Por Que Scrum No Funciona
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This document provides an overview of Scrum and how it works. It discusses the key aspects of Scrum including roles like the Product Owner and Scrum Master. It outlines the time boxes used in Scrum like sprints and daily standups. It also covers the tools and metrics used in Scrum such as product backlogs, burn down charts and velocity. The document then discusses some of the challenges that can arise when adopting Scrum and provides guidance on how to successfully implement Scrum.
Por Que Scrum No Funciona
- 1. HABLANDO EN SCRUM Sergio Acosta - Junio 2009 1
- 2. POR QUÉ SCRUM NO FUNCIONA Sergio Acosta - Junio 2009 1
- 3. QUÉ ES SCRUM? (TODOS EN EL “MISMO CANAL”) 2
- 4. 1986 TAKEUCHI NONAKA 3
- 5. 4
- 6. 4
- 7. NUEVO PARADIGMA 5
- 8. NUEVO PARADIGMA 5
- 9. NUEVO PARADIGMA 5
- 10. CARACTERISTICAS Built-in instability Self-organizing teams Overlapping phases “multilearning” Subtle control Organizational transfer of learning 6
- 11. 1993 7
- 12. AT&T: SORPRENDIDOS 1 Millón LOC 31 Meses 8 Personas Retando A Excel Y Lotus 1-2-3 8
- 13. PRODUCTIVITY INDEX 9
- 14. AT&T: FINDINGS Mejor comunicación que el 98% de los procesos Excelencia e integridad de las personas Multi-disciplinarios, pero especializados Prototipado intensivo Juntas de diseño constantes Introspección constante acerca del proceso QA es una actividad central del desarrollo 10
- 15. LEAN MANUFACTURING The Toyota Production System 11
- 16. IRON TRIANGLE ÁREA = IMPORTANCIA FEATURES COST TIME 12
- 17. IRON TRIANGLE “más funcionalidad” FEATURES “más barato” COST TIME “más tiempo” 13
- 18. IRON TRIANGLE “más funcionalidad” FEATURES “más caro” TIME COST “menos tiempo” 14
- 19. REAL IRON TRIANGLE FEATURES QUALITY COST TIME 15
- 20. REAL IRON TRIANGLE FEATURES QUALITY COST TIME “es que todo es prioridad uno” 16
- 21. REAL IRON TRIANGLE !! * 17
- 22. REAL IRON TRIANGLE !! * * BULLSHIT!! 17
- 23. 18
- 24. “THE TOYOTA WAY” 1. We place the highest value on actual implementation and taking action. 2. There are many things one doesn’t understand therefore, we ask them why you don’t just go ahead and take action? 3. You realize how little you know and you face your own failures and redo it again and at the second trial you realize another mistake ... so you can redo it once again. 4. So by constant improvement ... one can rise to the higher level of practice and knowledge. 19
- 25. LA VARIABLE FALTANTE FEATURES QUALITY COST TIME 20
- 26. LA VARIABLE FALTANTE WASTE FEATURES WASTE QUALITY COST TIME 20
- 27. FEATURES QUALITY COST TIME 21
- 28. PRINCIPIOS 22
- 29. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 22
- 30. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 22
- 31. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 3. Create Knowledge vs Predictions create predictability 22
- 32. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 3. Create Knowledge vs Predictions create predictability 4. Defer Commitment vs Planning is commitment 22
- 33. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 3. Create Knowledge vs Predictions create predictability 4. Defer Commitment vs Planning is commitment 5. Deliver Fast vs Haste makes waste 22
- 34. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 3. Create Knowledge vs Predictions create predictability 4. Defer Commitment vs Planning is commitment 5. Deliver Fast vs Haste makes waste 6. Respect People vs here is One Best Way 22
