Post on 23-Jun-2015
© Jeff Sutherland 1993-2010
THE ROOTS OF SCRUMHow the Japanese lean experience changed global
software developmentWith help from Citrix Online, Google, Yahoo, Microsoft, IBM, Oracle, MySpace, Adobe, GE, Siemens, Disney Animation, BellSouth, Nortel, Alcatel-Lucent, GSI
Commerce, Ulticom, Palm, St. Jude Medical, DigiChart, RosettaStone, Healthwise, Sony/Ericsson, Accenture, Trifork, Systematic Software Engineering, Exigen Services, SirsiDynix, Softhouse, Philips, Barclays Global Investors, Constant Contact, Wellogic, Inova Solutions, Medco, Saxo Bank, Xebia, Insight.com, SolutionsIQ, Crisp, Johns Hopkins Applied Physics Laboratory, Unitarian
Universalist Association, Motley Fool, Planon, FinnTech, OpenView Venture Partners, Jyske Bank, BEC, Camp Scrum, DotWay AB, Ultimate Software, Scrum
Training Institute, AtTask, Intronis, Version One, OpenView Labs, Central Desktop, Open-E, Zmags, eEye, Reality Digital, DST, Booz Allen Hamilton, Scrum Alliance,
Fortis, DIPS, Program UtVikling, Sulake, TietoEnator, Gilb.com, WebGuide Partner, Emergn, NSB (Norwegian Railway), Danske Bank, Pegasystems, Wake Forest
University, The Economist, iContact, Avaya, Kanban Marketing, accelare, Tam Tam, Telefonica/O2, iSense, AgileDigm, Highbridge Capital Management, Wells Fargo
Bank, Deutsche Bank, Hansenet/Alice, GlobalCollect
1Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Jeff Sutherland’s History
1964-1975 - Fighter Pilot, U.S. Air Force
100 missions over North Vietnam in F4 Phantom1975-1983 - Medical School Professor
Complex adaptive systems research
Mathematical simulations of cancer cell formation1983-2011 - VP/CTO/CEO 11 technology companies
1983-1993 prototyping new development processes
1993 created first software Scrum team
1993-2011 VP/CTO/CEO 7 Scrum companies
2Monday, January 3, 2011
© Jeff Sutherland 1993-2010
1983 - Software for 150 banks
Sources:http://www.softwaremag.com/L.cfm?Doc=newsletter/2004-01-15/Standishhttp://www.infoq.com/articles/Interview-Johnson-Standish-CHAOShttp://www.projectsmart.co.uk/the-curious-case-of-the-chaos-report-2009.html
LateUpset
PressureUnhappy
Projects always lateManagement always upsetDevelopers under pressureCustomers unhappy
3Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Managers did not understand basic laws of software development
Ziv's Uncertainty Principle in Software Engineering - uncertainty is inherent and inevitable in software development processes and products - Ziv, 1996Trying to control an empirical process with a predictive control system (waterfall) causes chemical plants to explode (like software projects) - Ogunnaike and Ray, 1995
4Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Radical Change Required Making the world a better place
– Japanese manufacturing - W. Edwards Deming– Team process – Silicon Valley entrepreneurs (Creative Initiative)– Micro enterprise development – Accion and Grameen Bank
Process innovation and productivity research– Alan Kay and Xerox Parc– Takeuchi and Nonaka - knowledge generation/lean– IBM Surgical Team (Mythical Man Month)– Jim Coplien - ATT Bell Labs Pasteur Project– Complex adaptive systems and iRobot subsumption architecture
5Monday, January 3, 2011
© Jeff Sutherland 1993-2009
10
How we invented Scrum:Learning about innovation from Xerox Parc
Personal Workstation Mouse (SRI) Ethernet
Windows Interface Laser Printer Smalltalk
6Monday, January 3, 2011
CSM v10.21 © Jeff Sutherland 1993-2009
Alan Kay’s Innovation Strategy
Incremental - NO Cross Discipline - NO Extreme data points - ONLY LOOK AT THIS!
X
7Monday, January 3, 2011
© Jeff Sutherland 1993-2009
Benchmarked Out of the Box
Scrum looked at projects off the chart(IBM Surgical Team) F. P. Brooks, The Mythical Man Month: Essays on Software Engineering: Addison-Wesley, 1995.
Takeuchi and Nonaka. The New New Product Development Game. Harvard Business Review, 1986
J. O. Coplien, "Borland Software Craftsmanship: A New Look at Process, Quality and Productivity," in 5th Annual Borland International Conference, Orlando, FL, 1994.
Scrum: A Pattern Language for Hyperproductive Software Development
By M. Beedle, M. Devos, Y. Sharon, K. Schwaber, and J. Sutherland. In Pattern Languages of Program Design. vol. 4, N. Harrison, Ed. Boston: Addison-Wesley, 1999, pp. 637-651.
Every team can achieve hyperproductivityJ. Sutherland, S. Downey, and B. Granvik, "Shock Therapy: A Bootstrap for a Hyper-Productive Scrum" in Agile 2009, Chicago, 2009.
