MANIFESTO FOR AGILE SOFTWARE DEVELOPMENT.pptx

scrum theartofdoingtwicetheworkinhalfthetimejeffsutherlandco creatorofscrum virtualcasefile 9 11 thefbilackedtheabilitytoknowwhatitknew therewasnoeffectivemechanismforcapturingorsharingitsinstitutionalknowledge alqaedaactivistsenteringthecountryintheweeksandmonthsbefore9 11oneofficewassuspiciousofonepersonanotherwonderedwhysomanysuspiciousforeignersweregettingflighttraining anotherhadsomeoneonawatchlistbutnevertoldanyone nooneinthebureaueverputitalltogether virtualcasefile whensenatorsstartedaskinguncomfortablequestions thefbirespondedwiththeirplantomodernize vcfcost 70millionontopofthe 100millionalreadybudgeted threeyearslatertheprogramwascancelled ibmandmicrosoft2005fbiannouncedanewprogram sentinellockheedmartin 451million tobeoperationalin2009everychangerequiredacontractnegotiation2010 405millionspent halfwaydone andayearlateestimated6to8yearstocompletionandanadditional 350million waterfallganttchart monthsinthemaking chartsthatshowedeverythingthatneededtobeaccomplishedandthetimeitwouldtakeeverysinglestepinaprojectislaidout everymilestone everydeliverydate theyarealways alwayswrong oncethebeautifullyelegantplanmeetsreality itfallsapart fixingthefbi restarted withthedevelopmentbrought inhouse monthsspentunravelingcontractsandcuttingstafftounder50printedalltherequirementsdocuments inchesthick 1 100requirementsdocumentedreviewedandprioritized80 20rule focusedonthe20coreteamwassmaller 12 go livecompletioncommitment12monthswithcostof 20million amountremaininginthesentinelbudget fall2011 asimpleidea wheneveryoustartaproject whynotcheckin seeifwhatyouaredoingisheadingintherightdirection ifit sactuallywhatpeoplewant andquestionwhetherthereareanywaystoimprovehowyou redoingwhatyou redoing anywaysofdoingitbetterandfaster andwhatmightbekeepingyoufromdoingthat inspectandadapt impedimentremoval management sresponsibility flow productionshouldflowswiftlyandcalmlythroughouttheprocess managementtaskistoidentifyandremoveimpedimentstothatflowtaichiohno sthetoyotaproductionsystem seniormanagementneedstounderstandintheirbonesthatimpedimentsarenearlycriminal sentinel usingthe inspectandadapt cycle theteamtookroughlythreemonthstofigureouthowlongcompletingtheprojectwouldreallytake sequentialgoalswereset eachrequiredtobecompletedinafixedlengthoftime theteamused twoweekcycles sprintsattheendofeachspringcycle anincrementofproductwasfinishedfinishedmeansthesewassomethingworkingthatcouldbeshowntoanyonewhocared stakeholders optimally thepeoplethatwouldbeusingthatincrementofproduct real timefeedback istheteamheadedintherightdirection demos drivingtowardademonstrableproductonafrequentbasisiswhattheyareplanningtodonextreallywhattheyshouldbedoing giventheexperienceandworkduringthejustcompletedcycle atthebeginningofeachnewspringcycle theteamdecideshowmuchcanbeaccomplishedinthenexttwoweeksworkitemsareselectedfromtheprioritizedlistofthingsthatneedtobedonetheteamdecideshowmanyoftheseitemscangetdoneinthenextsprintcycle scrumisnotaboutdevelopers scrumisaboutcustomersandstakeholders forthesentinelproject showingtheactualproductwasthemostpowerfulpart jeffjohnsonskepticisminfectedthefbitheguysdowninthebasementarejustgoingtoscrewitupagain justonemoretemporarysystemthatwillfail andwe llhavetogobacktousingpaper julyof2012sentinelwasturnedon success thesentinelteam stillworkinginthebasement aroomwithoutwindowspanelsremovedfromtheircubiclessotheycanseeeachotheraroomwithoutwindowsposter sizecopyof agile