SCRUM

Sergio Acosta - Junio 2009

HABLANDO EN

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SCRUM

Sergio Acosta - Junio 2009

POR QUÉ

NO FUNCIONA

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QUÉ ES SCRUM?(TODOS EN EL “MISMO CANAL”)

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1986

TAKEUCHI

NONAKA

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NUEVO PARADIGMA

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NUEVO PARADIGMA

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NUEVO PARADIGMA

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CARACTERISTICAS

Built-in instability

Self-organizing teams

Overlapping phases

“multilearning”

Subtle control

Organizational transfer of learning

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1993

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AT&T: SORPRENDIDOS

1 Millón LOC

31 Meses

8 Personas

Retando A Excel Y Lotus 1-2-3

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PRODUCTIVITY INDEX

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AT&T: FINDINGS

Mejor comunicación que el 98% de los procesos

Excelencia e integridad de las personas

Multi-disciplinarios, pero especializados

Prototipado intensivo

Juntas de diseño constantes

Introspección constante acerca del proceso

QA es una actividad central del desarrollo

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LEAN MANUFACTURING

The Toyota Production System

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IRON TRIANGLE

COST TIME

FEATURES

ÁREA = IMPORTANCIA

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IRON TRIANGLE

COSTTIME

FEATURES

“más funcionalidad”

“más barato”

“más tiempo”

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IRON TRIANGLE

COSTTIME

FEATURES

“más funcionalidad”

“más caro”

“menos tiempo”

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REAL IRON TRIANGLE

COST TIME

FEATURES

QUALITY

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REAL IRON TRIANGLE

COST TIME

FEATURES

QUALITY

“es que todo es prioridad uno”

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REAL IRON TRIANGLE

この牛の最高なんだよ!! *

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REAL IRON TRIANGLE

この牛の最高なんだよ!! *

* BULLSHIT!!

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“THE TOYOTA WAY”

1. We place the highest value on actual implementation and taking action.

2. There are many things one doesn’t understand therefore, we ask them why you don’t just go ahead and take action?

3. You realize how little you know and you face your own failures and redo it again and at the second trial you realize another mistake ... so you can redo it once again.

4. So by constant improvement ... one can rise to the higher level of practice and knowledge.

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LA VARIABLE FALTANTE

COST TIME

FEATURES

QUALITY

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LA VARIABLE FALTANTE

COST TIME

FEATURES

QUALITY

WASTE

WASTE

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COST TIME

FEATURES

QUALITY

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PRINCIPIOS

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PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

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PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects

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PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects

3. Create Knowledge vs Predictions create predictability

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PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects

3. Create Knowledge vs Predictions create predictability

4. Defer Commitment vs Planning is commitment

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PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects

3. Create Knowledge vs Predictions create predictability

4. Defer Commitment vs Planning is commitment

5. Deliver Fast vs Haste makes waste

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PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects

3. Create Knowledge vs Predictions create predictability

4. Defer Commitment vs Planning is commitment

5. Deliver Fast vs Haste makes waste

6. Respect People vs here is One Best Way

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PRINCIPIOS

1. Eliminate Waste vs Early specification reduces waste

2. Build Quality In vs The job of QA is to find defects

3. Create Knowledge vs Predictions create predictability

4. Defer Commitment vs Planning is commitment

5. Deliver Fast vs Haste makes waste

6. Respect People vs here is One Best Way

7. Optimize the Whole vs Optimize by decomposition

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WASTE REDUCTION MENTALLITY

Mura: Just-In-Time: supplying the production process with the right part, at the right time, in the right amount, and first-in, first out component flow

Muri: unreasonable work that management imposes on workers and machines because of poor organization

Muda: rework, overproduction, transportation, inventory, motion, danger, breakdown, ...