C. Jakobsen and J. Sutherland, "Scrum and CMMI – Going from Good to Great: are you ready-ready to be done-done?," in Agile 2009, Chicago, 2009.
8Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Scrum is a Simple Framework
Scrum
Meetings
Sprint Planning
Daily Meeting
Roles
Team
Product Owner
ScrumMasterArtifacts
Burndown Charts
Sprint Backlog
Product Backlog
Sprint Review
9Monday, January 3, 2011
CSM v 11.07 © Jeff Sutherland 1993-2011
Team Performance ATT Bell Labs Pasteur Project
Performance = Communication Saturation = Collective Team KnowledgeDaily meeting with few roles = performance
0
20
40
60
80
100
120
0 20 40 60 80
Number of Roles
% S
atur
atio
n
Communication Saturation and Roles. Organizational Patterns of Agile Software Development by Coplien and Harrison (2004)
10Monday, January 3, 2011
CSM v 11.07 © Jeff Sutherland 1993-2011
Brooks LawAdding people to a late project makes it later
Optimal team size is 3-7 people
!"#$%&'("%)*+,%
!'$"%-%
.%
/-%
/.%
0-%
0.%
/% 0% 1% 2% .%
!"#$%&'("%
)*+,%
!'$"%
Source: http://www.qsm.com/process_01.html (491 projects)
11Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Theory: Scrum Origins
Project Management Styles
Type A – Isolated cycles of work
Type B – Overlapping work
Type C – All at onceThe overlapping of phases does away with traditional notions about division of labor. Takeuchi and Nonaka (1986)
NASA Waterfall
Fuji-Xerox Scrum
Honda Scrum
Requirements Analysis Design Implementation Testing
12Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Complex Adaptive System Self organization No single point of control Interdisciplinary teams Emergent behavior Outcomes emerge with high dependence on relationship and context Team performance far greater than sum of individuals
J. Sutherland, A. Viktorov, and J. Blount, Adaptive Engineering of Large Software Projects with Distributed/Outsourced Teams, in International Conference on Complex Systems, Boston, MA, USA, 2006.
13Monday, January 3, 2011
CSM v10.21 © Jeff Sutherland 1993-2009
Scrum Dynamic Model
Value Velocity
Daily Meeting
READY
DONE
IMPEDIMENTS
Sprint
14Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Project State Space
LateUpset
PressureUnhappy
EarlySupportive
FunEcstatic
BetterUnsupportive
MediocreHappier
Chaos
Ready
Rea
dy D
one D
one
Not Ready
Not Done35%improvement
300-400%improvement
Traditional Project Management Scrum
15Monday, January 3, 2011
CSM v 11.06 © Jeff Sutherland 1993-2010
Linear scalability
16Monday, January 3, 2011
CSM v 11.07 © Jeff Sutherland 1993-2011
Three Best PracticesEnabling Specifications generate User Stories
A “type of user” needs a “feature” to get “some business value” plus acceptance tests, notes, and an implied conversation.
Story point - unit-less number that indicates relative size of a user story compared to a small reference story.Velocity - number of story points that a Scrum team delivers at the end of a Sprint
Planning Poker - used to estimate User StoriesScrum Board - information radiator displaying all three Scrum artifacts
17Monday, January 3, 2011
Vodafone Scrum Board
18
18Monday, January 3, 2011
© Jeff Sutherland 1993-201004/06/10
8
Company Structure
Bureaucracy•Rigid rule enforcement•Extensive written rules and procedures•Hierarchy controlsD
isciplined
Whimsical Autocracy
•Top down control•Minimum rules and procedures•Hierarchy controls
Leadership•Empowered employees•Rules and procedures as enabling tools•Hierarchy supports organizational learning
Organic•Empowered employees•Minimum rules and procedures•Little hierarchy
Coercive EmpoweringAdapted from Liker, JK (2004) The Toyota Way. McGraw Hill.
19Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Breaking down command and control
Emergent strategy self-organizes through local actions– Distributed cognition and actions
Scrum team must be allowed to self-organize– Autonomous– Transcendent– Cross-fertilization
Team chooses own work– Individuals manage their own work– Management gets out of the way
20Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Managers need to be Leaders Leaders can “find” and utilize spontaneously
formed ba Leaders can build ba by providing space for
interactions– Physical space such as meeting rooms– Cyberspace such as computer network– Mental space such as common goals
Fostering trust and commitment forms the foundation of knowledge creation (self-organization)
Scrum is based on TRUTH, TRANSPARENCY, COMMITMENT, and TRUST
21Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Training management in Lean helps them understand Scrum
Lean
Bankrupt#1
Traditional
22Monday, January 3, 2011
© Jeff Sutherland 1993-2010
3 Pillars of Lean
Muri - overburden (invisible cause of waste)Mura - unevenness (invisible cause of waste)Muda - visible waste
23Monday, January 3, 2011
© Jeff Sutherland 1993-2010
The concept of ba Dynamic interaction of individuals and
organization creates a synthesis in the form of a self-organizing team.