principlesonthewall stillmakingimprovementsandaddingfunctionalitytothesystemtheybuilt oldjokeinthescrumcommunity chickenandpigarewalkingdowntheroadthechickensays hey pig iwasthinkingweshouldopenuparestaurant whatshouldwecallit asksthepig howabout hamandeggs nothanks saysthepig i dbecommitted butyou donlybeinvolved the pigs aretheonescommittedtotheprojectandresponsiblefortheoutcome the chickens arethoseinformedofitsprogress thestakeholders takeaways planningisuseful blindlyfollowingplansisstupid alltheworkneededonalargeprojectlaidout withdetailedplans whendetailedplansmeetreality theyfallapart failfastsoyoucanfixearly corporatecultureputsmoreweightonforms procedures andmeetingsthanonvisiblevaluecreationthatcanbeinspectedatshortintervalsbyusers workthatdoesnotcreaterealvalueismadness inspectandadapt inspectandadapt w edwardsdemingworkedforgeneraldouglasmacarthurduringtheoccupationafterwwii hisinfluenceonjapanesemanufacturingwasdramatictrainedengineersin statisticalprocesscontrol measureexactlywhatisbeingdonehowwell andstrivefor continuousimprovement constantlycreatingexperimentstoseeifyoucanachieveimprovementpdcacycle plan do check act toact meanstochangeyourwayofworkingbasedonrealresultsandrealenvironmentalinput waterfallmethodinsiststhateverythingcanbeplannedaheadoftime andwouldn tchangeoverthecourseofamultiyearproject teams teamsarewhatgetthingsdoneintheworldofwork businessesalltoooftenfocussolelyonindividuals performancebonuses promotions hiring abigmistake youwantthebestpeople andpeoplearedifferent sofocusongettingthebestperformers yalestudycorrelationbetweenstudenttimespentonaprojectandthegrade none fasteststudentsoutpacedslowestbyratioof10 1conclusion hireastudentsthatearntheaintheshortestamountoftime but ibmstudy lookedatteamperformancedataon3 800projectsifthebestteamcouldperformataskinoneweak assumingmemberswere a students expecta10 1ratioincomparingbestandnot bestteams whatwastheratio itdidnottaketheslowteam10weekstodowhatthebestteamcoulddoinaweek ittook2 000weeks 2 000 1 characteristicsofbestteams 1 transcendenttheteam ssenseofpurposeisbeyondtheordinary thedecisiontonotbeaverage buttobegreat changesthewaytheyviewthemselves andwhatthey recapableof 2 autonomoustheteamsareself organizingandselfmanaging theyhavethepowertomaketheirowndecisionsabouthowtheydotheirjobs andareempoweredtomakethosedecisionsstick cross functionaltheteamshaveallehskillsneededtocompletetheproject planning design production sales distribution keyconceptsinscrum autonomyteammembersdecidethemselveshowthey regoingtodothework it smanagement sresponsibilitytosetthestrategicgoals butit stheteam sjobtodecidehowtoreachthosegoals keyconceptsinscrum cross functionalteammemberoftheprojectthatdesignedarevolutionarynewcameraforcanon whenalltheteammembersarelocatedinonelargeroom someone sinformationbecomesyours withouteventrying youstartthinkingintermsofwhat sbestorsecondbestforthegroupatlargeandnotonlywhereyoustand keyconceptsinscrum teamshavealltheskillnecessarytogetthingsdone souptonuts noseparationofroles teamdiversity skillset thinkingandexperienceteamsthatcangetawholeprojectdone teamsthatareunselfishandautonomousteamsdecidehowtodothework a characteristicsofbestteams test whenaspecialistidentifieswiththeirspecialtymorethanwiththeproductthey reactuallymaking best willnothappen sizedoesmatter datashowsthatteam svelocityslowsdownwithmorethan9 data alargeteamcantakeaboutfivetimesthenumberofhoursthatasmallteamwould study 491medium size