Game of SCRUM & VSM

Mark Lambertz Metaphorum Conference 2016

Leeds

Me

Innovation

Organization

Human Centered Design

32+ yrs digital experience

20+ yrs professional

Multipreneur

Author & Blogger

Consultant

Agile Coach

Strategist

Design Thinker

Exponentialist

Freelancing & University Lecturer

Speaker

Transducer, System 4,

Boundary Spanner

I ♡ models

ThesisConsequently practiced SCRUM constitutes itself inherently as a viable system.

Furthermore it shows that enterprise wide SCRUM is a feasible approach, since it implicitly follows the principles of the VSM.

What is SCRUM? A framework to insure

Transparency Inspection Adaptation

Origins:

1997 developed by

Ken Schwaber Jeff Sutherland

Mindset: OODA

Observe

Orient

Decide

Act

Values: commitment

courage focus

openness respect

Risk management: for volatile

environments

tactics:

the higher the uncertainty the

shorter the cycle

=

small increments &&

small batch size

Timebox!2nd & 4th Principle of Organization!≈ Synchronization

Agile Manifesto

Lean Thinking

Agile Manifesto

SCRUM

Basic ValuesIndividuals & Interaction

Processes & Tools

+

-

Working Software

extensive Documentation

+

-

Cooperation with Client

Contract negotiations

+

-

React to change

Follow the plan-

+

Methodical Approach

Decision:

Static mapping of SCRUM activities, artifacts and roles to VSM Systems

or process related (time based) exploration of

SCRUM behavior

Procedure:

Personal research

Peer review: Heike Bartlog,

Host for Innovation

Interviews & Field verification

Recursion level: Team

Product Owner

Scrum Master

Team Member 1

Team Member 2

Stake-holders User

Agile Manifesto

TOKENS

Managt.

Stake-holders

!

UsersDev Team Member 1

Dev Team Member 2

Product Owner

Scrum Master

Agile Manifesto

TURN: 1 Product vision

Managt.

Product Owner Scrum

Master

Dev Team Member 1

Dev Team Member 2

Product Owner

Dev Team

Product Owner

Dev Team

Agile Manifesto

Stake-holders

Users

Scrum Master

Managt.

TURN: 1 Product vision

!

Definition of Purpose Epics & User Stories Acceptance Criteria Definition of „Ready“ Definition of „Done“ Agreements

Product Owner Scrum

Master

Dev Team Member 1

Dev Team Member 2

Product Owner

Dev Team

Product Owner

Dev Team

Agile Manifesto

!

Stake-holders

Users

Scrum Master

TURN: 2 sprint planning

Managt.

Item Bargain for 1st Sprint Product Owner prioritization Dev Team picks items for the sprint SCRUM Master intervenes if needed

Product Owner

Scrum Master

Dev Team Member 1

Dev Team Member 2

Product Owner

Dev Team

Scrum Master

Dev Team Agile

Manifesto

!

Stake-holders

Users

Dev Team

TURN: 3 Daily Cycle

Dev Team

Scrum Master

Managt.

Production Phase Check up: On course? Product Owner almost not involved SCRUM Master = moderator

Product Owner

Scrum Master

Dev Team Member 1

Dev Team Member 2

Product Owner

Dev Team

Scrum Master

Dev Team Agile

Manifesto

!

Stake-holders

Users

Dev Team

TURN: 4 Release

Dev Team

Scrum Master

Managt.

Release Potentially shippable product Increment

Dev Team Member 1

Dev Team Member 2

Product Owner

Product Owner Dev

Team

Product Owner

Scrum Master

Dev Team

Agile Manifesto

!

Scrum MasterStake-

holders

Users

TURN: 5 sprint review

Dev Team

Scrum Master

Managt.

Product Reflection What can we learn from the last sprint about our product? Features, Stability, Dev Issues, etc.

Dev Team Member 1

Dev Team Member 2

Product Owner

Scrum Master

Dev Team

Product Owner

Scrum Master

Dev Team

Product Owner

Scrum Master

Dev TeamProduct

Owner

Scrum Master

Dev Team

Agile Manifesto

!

Scrum Master

Stake-holders

Users

TURN: 6 Sprint retrospective

Managt.

Collaboration Reflection What can we learn from the last sprint about our collaboration? Human interaction, tools, rules, etc.

A short reflection about enterprise SCRUM

Team 1

Team 2

…

Synchronization

Sync 1 Sync 2 Sync 3

It’s recursive!

Beware: SCRUM is not suitable for every type of value creation!

But there are other agile practices for

„not-so-incremental“ processes.

Summary

Conclusion

SCRUM activities, artifacts and roles during the process can be mapped towards the VSM

SCRUM teams follow implicitly the principles of viability

SCRUM can be scaled in the enterprise context, if it is possible to synchronize the teams

Additional agile methods should be used in the systems which support the creation of value