrum.org, All Rights Reserved Completely Separate from Existing IT organizations Scrum Studio1. Agile Culture 2. Product-oriented 3. Planning through Operations 4. All services and administration provided 5. Onboarding qualified products 6. Value based measurement and management 7. Persistent team and tribal culture 8. Consistent, practice driven development 9. Modern, proven tool sets and infrastructure 10. Professional software
- 42. © 1993-2016 Scrum.org, All Rights Reserved Improving the profession of software DELIVERY 42
- 43. © 1993-2016 Scrum.org, All Rights Reserved Closing 43 “Success in management requires learning as fast as the world is changing.” -Warren Bennis
- 44. © 1993-2016 Scrum.org, All Rights Reserved Thank You 44
Editor's Notes
- #3: DW
- #4: KS
- #6: New Fudging some of the numbers above to be rounder, because by the time this is presented to anyone, those PSM I, PSD I, and PSPO I numbers will have been hit. Through 8/31/2016: PSD I: 2,990 passed of 4,147 taken PSM I: 69,727 passed of 97,299 taken PSM II: 510 passed of 880 taken PSM III: 389 passed of 632 taken PSPO I: 9,971 passed of 12,978 taken PSPO II: 95 passed of 122 taken SPS: 377 passed of 475 taken Opens: 1,030,112 taken Through 7/31/2016: PSD I: 2,909 passed of 4046 taken PSM I: 67,714 passed of 94,644 taken PSM II: 475 passed of 803 taken PSM III: 381 passed of 623 taken PSPO I: 9,622 passed of 12,530 taken PSPO II: 94 passed of 121 taken SPS: 357 passed of 453 taken Opens: 988,843 taken Through 6/30: PSD I: 2,797 passed of 3,902 taken PSM I: 65,428 passed of 91,590 taken PSM II: 3636 passed of 596 taken PSPO I: 9,182 passed of 12,014 taken PSPO II: 92 passed of 119 taken PSP: 85 passed of 161 taken SPS: 323 passed of 408 taken Opens: 951,185 taken (963,891 as of 7/11/16) Through 5/31: PSD I: 2,697 passed of 3,775 taken PSM I: 63,195 passed of 88,621 taken PSM II: 359 passed of 588 taken PSPO I: 8,713 passed of 11,466 taken PSPO II: 89 passed of 114 taken PSP: 83 passed of 159 taken SPS: 303 passed of 384 taken Opens: 917,510 taken 90% - Forrester research data https://www.forrester.com/How+Can+You+Scale+Your+Agile+Adoption/fulltext/-/E-res110444#AST962998 2013
- #7: DW
- #9: Soren Kierkegaard – Danish philosopher– How to live as an individual, giving priority to concrete human reality over abstract thinking and highlighting the importance of personnel choice and commitment. Very Agile
- #10: Jim Bolger was the prime minister on New Zealand..
- #12: The new new product development game highlights: 1. Built-in instability – Clear goal, but nothing else. 2. Self-organizing project teams - autonomy, self-transcendence (pushing the limits), and cross-fertilization. 3. Overlapping development phases – iterations. 4. “Multilearning” – learning by doing. 5. Subtle control – a few very minor controls (such as a sprint review) 6. Organizational transfer of learning – wanting to share (osmosis)
- #18: KS
- #20: KS
- #22: http://techbeacon.com/survey-agile-new-norm The state of Scrum survey 2015 – Scrum Alliance..
- #24: DW
- #25: DW
- #26: KS
- #29: KS
- #31: KS
- #32: KS
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- #34: KS
- #35: KS
- #36: KS
- #37: Spend some time walking through this and the next slide. Do not get lost in questions and ‘stuck’ here, the idea is to provide a flavor for the framework that will be uncovered via experiential learning. Point out the colors in the teams (green = Product Owner, blue = Scrum Master, Red = Development Team) The Nexus consists of 3 to 9 Professional Scrum Teams. The Nexus’ foundation is Scrum Don’t assume that each team has their own PO & SM. The intent of the picture is that each team has the ‘services of a PO and SM’ available to them. If asked if different teams can have different sprint lengths then say we will save it until tomorrow.
- #39: DW
- #40: DW
- #41: DW
- #43: DW and KS