Scrum Patterns: The New Defacto Scrum Standard
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Transcript of Scrum Patterns: The New Defacto Scrum Standard
Patterns: The New De facto Scrum
Standard
Jim Coplien Gertrud & Cope, Mørdrup, Danmark
1 20150228ScrumGatheringJapan.key - 13 Mar 2015
The Daily Scrum: Why is it there?
1.To report status and update Information Radiators (Burndown chart, Scrum board, etc.)
2.For the ScrumMaster to learn the Sprint status
3.To update the content and ordering of SBIs
4.To answer the three questions and make impediments visible
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10 6 13
Maarit Laanti
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Scrum PLoP
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Nonaka’s Text Agile/Scrum (Software)
1993 Org. Patterns(by Jim Coplien) (at PLoP)
2001 “Agile Software Development with Scrum” (by Ken Schwaber, Mike Beedle)
“The Knowledge Creating Company”(HBR) 1991
SECI-model
アメリカ海兵隊(U.S. Marine) 1995Fractal Organization
1994/1 First Sprint of Scrum by Jeff Sutherland
Scrum Master1994/2 Second Sprint of Scrum (with Cope’s Ideas)
Daily Scrum
“The New New Product Development Game” 1986
“Scrum”
2012 “Software in 30 days”“Wise Leadership”(HBR) 2010
Phronetic Leadership
“Managing Flow” 2008
2001 “The Agile Manifesto”
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Nonaka’s Text Agile/Scrum (Software)
1993 Org. Patterns(by Jim Coplien) (at PLoP)
2001 “Agile Software Development with Scrum” (by Ken Schwaber, Mike Beedle)
“The Knowledge Creating Company”(HBR) 1991
SECI-model
アメリカ海兵隊(U.S. Marine) 1995Fractal Organization
1994/1 First Sprint of Scrum by Jeff Sutherland
Scrum Master1994/2 Second Sprint of Scrum (with Cope’s Ideas)
Daily Scrum
“The New New Product Development Game” 1986
“Scrum”
2012 “Software in 30 days”
2013 “アジャイル開発とスクラム-顧客・技術・経営をつなぐ協調的ソフトウェエア開発”
Collaborative Software Development That Connects Customers, Engineers, and Management
“Wise Leadership”(HBR) 2010
Phronetic Leadership
“Managing Flow” 2008
2001 “The Agile Manifesto”
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Nonaka’s Text Agile/Scrum (Software)
1993 Org. Patterns(by Jim Coplien) (at PLoP)
2001 “Agile Software Development with Scrum” (by Ken Schwaber, Mike Beedle)
“The Knowledge Creating Company”(HBR) 1991
SECI-model
アメリカ海兵隊(U.S. Marine) 1995Fractal Organization
1994/1 First Sprint of Scrum by Jeff Sutherland
Scrum Master1994/2 Second Sprint of Scrum (with Cope’s Ideas)
Daily Scrum
“The New New Product Development Game” 1986
“Scrum”
2012 “Software in 30 days”
2013 “アジャイル開発とスクラム-顧客・技術・経営をつなぐ協調的ソフトウェエア開発”
Collaborative Software Development That Connects Customers, Engineers, and Management
“Wise Leadership”(HBR) 2010
Phronetic Leadership
“Managing Flow” 2008
2001 “The Agile Manifesto”
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http://scrum.jeffsutherland.com/2007/07/origins-of-scrum.html
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In recent years the Scrum Patterns Group has evolved a comprehensive set of patterns for Scrum that allow teams to try proven approaches that have worked in many companies. While the Scrum Guide provides the basic rules of Scrum, the patterns amplify the guide by showing teams how to solve problems in a specific context.
Scrum should be fast, easy, and fun. For many new Scrum Masters, it is slow, hard, and painful. Using proven patterns for starting up a new team or accelerating an existing team can rapidly eliminate a lot of Scrum Master headaches. 10-2 20150228ScrumGatheringJapan.key - 13 Mar 2015
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In recent years the Scrum Patterns Group has evolved a comprehensive set of patterns for Scrum that allow teams to try proven approaches that have worked in many companies. While the Scrum Guide provides the basic rules of Scrum, the patterns amplify the guide by showing teams how to solve problems in a specific context.
