Looking forward to a great day at Scrum Day Denmark:
08.30-09.00 Kaffe, the, morgenmad
09.10-10.00 Keynote: Evidence-Based Management, Gunther Verheyen, Scrum.org
10.00-10.45 Scrum på tværs af organisationen, Peer Helgo Eland, Bluegarden
11.00-11.30 Team & Kvalitet, Ole Rich Henningsen, Teamdriven
11.30-12.00 Scrum, Kanban & Prince 2, dos and don’ts, Mads Troels Hansen, Teamdriven
13.00-13.45 Effective Product Ownership with distributed teams, Lasse Hende Nørgaard, ScanJour
14.00-14.45 Den agile transformation i DFDS, Bo Kristensen, DFDS
15.00-16.00 Open Space
Verden i dag er ikke den samme, som den var i går. Udviklingen går hurtigere og hurtigere, og derfor kan man ikke længere langtidsplanlægge og forudsige fremtiden ud fra fortiden. Det stiller store krav til din virksomhed, for de mange muligheder, der konstant dukker op, forsvinder lige så hurtigt igen, hvis man ikke er gearet til at gribe dem. Og så kommer konkurrenterne i overhalingsbanen. Scrum kan hjælpe din virksomhed til at komme på forkant med udviklingen og reagere hurtigt på de skiftende behov og muligheder.
Scrum er den mest brugte agile metode, og en undersøgelse fra The Economist1 viser, at 88 procent af de adspurgte virksomheder opfatter Agile som væsentlig for at skabe succes.
Scrum Day afholdes for første gang i Danmark og giver dig en unik mulighed for at netværke med andre, der har interesse i Scrum, høre indlæg af nogle af landets mest erfarne Scrum trænere og samtidig møde Gunther Verheyen, som arbejder sammen med Ken Schwaber i Scrum.org. Under sin keynote vil han fortælle om de nyeste trends inden for Scrum og Agile.
Scrum Day Danmark byder også på indlæg om, hvordan man bedst muligt får velfungerende teams og høj kvalitet, samt hvordan man undgår de mest almindelige misforståelser, når Scrum bliver kombineret med Prince 2 eller Kanban metoden. I disse år vinder Scrum stadigt større indpas uden for IT, og du kan høre om andres praktiske erfaringer med Scrum.
Hvornår: Tirsdag d. 17. juni 2014
Hvor: Microsoft Danmark, Tuborg Boulevard 12, Hellerup
Når en vidensarbejder i dag skal udføre opgaver, kræver det kendskab til flere og flere områder og samarbejde med mange forskellige mennesker. Specielt inden for softwareudvikling har der længe været et stigende behov for, at flere forskellige medarbejdere kunne samarbejde i teams. Her har Scrum vist sig at være en af de mest udbredte og effektive måder at arbejde på. Men hvordan påvirkes lederens rolle, når man etablerer et selvorganiserende Scrum team?
Scrum er en proces, som er designet til at styre komplekst arbejde. Komplekst arbejde er karakteriseret ved, at der er mere uforudsigelighed end forudsigelighed, svarene er ikke givet på forhånd, og der er mange mulige løsninger på samme problem. Vidensarbejde og særligt softwareudvikling er eksempler på komplekst arbejde.
I 2008 skrev Snowden og Boone artiklen ”Leadership Framework for Decision Making” i Harward Business Review om vigtigheden af, at lederens rolle er tilpasset typen af arbejde. De forklarer, at lederens vigtigste rolle inden for komplekst arbejde er at flytte sig væk fra kontrol over opgaver og medarbejdere og over til at oprette rammer og strukturer, der kan øge samarbejde, kommunikation og generere ideer. Ledelsen er karakteriseret ved såkaldt servant leadership.
Mange steder er Scrum implementeret i eksisterende hierarkiske rammer, og lederens rolle er stort set uændret. Det betyder, at man ikke har ændret de rammer og strukturer, som for alvor kunne få Scrum teams til at blomstre og levere exceptionelle resultater. Man ser ofte Scrum som en isoleret leveranceprocess og opnår dermed ikke den innovation, motivation og agilitet, man ellers kunne have opnået.
Hvis man vil have mere agilitet ind i organisationen, og hvis man vil have mere effekt ud af Scrum, kræver det både en ændring af organisationens struktur og af ledelsesformen. Evidence-Based Management (EBMgt™) er en mere agil og empirisk måde at lede en softwareorganisation på, hvor der er fokus på den samlede værdi i hele organisationen. EBMgt bygger på evaluering af virksomhedens resultater og angiver, hvilke dele af leveranceprocessen, der bidrage til dem. Det bidrager til at fokusere investeringer på områder med høj effekt og giver mulighed for at revurdere organisationens samlede succes i korte iterationer.
På www.EBMgt.org kan man læse mere om, hvordan Evidence-Based Management kan hjælpe softwareorganisationer med løbende at levere højere værdi. Her findes også Agility Guiden, som er et framework til at styre forbedringer.
Kom til Scrum Day Danmark d. 17. Juni 2014, og hør mere Evidence-Based Management, hvor bla Gunther Verheyen fra Scrum.org vil tale om det i sin keynote.
Ken Schwaber and Gunther Verheyen from Scrum.org introduced“Agility Path” a continuous improvement framework for organizations to use to manage the adoption of Scrum, control the risks, and optimize its investment. It consists of defined KPI’s, 5 domains with suggested practices and a way to measure the progress towards agility with an agility index and practice trends. I think this can radical help organizations optimize their investments in Scrum and Agile in a much better way than today. I really look forward to use it to make higher impact in different organizations. More on this in later posts.