- 35. PRINCIPIOS 1. Eliminate Waste vs Early specification reduces waste 2. Build Quality In vs The job of QA is to find defects 3. Create Knowledge vs Predictions create predictability 4. Defer Commitment vs Planning is commitment 5. Deliver Fast vs Haste makes waste 6. Respect People vs here is One Best Way 7. Optimize the Whole vs Optimize by decomposition 22
- 36. WASTE REDUCTION MENTALLITY Mura: Just-In-Time: supplying the production process with the right part, at the right time, in the right amount, and first-in, first out component flow Muri: unreasonable work that management imposes on workers and machines because of poor organization Muda: rework, overproduction, transportation, inventory, motion, danger, breakdown, ... 23
- 37. 24
- 38. KAI ZEN 24
- 39. KAI CAMBIAR PARA CORREGIR ZEN CAMINO 24
- 40. 1995 SCRUM SOFTWARE DEVELOPMENT PROCESS OOPSLA´95 Jeff Sutherland Ken Schwaber 25
- 41. Reglas del juego 26
- 42. Personas • Scrum Team (pigs) • Product Owner • Scrum Master • Development Team • Team Community (chickens) • Todos los demás 27
- 43. Time Boxes (proceso) • Sprint (4 semanas) Release Release Sprint Sprint Sprint Sprint Sprint 28
- 44. Time Boxes (proceso) • Sprint (4 semanas) Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 28
- 45. Time Boxes (proceso) • Sprint (4 semanas) • Sprint Planning (4 + 4 horas) Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 28
- 46. Time Boxes (proceso) • Sprint (4 semanas) • Sprint Planning (4 + 4 horas) • Daily Scrum (15 minutos) Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 28
- 47. Time Boxes (proceso) • Sprint (4 semanas) • Product Review • Sprint Planning (4 horas) (4 + 4 horas) • Daily Scrum (15 minutos) Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 28
- 48. Time Boxes (proceso) • Sprint (4 semanas) • Product Review • Sprint Planning (4 horas) (4 + 4 horas) • Sprint Retrospective • Daily Scrum (4 horas) (15 minutos) Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 28
- 49. Entregables 29
- 50. Entregables • Potentially Shippable Product Increment (cada sprint) 29
- 51. Entregables • Potentially Shippable Product Increment (cada sprint) • Completo (ej. manuales, capacitación) 29
- 52. Herramientas 30
- 54. Herramientas • Product Backlog • Sprint Backlog 30
- 55. Herramientas • Product Backlog • Sprint Backlog • Definition of “Done” 30
- 56. Herramientas • Product Backlog • Sprint Backlog • Definition of “Done” 30
- 57. Herramientas • Product Backlog • Sprint Backlog • Definition of “Done” • Release Plan 30
- 58. Herramientas • Product Backlog • Sprint Backlog • Definition of “Done” • Release Plan • Impediment Backlog 30
- 60. SCRUM SI FUNCIONA 32
- 61. 33
- 62. SOURCE: JEFF SUTHERLAND, “THE ROOTS OF SCRUM” 34
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- 65. 37
- 66. ¿POR QUÉ SCRUM NO FUNCIONA? (CUANDO NO FUNCIONA) 38
- 67. EL ENEMIGO De los primeros “Management consultants” “Scientific Management” (1911) Progressive Era: Edison, Ford, ...Hitler☺ Frederick Taylor (1856 - 1915) 39
- 68. PRINCIPIO 1 “Replace rule-of- thumb work methods with methods based on a scientific study of the tasks.” 40
- 69. PRINCIPIO 2 “Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.” 41
- 70. PRINCIPIO 3 “Provide detailed instruction and supervision of each worker in the performance of that worker's discrete task” 42
- 71. PRINCIPIO 4 “Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.” 43
