Warum eigentlich (immer) Scrum? · Michael Sahota, "An Agile Adoption and Transformation Survival...

Warum eigentlich (immer) Scrum?

Welche agilen Ansätze passen zu welcher Unternehmenskultur

Talk im Park & ASQF FG Agile - 19.05.2015

Oliver Knittel

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Which approach is best for me?

Thema (bitte über Einfügen --> Kopf und Fußzeile einfügen) © 2013 Method Park Software AG | 20.05.15 |

Scrum

Kanban

SW-Craftsmanship

XP, Crystal, DAD, FDD, BDD, …

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Manifesto for Agile Software Development


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Scrum


Product Vision, Use cases,

Requirements, Release Plan

Prepare Product Backlog

Sprint Planning

Product Increment

Sprint Review

Sprint Retrospective

Daily Work, Daily Scrum

Product Backlog

Sprint Backlog

Release N

Product Owner

Team Members

Scrum Master

Burndown Charts

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Kanban


Backlog Stories in Progress

Prio

Development: 7

System test Ready for

AT

Acceptance test

To be Deployed

In progress Done In progress Done

Emergency fixes: 1 Legend

In progress Done

User story4

User story 5

User story 6

User story 7

User story 2

Feature Bug Critical Bug

Team member

X

User story 3

z

y

x

k

User story 1

d

c

x

Foundational Principles: 1. Start with what you do now 2. Agree to pursue evolutionary change 3. Initially, respect existing roles,

responsibilities and job titles 4. Encourage acts of leadership at all levels

General Practices: 1. Visualize 2. Limit work-in-progress 3. Manage flow 4. Make process policies explicit 5. Implement feedback loops 6. Improve collaboratively

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Manifesto for Software Craftsmanship

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Corporate Culture

“The beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. […] A company's culture will be reflected in its dress code, business hours, office setup, employee benefits, turnover, hiring decisions, treatment of clients, client satisfaction and every other aspect of operations.”

(http://www.investopedia.com/terms/c/corporate-culture.asp)

Culture can not be defined, but has to evolve

Values need to be lived not preached

Long term perspective: Building and changing the corporate culture needs a lot of time

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Schneider Culture Model

Affiliation Stability

Craftsmanship

COLLABORATION

CULTIVATION

COMPETENCE

CONTROL

„We suceed being the best“

„We suceed by getting and keeping control“

„We suceed by working together“

„We suceed by growing people who fulfil our vision“

CULTURE = „How we do things around here to succeed“

Reality oriented

Possibility oriented

Company oriented

People oriented

Dedication Be the Best

Expertise

Order

Hierarchical

Standardization

Security Power

Predicatability

Process

Partnership

Diversity

People

Source: http://agilitrix.com

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Sahota Mapping

COLLABORATION

CULTIVATION COMPETENCE

CONTROL

Reality oriented

Possibility oriented

Company oriented

People oriented Agile / Scrum Kanban

Craftsmanship

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Transformation vs. Adaptation

?

Adaption Transformation

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Agile vs. ‚Classic‘ Development

I am the Scrum Master! I will shield

the sprint!

Let‘s see what we can do with this customer specific

request…

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Scrum Master vs. Project Manager

Hey Folks! How can I

help?

Get back to work! We got a delivery

next week!

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Use of Agile/XP-Practices

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Fazit


Thank you for your interest!

Use practices independend of approach

What is the goal: Adaption oder Transformation?

Let experts help you

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Literatur

Michael Sahota, "An Agile Adoption and Transformation Survival Guide: Working with Organizational Culture", 2012

William E. Schneider, "The Reengineering Alternative: A plan for making your current culture work", 1994

© 2015 Method Park Holding AG

Warum eigentlich (immer) Scrum? · Michael Sahota, "An Agile Adoption and Transformation Survival...

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