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改善

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改善

KAI

ZEN

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改善

KAI

ZEN

CAMBIAR PARA CORREGIR

CAMINO

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1995

SCRUM SOFTWAREDEVELOPMENTPROCESS

OOPSLA´95

Jeff Sutherland Ken Schwaber

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Reglas del juego

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Personas

• Scrum Team (pigs)

• Product Owner

• Scrum Master

• Development Team

• Team Community (chickens)

• Todos los demás

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Time Boxes (proceso)• Sprint (4 semanas)

ReleaseRelease

Sprint Sprint Sprint Sprint Sprint

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Time Boxes (proceso)• Sprint (4 semanas)

4 semanas

Daily Scrum

Sprint Planning

1 día

Product Review

4 horas

Retrospective

4 horas

1 día 1 día 1 día

Sprint

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Time Boxes (proceso)• Sprint (4 semanas)

4 semanas

Daily Scrum

Sprint Planning

1 día

Product Review

4 horas

Retrospective

4 horas

1 día 1 día 1 día

Sprint

• Sprint Planning (4 + 4 horas)

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Time Boxes (proceso)• Sprint (4 semanas)

4 semanas

Daily Scrum

Sprint Planning

1 día

Product Review

4 horas

Retrospective

4 horas

1 día 1 día 1 día

Sprint

• Sprint Planning (4 + 4 horas)

• Daily Scrum (15 minutos)

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Time Boxes (proceso)• Sprint (4 semanas)

4 semanas

Daily Scrum

Sprint Planning

1 día

Product Review

4 horas

Retrospective

4 horas

1 día 1 día 1 día

Sprint

• Sprint Planning (4 + 4 horas)

• Daily Scrum (15 minutos)

• Product Review (4 horas)

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Time Boxes (proceso)• Sprint (4 semanas)

4 semanas

Daily Scrum

Sprint Planning

1 día

Product Review

4 horas

Retrospective

4 horas

1 día 1 día 1 día

Sprint

• Sprint Planning (4 + 4 horas)

• Daily Scrum (15 minutos)

• Product Review (4 horas)

• Sprint Retrospective(4 horas)

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Entregables

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Entregables

• Potentially Shippable Product Increment (cada sprint)

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Entregables

• Potentially Shippable Product Increment (cada sprint)

• Completo (ej. manuales, capacitación)

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Herramientas

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Herramientas

• Product Backlog

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Herramientas

• Product Backlog

• Sprint Backlog

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Herramientas

• Product Backlog

• Sprint Backlog

• Definition of “Done”

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Herramientas

• Product Backlog

• Sprint Backlog

• Definition of “Done”

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Herramientas

• Product Backlog

• Sprint Backlog

• Definition of “Done”

• Release Plan

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Herramientas

• Product Backlog

• Sprint Backlog

• Definition of “Done”

• Release Plan

• Impediment Backlog

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Métricas

• Burndown

• Velocity

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SCRUM SI FUNCIONA

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SOURCE: JEFF SUTHERLAND, “THE ROOTS OF SCRUM”

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¿POR QUÉ

SCRUM NO FUNCIONA?

(CUANDO NO FUNCIONA)

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EL ENEMIGO

De los primeros “Management consultants”

“Scientific Management” (1911)

Progressive Era: Edison, Ford, ...Hitler☺

Frederick Taylor(1856 - 1915)

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PRINCIPIO 1

“Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.”

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PRINCIPIO 2

“Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.”

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PRINCIPIO 3

“Provide detailed instruction and supervision of each worker in the performance of that worker's discrete task”

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PRINCIPIO 4

“Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.”

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TAYLORISM

“The science of handling pig-iron is so great that the man who is physically able to handle pig-iron and is sufficiently phlegmatic and stupid to choose this for his occupation is rarely able to comprehend the science of handling pig-iron.”

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TAYLORISM

“It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone.”

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YA NO ESTAMOS EN LA ERA INDUSTRIAL

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DISEÑO PRODUCCIÓN

“EL QUE SABE” “LOS QUE EJECUTAN INSTRUCCIONES”

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DISEÑO PRODUCCIÓN

“EL QUE SABE” “LOS QUE EJECUTAN INSTRUCCIONES”

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SCRUM

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DISEÑO PRODUCCIÓN

“LOS QUE SABEN” “LOS QUE EJECUTAN INSTRUCCIONES”

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Complex Complicated

Chaos Simple

C-E: ENTENDIBLE

C-E: ENTENDIDA

C-E: COHERENTE EN RETROSPECTIVA

C-E: NO DISCERNIBLE

RELACIÓN CAUSA-EFECTO

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Complex Complicated

Chaos Simple

C-E: ENTENDIBLE

C-E: ENTENDIDA

C-E: COHERENTE EN RETROSPECTIVA

C-E: NO DISCERNIBLE

RELACIÓN CAUSA-EFECTO

AQUI ESTA UD.