The second Scrum Day Europe took place on July 4th in Amsterdam (Netherland). There were several presentations from companies about how they have adopted Scrum across the enterprise and how the traditional organization structure and management changed. Larger companies like Philips (144 Scrum teams), SNS REAAL and PGGM talked about their experience adopting Scrum and Agile. Diego Lo Giudice, Vice President, Principal Analyst Forrester Research talked about how Agile has changed the Testing Excellence mindset and research indicated top benefits of working with Agile was “Improved Quality”, “Responsiveness to Change” and “Improved customer satisfaction”. Ken Schwaber and Gunther Verheyen from Scrum.org introduced “Agility Path” a continuous improvement framework for organizations to use to manage the adoption of Scrum, control the risks, and optimize its investment.
Edgar Von Zoelen from Philips talked about the change at Philips with currently 144 Scrum teams in multiple sites. One of the things that started the Agile Transformation at Philips was a flat-line in revenue and decreasing innovation. After they changed to work with Scrum and Agile, they could measure an increased revenue and innovation. Next step was to align more on the portfolio level.
SNS REAAL shared how they with great success started to used Scrum, Agile and Kanban techniques in different team. From the start, they really emphasized that it was organizational change and not just a new method. They have invested in training, team coaching, workshops, external coaching and created a group of internal Agile coached to make the agile transformation really stick in the culture. They now have 28 Agile teams and can see improved performance and results.
Capgemini talked about how they with success had used Scrum in a packaged based world for ERP implementations. Similar success have I seen at ScanJour with teams doing ESDH implementations.
Many of the companies presenting are now looking into more stable teams, which can solve different type of work. They are also trying to get the portfolio level more integrated into the team level. Another learning point was the change of the management role, to more focus on removing impediments for the system with Scrum teams and use more time on vision and strategy level.
This is a great book from Gojko introducing Impact Mapping. It is short and easy to read, but address an important and often overseen area when delivering software: What impact are we targeting and how do we measure it?
This book will not give you a very detailed recipe of techniques, but it describes the basic thinking and provides some good examples.
A valuable technique for any Product Owner or other person responsible for derivering business value.
After talking with different people, I have been reflecting about the situation where many companies seems to adopt agile techniques to be able to deliver faster and with higher quality (more gas for the same buck), but it seems like they are not driving more agility into the organization or into the products. They are not able to rapidly respond to the many emerging opportunities. It seems like the balance is more on delivering the expected and planned requirements rather than regular inspection of each completed Increment, collaboration with customers and be able to rapidly make changes and optimize business value.
Program Managers or Product Owners should do more than just deliver the approved project or approved requirements. Maximizing the business value and optimizing TCO (Total Cost of Ownership), are areas that to often are not done in most organizations. Recently I have talked with different business people who think a best practice is to have a Product Owner for a team doing support and hotfixes and another Product Owner for another team working on the new release for the same product (often called a new project). They had not considered the whole value stream of activities and how they were combined. Having a Product Owner responsible for the product, TCO and full value stream, seems like an alien thought in many larger organizations.
We need to change the sub optimizing thinking to enable Agility in organizations and move beyond the predictability mindset.
Frankly speaking, it did not expect Microsoft and TFS releases adopting agility and starting a journey on continuous delivery. I heard about MSFT people that talked about the radical change from previously doing development in 1 year followed by stabilization in 1 year to now be able to release every 3rd week to TFS as a Service on TFSpreview.com. I look forward to follow how this will evolve in the future including the pricing model and integration with Azure.
Imagine the new opportunities for many Enterprise system, if they move into a regular deployment of functional based releases to a hosted solution, and also be able to deliver their product as a service to customers. This could help them respond rapidly to customer feedback and opportunities and deliver much higher business value.
At the TFS Erfa group meeting at Microsoft Denmark in Hellerup, Rasmus Selsmark and Kim Carlsen from ScanJour presented highlights from TechEd 2012 (Amsterdam). Rasmus also did a very impressing demo using tfspreview.com to create a new TFS project with a web solution and linking it together with deployment to a Azure. Done in less than 20 minutes and then ready for continuous deployment to the production site running at Azure.
It looks like there are many opportunities for both startup companies and larger companies using tfspreview and Azure.
Rasmus has blogged more about TechEd 2012 on rasmus.selsmark.dk.
Rune Abrahamsson from BRFKredit talked about CUITe (Coded UI Test enhanced) Framework and how they have used it. It will be interesting to see how CUITe will evolve in the future.
Ole Rich Henningsen did a short demo of the new Scrum 2.0 template in TFS 2012 and it looks interesting and easy to use.
Many team and organizations are talking about doing Scrum.
The Scrum Guide describes the basic rules of Scrum and it actually only takes 9 questions to answer if your are doing Scrum or not.
If you can answer yes to all of the 9 questions, you are doing Scrum. Great. Many teams are doing some of them and still creates great software.
Still, Scrum can be played in so many different ways depending on context, the organization, products, projects etc. and Scrum can help you be more Agile. It can help creating Agility in the organizations to rapidly respond to new opportunities from customers and create emerging solutions with much higher business value. This also requires the Product Owner to think more on business value and Agility.
Based on my experience, many teams have challenges to do question no. 7 “Create a usable and potential releasable Increment every Sprint”. It requires a good infrastructure, good test automation and the Scrum Team working very well together as one synchronized unit sharing a strong Definition Of Done. Not trying to do too much, but doing what the whole team is capable of delivering. If not doing no. 7, the Product Owner can not rapidly respond to new opportunities and changes.
The Lean Startup movement is moving around the world and I have done a number of presentations at my work at Scanjour to establish a common understanding of the concepts. We have also started to look into how we can utilize Lean Startup thinking in our product development to create more data driven validate learning. It will be really great, and I expect we will get very good results from that approach.
The presentation I did at Scanjour can be seen below (it is continiously being improved based on feedback).