Presentation-Why SCRUM Works

Why SCRUM works – also in distributed projects

Nine good reasons - and how to ensure that SCRUM works in your project?SCRUM works in your project?

Lene Pries-HejeCopenhagen Business School / IT University of Copenhagenp g y p g

Jan Pries-HejeRoskilde University

© Pries-Heje & Pries-Heje Slide no.: 1Why SCRUM works

os de U e s ty

Our Point• Scrum seems to work extremely well as an agile

project management approachproject management approach. • An obvious question is why? • To answer that question, we carried out aTo answer that question, we carried out a

longitudinal case study of a distributed project using Scrum across Denmark and India.

• We conclude that Scrum works so well because it provides communication, social integration, control and coordination mechanisms that arecontrol, and coordination mechanisms that are especially useful for distributed and agile project managementW th di h t th f ll ki• We then discuss how to ensure the full working potential of SCRUM in your distributed project


SCRUM – short introduction


The Danske Bank CaseThe Danske Bank Case• Danske Bank gave us the opportunity to follow a• Danske Bank gave us the opportunity to follow a

distributed project team using Scrum. We found a project using the agile method• We found a project using the agile method Scrum with participants distributed across the two countries: Seven in a Scrum team intwo countries: Seven in a Scrum team in Denmark and eight in a Scrum team in IndiaFi I i i h P j M b f• First Interview with Project Manager before project start. And last interview after

• Numerous interviews + observation• Analysis of data revealed 9 good reasons


y g

Social capital has 3 dimensionsSocial capital has 3 dimensions• The structural dimension of social capital involves the p

network of ties and relationships possessed by group members and reflect the degree to which groups of individuals openly communicate.p y

• The relational dimensionconcerns the nature and quality of the relationship ties, and refers to the trust that exists among a groupthat exists among a group.

• The cognitive dimensioncan be described as the shared language and sha-red narratives that together f h d f i


form a shared system of meaning.

Conclusion 1Conclusion 1

1. Scrum support building relations and networks within the project team;

– A network is more or less prescribed within each team

– Ties between the teams related to roles– Ties were established quickly and developed into

f fstrong ties during the first couple of sprints


Conclusion 2Conclusion 22 Scrum has mechanisms for building trust –2. Scrum has mechanisms for building trust –

even at a distance;Frequent deliveries and short feedback loops– Frequent deliveries and short feedback loops support building trust

– Very early in the project the intervieweesVery early in the project the interviewees expressed confidence in each others and sympathy and understanding towards each other

– The Project Manager expressed great confidence in the team after the first release


Conclusion 3Conclusion 3

3. Scrum gives the project team a common language and both short and long term targets to aim for;– A shared vision develop quickly using the product

backlog as the cornerstone– Breaking the product backlog down into a release

l d i t b kl k th h d i iplan and sprint backlogs make the shared vision very operational


Checklist for your project (Part 1)Checklist for your project (Part 1)

1. Make sure to build up relations and networks within and for the project team – all roles are p junderstood, filled and enacted?

2. Use Scrum for building trust – for example2. Use Scrum for building trust for example by letting participants demonstrate early that they can deliver on their promise(s)they can deliver on their promise(s)

3. Use the vocabulary of Scrum consistently –to ensure the common language providedto ensure the common language provided, and focus on emphasizing short and long term targets


term targets

In addition our 2nd round interview analysis had categories of data on the three “C”’s

• CoordinationThe additional information processing performed when multiple,

t d t l th t i l t i thconnected actors pursue goals that a single actor pursuing the same goals would not perform – Articulation Theory

• CommunicationCommunicationBoundary objects which are both plastic enough to adapt to local needs and constraints of the several parties employing them, yet robust enough to maintain a common identity across sites

• ControlB t ti i di t ib t d t t k i il tBest practice in distributed teams takes in common milestones, frequent delivery, quick feedback, frequent meetings, and frequent progress reports – Project Management


SupplierManagement

CustomermanagementManagement

i.e. Project Managerg

Product Owner

ScrumBoard& B D Scrum Master& BurnDown

chartProductBacklog

D l ( )Developer(s)End User(s)User

stories


Conclusion 4-7Conclusion 4 74.Scrum is very useful for coordinating work in y g

the project team;5.Scrum makes a number of boundary objects5.Scrum makes a number of boundary objects

and boundary spanner roles available;6 Scrum includes a certain meeting structure6.Scrum includes a certain meeting structure

that works well for communication in the project team;project team;

7.Scrum includes simple but effective mechanisms for tracking project progressmechanisms for tracking project progress;


Checklist for your project (Part 2)Checklist for your project (Part 2)4.Use all the Boundary Objects all the time to y j

ensure the coordination of work in the project team;

5.Fill all the Boundary Spanner Roles and make sure that roles are enactedmake sure that roles are enacted

6.Use the Daily and Iterative meeting structure to ensure good communication in the projectto ensure good communication in the project team;

7 Use the simple b t effecti e mechanisms for7.Use the simple but effective mechanisms for tracking project progress that Scrum provides;


provides;

What about Quality?What about Quality?• As for Quality, the Scrum Board division

between Done and Done Done ensured quality of the deliverables produced by the team.

• In the DELHI project, however, there was a specific role as Professional Tester, both in p ,Denmark and India, which ensured quality.

• We could see that Scrum was plastic enoughWe could see that Scrum was plastic enough to allow such roles to be part of the Scrum team


team

Conclusion 8-9Conclusion 8 9

8.Scrum has simple mechanisms built in for ensuring quality;ensuring quality;

9.The use of Scrum gives energy and ti ti t th tmotivation to the team.


SCRUM BoardSCRUM BoardUser In pro

Do

UserStories Ready (to do) In pro-

gress Done Done Done

As User I need …

Do …

Do …

Do …

Code …

Do …

Do …

Code …

Do …

Do …

Code …

Do …

Do … Code …

As User I need …

Do …

Do …

Code …

Do …

Do … Do …Do …

As User I need …

Do … Do …


Checklist for your project (Part 3)Checklist for your project (Part 3)

8.Use the simple mechanisms (i.e. Done Done) to ensure quality;to ensure quality;

9.Enjoy that the use of Scrum gives energy and ti ti t th tmotivation to the team.


What the participants told usWhat the participants told usT b i t i d d t• Team members interviewed expressed great satisfaction working on the project …

• First, they pointed to the closer contact with, and , y p ,immediate feedback from the customer and the project manager.

• Second they felt increased commitment and feelings• Second, they felt increased commitment and feelings of ownership.

• Third, they pointed to the energy released from being bl t f d d li i k ltable to focus on and deliver quick results.

• The CMMI assessor found that the collaboration within and between the teams were the best experienced in the organization at any time


Our Point - againg• Scrum seems to work extremely well as an agile

j hproject management approach. • An obvious question is why?

To answer that question we carried out a• To answer that question, we carried out a longitudinal case study of a distributed project using Scrum across Denmark and India. g

• We conclude that Scrum works so well because it provides communication, social integration, control and coordination mechanisms that arecontrol, and coordination mechanisms that are especially useful for distributed and agile project management

• We then discuss how to ensure the full working potential of SCRUM in your distributed project


Presentation-Why SCRUM Works

Documents

Transcript of Presentation-Why SCRUM Works