Scrum should be fast, easy, and fun. For many new Scrum Masters, it is slow, hard, and painful. Using proven patterns for starting up a new team or accelerating an existing team can rapidly eliminate a lot of Scrum Master headaches.
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Product Backlog
Sprint Backlog
Vacation PBIRelease
Staging Layers
Product Roadmap
Release Range
Release Plan
Running Average Velocity
Fixed-Date PBIDefinition of Done
Regular Product Increment
Change for Free
Value Stream
SprintEstimation
Points
Daily Clean Code
Enabling Specifications
Money for Nothing
Product Backlog Items
Aggregate Velocity
Refined Backlog
Granularity Gradient
ROI
Definition of Ready
Small Items to Estimate
High Value First
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G&C
Illegitimus Non Interruptus
Therefore, allot time for interrupts and do not allow the time to be exceeded.
Set up three simple rules that will cause the company to self-organize to avoid disrupting production.
The team creates a buffer for unexpected items based on historical data. For example, 30% of the team's work on the average is caused by unplanned work coming into the sprint unexpectedly. If the team velocity averages 60 points, 20 points will be reserved for the interrupt buffer. All requests must go through the Product Owner for triage. The Product Owner will give some items low priority if there is no perceived value relative to the business plan. Many other items will be pushed to subsequent Sprints even if they have immediate value. A few items are critical and must be done in the current Sprint, so they are put into the interrupt buffer by the Product Owner. If the buffer starts to overflow, i.e. the Product Owner puts one point more than 20 points into the Sprint, the team must automatically abort, the Sprint must be replanned, and management is notified that dates will slip.
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The Daily Scrum: Why is it there?
1.To report status and update Information Radiators (Burndown chart, Scrum board, etc.)
2.For the ScrumMaster to learn the Sprint status
3.To update the content and ordering of SBIs
4.To answer the three questions and make impediments visible
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The Daily Scrum: Why is it there?
1.To report status and update Information Radiators (Burndown chart, Scrum board, etc.)
2.For the ScrumMaster to learn the Sprint status
3.To update the content and ordering of SBIs
4.To answer the three questions and make impediments visible
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Ademar Aguiar
Veli Pekka Eloranta
Mike Beedle
Gertrud Bjørnvig
Jens Østergaard
Dina Friis
Ville Reijonen
Neil Harrison
Kiro Harada
Cesário Ramos
Evan Leonard
Jim Coplien
Jeff Sutherland
Gabrielle Benefield
Lachlan Heasman
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a c t i n n o v a t e c o o p e r a t e
07/03/13 1
IKT Agil - Seminar 21. September 2010
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SKOV A/S
SKOV location in Glyngoere - approx.11,000 m2
Employees : 250 Subsidiary of BigDutchman – 1550 employees
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Agil udvikling inspireret ved Patterns…
•Patternanalyse gennemført ved Jim Coplien • Rollespil med 5 medarbejdere fra SKOV – varighed ca 1 time
• Gennemført på et tidspunkt hvor vi hos SKOV R&D havde arbejdet med SCRUM-BUT i ca ½ år
• Hvorledes flyder information
• Hvem er involveret
• Ansvar
•Resultat • 15 sider rapport med anbefalinger
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Udklip fra pattern analyse..
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Flere udklip…
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Handlinger baseret bl.a på pattern analyse
•SCRUM master udpeget (vi havde en medarbejder med certificering ☺)
•Daglige SCRUM stand-up møder max 10 min
•Burndownchart
•Testere med i teamet
•Nightly build + nightly automatisk test
•Ny leverance hver dag – bruger test mindst hver 14. dag
•Evaluering efter hver sprint
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Going forward?
Your organization can start applying patterns immediately — free and public at scrumplop.org
Several certified facilitators are available to run a PasteurNet retrospective for your Scrum organization
Contact me at [email protected]
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