- 72. TAYLORISM “The science of handling pig-iron is so great that the man who is physically able to handle pig-iron and is sufficiently phlegmatic and stupid to choose this for his occupation is rarely able to comprehend the science of handling pig- iron.” 44
- 73. TAYLORISM “It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone.” 45
- 74. YA NO ESTAMOS EN LA ERA INDUSTRIAL 46
- 75. “EL QUE SABE” “LOS QUE EJECUTAN INSTRUCCIONES” DISEÑO PRODUCCIÓN 47
- 76. “EL QUE SABE” “LOS QUE EJECUTAN INSTRUCCIONES” DISEÑO PRODUCCIÓN 48
- 77. 49
- 78. SCRUM 49
- 79. “LOS QUE SABEN” “LOS QUE EJECUTAN INSTRUCCIONES” DISEÑO PRODUCCIÓN 50
- 80. RELACIÓN CAUSA-EFECTO Complex Complicated C-E: COHERENTE C-E: ENTENDIBLE EN RETROSPECTIVA Chaos Simple C-E: NO DISCERNIBLE C-E: ENTENDIDA 51
- 81. RELACIÓN CAUSA-EFECTO AQUI ESTA UD. Complex Complicated C-E: COHERENTE C-E: ENTENDIBLE EN RETROSPECTIVA Chaos Simple C-E: NO DISCERNIBLE C-E: ENTENDIDA 51
- 82. RELACIÓN CAUSA-EFECTO AQUI ESTA UD. Complex Complicated C-E: COHERENTE C-E: ENTENDIBLE EN RETROSPECTIVA Chaos Simple C-E: NO DISCERNIBLE C-E: ENTENDIDA AQUI ESTA TU PROJECT MANAGER 51
- 83. CULTURAS The Reengineering alternative (1999) Las organizaciones son organismos vivos Cada organización tiene una cultura particular William Schneider, Ph.D. 52
- 84. CULTURAS 53
- 85. CULTURAS SCRUM 53
- 86. CULTURAS AQUI ESTA UD. SCRUM 53
- 87. SCRUM AND MANAGERS 54
- 88. HIERARCHICAL LEADERSHIP ORGANIZACIÓN 55
- 89. HIERARCHICAL LEADERSHIP CEO ORGANIZACIÓN 55
- 90. HIERARCHICAL LEADERSHIP CEO ORGANIZACIÓN LOS QUE PRODUCEN 55
- 91. HIERARCHICAL LEADERSHIP CEO EL QUE MANDA A LOS QUE MANDAN ORGANIZACIÓN LOS QUE PRODUCEN 55
- 92. SERVANT LEADERSHIP 56
- 93. SERVANT LEADERSHIP 56
- 94. SERVANT LEADERSHIP CEO 56
- 95. SERVANT LEADERSHIP LOS QUE PRODUCEN CEO 56
- 96. SERVANT LEADERSHIP LOS QUE PRODUCEN EL QUE SIRVE A LOS QUE SIRVEN CEO 56
- 97. CÓMO HACER QUE SCRUM FUNCIONE (GUÍAS DE ADOPCIÓN) 57
- 98. TO BE OR NOT TO BE (AGILE) SI ¿NECESITO? ¿QUIERO? SI NO NO S OLVIDALO ADELANTE! 58
- 99. ¿ NECESITO ? Waterfall no siempre es inadecuado 59
- 100. SPACE SHUTTLE “If the software isn't perfect, some of the people we go to meetings with might die” Cada línea de código diseñada, verificada, antes de ser escrita Especificación funcional: 40,000 páginas 1 bug x cada 420,000 LOC 17 bugs en las últimas 11 versiones “People ask, doesn't this process stifle creativity? The answer is, yes, that is precisely the point.” 60
- 101. ¿ QUIERO ? (DIFICULTADES) ¿ Te interesa entregar valor ? Práctica Contracultura Poder implica responsabilidad Luchar por cambiar el status-quo Disciplina total Fricción con otras Colaboración, personas y áreas Transparencia, Confianza, Iniciativa, Retrospectiva, Volver a aprender Aceptar errores, Coraje, muchas cosas Trabajo duro. 61
- 102. PREDICCIÓN Sólo el 30% de las organizaciones van a ser exitosas en adoptar Scrum/Agil El resto se va a ver obligado a permanecer competitivas con Outsorcing/Offshoring Con el riesgo que esto implica en la calidad Ken Schwaber 62
- 103. PASOS PARA ADOPTAR SCRUM 63
- 104. PASOS PARA ADOPTAR SCRUM MUAHAHAHA!! 63
- 105. Release Release Sprint Sprint Sprint Sprint Sprint Sprint Daily Scrum Sprint 1 día 1 día 1 día Product Retrospective Planning Review 1 día 4 horas 4 horas 4 semanas 64
- 106. RECOMENDACIONES 65
- 110. CONCLUSIONES 69
- 111. SCRUM NO HACE NADA 70
- 112. SCRUM NO HACE NADA SOLO HACE EVIDENTES LAS DISFUNCIONALIDADES 70
- 113. GRACIAS 71