It provides a shared context in which individuals can interact with each other.
Team members create new points of view and resolve contradictions through dialogue.
Ba is shared context in motion where knowledge as a stream of meaning emerges.
Emergent knowledge codified into working software self-organizes into a product.
24Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Energy of ba is given by its self-organizing nature
Ba needs to be “energized” with its own intention, direction, interest, or mission to be effective
Leaders provide autonomy, creative chaos, redundancy, requisite variety, love, care, trust and commitment
Demanding goals and time pressure facilitate performance
Equal access to information at all levels was critical
ScrumMaster and management must “energize” ba through facilitating colocation, dynamic interaction, face to face communication, transparency, and audacious goals.
25Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Local action forces self-organization
Individual self-organizes work Team self-organizes around goals Architecture self-organizes around working
code Product emerges through iterative adaptation Requires participative approach as opposed to
authoritative approach Flat organizational structure
26Monday, January 3, 2011
Carsten Ruseng Jakobsen and Jeff Sutherland
Going from Good to Great with ScrumAre you READY READY to be DONE DONE?
Carsten.Ruseng.Jakobsen@systematic.com, jeff@scruminc.com
27Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Lean Thinking Tools
Tool 1:Eliminate
Waste
Tool 2:Value Stream
Mapping
Tool 3:Feedback
Tool 4:Iterations
Tool 5:Synchronization
Tool 6:Setbased
development
Tool 7:OptionsThinking
Tool 8:Latest
ResponsibleMoment
Tool 9:DecisionMaking
Tool 10:Pull
Tool 11:QueueTheory
Tool 12:Cost of Dealy
Tool 13:Self-
determinatoion
Tool 14:Motivation
Tool 15:Leadership
Tool 16:Expertise
Tool 17:Perceivedintegrity
Tool 18:ConceptualIntegrity
Tool 19:Refactoring
Tool 20:Test
Tool 21:Measures
Tool 22:Contracts
P1Eliminate waste
P5Empower
team
P4Fast
Delivery
P3Responsibledecisions
P2 Amplify Learning
P7See theWhole
P6Build
integrity in
28Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Scrum and Lean - Systematic
These are thinking tools – Projects and employees knows best how to transform them
Tools can be divided in three
dimensions
Value
Flow
Pull
Perfection
Engineering
Management
People
P6 Build Integrity in
T19 Refactoring T20 Test
P2 Amplify learning
T5 Synchronization T4 Iterations
P2 Amplify Learning
T3 Feedback T6 Setbased
development
P6 Build Integrity In
T18 Conceptual integrity
T17 Perceived integrity
P1 Eliminate Waste
T1 Eliminate Waste T2 Valuestreams
P4 Fast Delivery
T11 Queuing Theory T12 Cost of Delay
P7 See the whole
T22 Contracts T21 Measures
T10 Pull
P3 Decide in latest Responsible moment
T7 Options thinking T8 Latest responsible
MomentT9 Beslutningstagning
P5 Empower team
T16 Expertise
P5 Empower team
T14 Motivation
P5 Empower team
T15 Leadership
P5 Empower team
T13 Self-determination
29Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Beginner’s Scrum - Systematic – 6 month results
10%
20%
a
30%
50%
40%
60%
CMMI 1 CMMI 5
70%
80%
90%
100%
CMMI 5SCRUM
Project effort Rework
Work
Process focusCMMI
SCRUM
50 %
50 %
50 %
10 %
9 %
6 %
25 %
4 %
100 %
69 %
35 %
30Monday, January 3, 2011
© Jeff Sutherland 1993-2010
ImpedimentsData driven removal of impediments using control charts from 11/2007
Examples on causes:
• Special competences• Disk full• Setup misunderstood• COTS failed
Root cause analysis of time to fix automatically generates ScrumMaster’s impediment list.
31Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Next Step: Story Process EfficiencyWhen work allocated to sprint is READY, flow and stability is achieved
Objective: 60% Objective: 50h
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35
Flow
Ready NOT Ready
32Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Mature Scrum in Startup Company
0
12.5
25.0
37.5
50.0
2000 2001 2002 2003 2004 2005 2006 2007
Revenue (millions USD)
PatientKeeper
33Monday, January 3, 2011
© Jeff Sutherland 1993-2010
All at Once Scrum - Pegasystems
34Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Source: Forrester Research December 2008 Global Agile Company Online Survey
35Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Japanese ScrumProfessor W. Edwards Deming helped the Japanese create the lean revolutionProfessors Nonaka and Takeuchi brought the idea of Scrum back to AmericaWe now give back to the Japanese people the software Scrum now tested in every country by more than 100,000 teamsMay the Japanese take software development to the next level as they have done in manufacturing!
36Monday, January 3, 2011
© Jeff Sutherland 1993-2010
Anything is possible!
37Monday, January 3, 2011
© Jeff Sutherland 1993-2010
38Monday, January 3, 2011