pretty good scrum: secret sauce for distributed teams - Sprettur

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Jeff Sutherland, Ph.D. � Chairman, Scrum Training Institute � CEO Scrum, Inc. and Senior Advisor, OpenView Venture Partners – Agile coach for OpenView and 20 portfolio companies – CTO/VP Engineering for 9 software companies – Created first Scrum at Easel Corp. in 1993. Rolled out Scrum in next 5 companies – Achieved hyperproductive state in all companiesSignatory of Agile Manifesto and founder of Agile Alliance – http://jeffsutherland.com/scrum – jeff.sutherland@scruminc.com © Jeff Sutherland 1993-2008 2
Agile Manifesto Where did Agile Development come from? www.agilemanifesto.org We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interaction over Processes and tools Working software over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan That is, while there is value in the items on the right, we value the items on the left more. © Jeff Sutherland 1993-2008 3
Page 1: PRETTY GOOD SCRUM: SECRET SAUCE FOR
Page 5 and 6: © Jeff Sutherland 1993-2008 5
Page 7 and 8: ScrumButt © Jeff Sutherland 1993-2
Page 9 and 10: Scrum Drivers Human Values Business
Page 11 and 12: Business Value Product Backlog prio
Page 13 and 14: Self-Organization: Complex Adaptive
Page 15 and 16: Books on Scrum drivers ... � Huma
Page 17 and 18: Gustav Bergman. Ken Schwaber: The S
Page 19 and 20: Avoiding ScrumButt - Nokia Test Ori
Page 21 and 22: Nokia Test - Part 2 • You know wh
Page 23 and 24: Can failure help us? How many diffe
Page 25 and 26: How we invented Scrum: Alan Kay’s
Page 27 and 28: Out of the Box � Scrum looked at
Page 29 and 30: Distributed/Outsourcing Styles Isol
Page 31 and 32: SirsiDynix - Anatomy of a failed pr
Page 33 and 34: SirsiDynix Distributed Scrum � Sc
Page 35 and 36: Scrum[1] Waterfall[1] SirsiDynix[2]
Page 37 and 38: Research Issue � SirsiDynix was a
Page 39 and 40: Going Fast is Important � If you
Page 41 and 42: Setting up a prospective study �
Page 43 and 44: Case study: Building a new railway
Page 45 and 46: ProRail PUB Example � ProRail res
Page 47 and 48: ProRail Defect Tracking ! 900! 800!
Page 49 and 50: Resolving Cultural Differences �
Page 51 and 52: Linear Scalability of Large Scrum P
Page 53 and 54:
Conclusion Fully Distributed Scrum
Page 55 and 56:
Avoid Thrashing ... Ability to Exec
Page 57 and 58:
Cosmic Stopping Problem � Early c
Page 59 and 60:
Metastable State � At less than 2
Page 61 and 62:
Software Metastable State � If ve
Page 63 and 64:
Goal - double output, more than dou
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pretty good scrum: secret sauce for distributed teams - Sprettur

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