Agile = Scrum = No Project Managers!
Darren Wilmshurst ACIB CITP MBCS
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Introduc@on: Darren Wilmshurst
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Create some noise!
@dazzawilmshurst #
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What about you?
Your experience with Agility
1 = Very Little Experience/No Experience
2 = Some Experience
3 = Experienced
4 = Very Experienced
5 = Expert
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Why agile?
Source: https://www.startwithwhy.com/
Simon Sinek - Golden Circles
HOMEWORK
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Where is you pain?
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Mindset
Values
Principles
Practices
Tools &Processes
We use JIRA
We do stand-‐ups
We are co-‐located
We do just enough documenta@on
Trust
What is agile?
More visible, less powerful
Less visible, more powerful
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Mindset
Values
Principles
Practices
Tools &Processes
Agile manifesto
Source: http://agilemanifesto.org
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12 Principles of the Agile Manifesto
1. Our highest priority is to sa@sfy the customer through early and con@nuous delivery of business value.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's compe@@ve advantage.
3. Deliver business value frequently, from a couple of weeks to a couple of months, with a preference to the shorter @mescale.
4. Business people and developers must work together daily throughout the project.
…
Mindset
Values
Principles
Practices
Tools &ProcessesSource: http://agilemanifesto.org
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12 Principles of the Agile Manifesto
… 5. Build projects around mo@vated individuals. Give them the
environment and support they need, and trust them to get the job done.
6. The most efficient and effec@ve method of conveying informa@on to and within a development team is face-‐to-‐face conversa@on.
7. Business value is the primary measure of progress. 8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a constant pace indefinitely.
… Mindset
Values
Principles
Practices
Tools &ProcessesSource: http://agilemanifesto.org
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12 Principles of the Agile Manifesto
… 9. Con@nuous a`en@on to technical excellence and good design
enhances agility. 10. Simplicity-‐-‐the art of maximizing the amount of work not
done-‐-‐is essen@al. 11. The best architectures, requirements, and designs emerge
from self-‐organizing teams. 12. At regular intervals, the team reflects on how to become
more effec@ve, then tunes and adjusts its behaviour accordingly. Mindset
Values
Principles
Practices
Tools &Processes
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Prac@ces
Mindset
Values
Principles
Practices
Tools &Processes
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Agile is not only scrum
Source: ht©2016 VersionOne, Inc. All rights reserved. State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
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Defini@on of Scrum
Scrum (n): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum is:
• Lightweight • Simple to understand • Difficult to master
The Scrum Guide © 1991-2014 Ken Schwaber and Jeff Sutherland, All Rights Reserved
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Sprint
24 hours
Product Backlog Anyone can contribute Ordered by Product Owner
Sprint Backlog
Backlog tasks expanded by team
Potentially Shippable Product Increment
Daily Scrum Meeting
Scrum: workflow
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Development team Product owner
One person decides No dependencies
No special roles
1 month or less
Value hypothesis Value*
9 people or less
ScrumMaster Owns the process
DEMON: Why is scrum hard?
Dependency free Everybody is ‘developer’ Month or less One product owner Nine people or less
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Scrum Components
Scrum Events The Sprint Sprint Planning Daily Scrum Sprint Review Sprint Retrospec@ve Scrum Ar@facts Product Backlog Sprint Backlog Increment Plus ... Progress Monitors
Scrum Team Product Owner ScrumMaster Development Team
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OODA
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Sad Project Manager
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What about Mul@ple Teams
Long lived teams.
Long lived products.
Spot the Project Manager?
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The role of the Program Manager
• Program Manager coordinates the three leadership teams to collaborate.
• Establishes the annual calendars for iterations and releases • Facilitates release planning readiness; Vision, Backlogs and Events • Assists with program execution and feature completion tracking • Facilitates Scrum of Scrums • Escalates impediments and manage risks • Works with Product, Delivery and Architecture teams to help assure
strategy and execution alignment • Reports status • Drives program-level continuous improvement via Inspect and Adapt
workshops and constant demonstration of Kaizen mind • Encourages team and program level Quality Practices and
Communities of Practice • Participates in enterprise Program Management improvement and
standardisation activities Source: h`p://www.disciplinedagiledelivery.com
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Scaled Agile Framework
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Role of the RTE
1. Manage and optimize the flow of value through the program using various tools, such as the Program and Value Stream Kanbans and information radiators
2. Establish and communicate the annual calendars for Iterations and Program Increments (PI) 3. Facilitate PI Planning readiness via fostering the preparation of Vision and Backlogs , and via Pre- and Post-PI
Planning, and via Pre- and Post-PI Planning meetings. 4. Facilitate PI planning 5. Aggregate Team PI Objectives into Program PI Objectives (the RTE) and publish them for visibility and
transparency 6. Aggregate program PI objectives into Value Stream PI Objectives (the VSE) and publish them for visibility and
transparency 7. Assist with execution and Feature/Capability completion tracking (see Metrics) 8. Facilitate periodic synchronization meetings, including the ART sync at the Program Level and the VS sync at
the value stream level 9. Assist with economic decision-making by facilitating feature and capability estimation by teams and roll-up to the
value stream level and Portfolio Level 10. Escalate and track impediments 11. Encourage the collaboration between teams and System and Solution Architects, Engineering , and User
Experience 12. Work with Product Management, Product Owners, and other value stream stakeholders to help assure strategy
and execution alignment 13. Help manage risks and dependencies 14. Report status to Program Portfolio Management and Release Management and supports related activities 15. Understand and operate within the ART Budget 16. Provide input on resourcing to address critical bottlenecks 17. Attend System Demo and Solution Demos 18. Drive continuous improvement via Inspect and Adapt workshops; assess the agility level of the program/value
stream and help improve 19. Encourage Team Level, program level, and value stream level Continuous Integration and Communities of
Practice around SAFe, Agile, and Lean and around Engineering and Quality Practices 20. Coach leaders, teams, and Scrum Masters in Lean-Agile practices and mind-sets
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Which way do I turn?
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