projectsathundredsofdifferentcompanies projectrequiringnewproductsorfeaturesasteamsgrewlargerthan8 theytookdramaticallymoretime teamsof3to7required25 oftheeffortofteamsof9to20 scrumteam neededcharacteristics intensefocusonthegoalradicalcollaborationhungertocrushanythingintheirwayuniversalexcitementwhenanyteammemberbrokethroughwiththeball scrummaster responsibleforensuringprocessiseffectivesomeonebetweenateamcaptainandacoachfacilitatormakesurethereistransparencyhelptheteamdiscoverwhatisgettinginthewayguidetheteamtowards continualimprovement continuallyasking howcanwedowhatwedobetter whatcanwechangeabouthowwework whatisourbiggeststickingpoint fundamentalattributionerror atest whenyouareblamingsomeone youarefindingfaultwiththempersonally whenyouarebeingblamed youaremoreawareofthesituationalfactorsthatledtotheproblemandwhyyoudidwhatyoudid weallseeourselvesasrespondingtoasituation whileweseeothersasmotivatedbytheircharacter deming spoint it sthesystemthatsurroundus ratherthananyintrinsicquality thataccountsforthevastmajorityofourbehavior the lesson weareallcreaturesofthesystemwefindourselvesembeddedin scrum insteadofseekingsomeonetoblame trytoexaminethesystemthatproducedthefailureandfixit blameisstupiddon tlookforbadpeople lookforbadsystems onesthatincentivizebadbehaviorandrewardpoorperformance the sprint mitmedialabprojects policyevery3weekseachteamhadtodemototheircolleagueswhatitwasworkingon anopendemo anyonecouldcomeifthedemowasnotbothworkingand cool thedirectorskilledtheproject sprintsworkforashortperiodoftimeandstopandseewhereyouare backlog doing done stickynotes orwhiteboard boardisdividedintothreecolumnsbacklog workthatneedstodone doing teammemberundertakesoneofthetasks movingitfrombacklogtodoing done whenisfinished criteria whenitcanbeusedbythecustomer dailystand up scrummasterisinchargeaskseachmember whatdidyoudoyesterdaytohelptheteamfinishthesprint whatwillyoudotodaytohelptheteamfinishthespring whatobstaclesaregettingintheteam sway that sit 15minutesmax noassigningoftasksfromabove theteamisautonomous 1990sborland quattroproforwindowsteammeteverydaytodiscuss onehourself organizedaroundchallengesscrumrules meetingheldatthesametimeeveryday everyonehadtobetheremeetingcouldnotlastmorethatfifteenminuteseveryonehadtoactivelyparticipate passivityisnotonlylazy itactivelyhurtstherestoftheteam sperformance sutherland sspeechtoteamslargeandsmall doyoureallywanttosuckforever isthatwhatyourmotivationisinlife becauseit syourchoice youknow youdon thavetobethatway ateamhastodemandgreatnessfromitself wasteisacrime threedifferenttypesofwaste wastethroughunreasonablenesswastethroughinconsistencywastethroughoutcomesdeming spdcacycleplanmeansavoidunreasonablenessdomeansavoidinconsistencycheckmeansavoidinconsistencyactmeansthewill motivationanddeterminationtodoallthat onethingatatime multitasking theresearchthosewhodrivewhiletalkingoncellphones evenhandsfree getintomoreaccidentsthanpeoplewhodon tquote evenwhenparticipantsdirecttheirgazeatobjectsinthedrivingenvironment theyoftenfailto see themwhentheyaretalkingonacellphonebecauseattentionhasbeendirectedawayfromtheexternalenvironmentandtowardaninternal cognitivecontextassociatedwiththephoneconversation itappearsthatthepeoplewhoaremostlikelytomulti taskandmostapttouseacellphonewhiledrivingarethosewiththemostinflatedviewsoftheirabilities multitasking researchersconclusions peopledon tmultitaskbecausetheyaregoodatit theyhavetroubleinhibitingtheimpulsetodoanotheractivity peoplewhomultitaskthemostjustcan