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Complex Complicated

Chaos Simple

C-E: ENTENDIBLE

C-E: ENTENDIDA

C-E: COHERENTE EN RETROSPECTIVA

C-E: NO DISCERNIBLE

RELACIÓN CAUSA-EFECTO

AQUI ESTA UD.

AQUI ESTA TU PROJECT MANAGER

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CULTURAS

The Reengineering alternative (1999)

Las organizaciones son organismos vivos

Cada organización tiene una cultura particular

William Schneider, Ph.D.

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CULTURAS

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CULTURAS

SCRUM

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CULTURAS

SCRUM

AQUI ESTA UD.

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SCRUM AND MANAGERS

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HIERARCHICAL LEADERSHIP

ORGANIZACIÓN

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HIERARCHICAL LEADERSHIP

ORGANIZACIÓN

CEO

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HIERARCHICAL LEADERSHIP

ORGANIZACIÓN

CEO

LOS QUE PRODUCEN

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HIERARCHICAL LEADERSHIP

ORGANIZACIÓN

CEO

EL QUE MANDA A LOS QUE MANDAN

LOS QUE PRODUCEN

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SERVANT LEADERSHIP

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SERVANT LEADERSHIP

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SERVANT LEADERSHIP

CEO

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SERVANT LEADERSHIP

CEO

LOS QUE PRODUCEN

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SERVANT LEADERSHIP

CEO

EL QUE SIRVE A LOS QUE SIRVEN

LOS QUE PRODUCEN

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CÓMO HACER QUE

SCRUM FUNCIONE

(GUÍAS DE ADOPCIÓN)

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TO BE OR NOT TO BE (AGILE)

¿NECESITO? ¿QUIERO?

OLVIDALO ADELANTE!

SI

SI

SI

NONO

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¿ NECESITO ?

Waterfall no siempre es inadecuado

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SPACE SHUTTLE

“If the software isn't perfect, some of the people we go to meetings with might die”

Cada línea de código diseñada, verificada, antes de ser escrita

Especificación funcional: 40,000 páginas

1 bug x cada 420,000 LOC

17 bugs en las últimas 11 versiones

“People ask, doesn't this process stifle creativity? The answer is, yes, that is precisely the point.”

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¿ QUIERO ? (DIFICULTADES)

Práctica Contracultura

Poder implica responsabilidad

Disciplina total

Colaboración, Transparencia, Confianza, Iniciativa, Retrospectiva, Aceptar errores, Coraje, Trabajo duro.

Luchar por cambiar el status-quo

Fricción con otras personas y áreas

Volver a aprender muchas cosas

¿ Te interesa entregar valor ?

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PREDICCIÓN

Sólo el 30% de las organizaciones van a ser exitosas en adoptar Scrum/Agil

El resto se va a ver obligado a permanecer competitivas con Outsorcing/Offshoring

Ken SchwaberCon el riesgo que esto implica en la calidad

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PASOS PARA ADOPTAR SCRUM

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PASOS PARA ADOPTAR SCRUM

MUAHAHAHA!!

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4 semanas

Daily Scrum

Sprint Planning

1 día

Product Review

4 horas

Retrospective

4 horas

1 día 1 día 1 día

Sprint

ReleaseRelease

Sprint Sprint Sprint Sprint Sprint

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RECOMENDACIONES

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http://www.infoq.com/presentations/Fail-Scrum-Henrik-Kniberg

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http://www.infoq.com/presentations/10-tips-for-agile-transitions

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http://www.infoq.com/presentations/Agile-Transitioning-Mike-Cohn

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CONCLUSIONES

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SCRUM NO HACE NADA

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SCRUM NO HACE NADA

SOLO HACE EVIDENTES LAS DISFUNCIONALIDADES

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GRACIAS

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COMUNIDAD

http://comunidadscrum.wordpress.com/

http://groups.google.com/group/comunidad-scrum-mexico

twitter: @comunidadscrum

sergio.acosta@gmail.com

twitter: @scasware

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