Roots of scrum 2011_Jeff Sutherland氏

© Jeff Sutherland 1993-2010

THE ROOTS OF SCRUMHow the Japanese lean experience changed global

software developmentWith help from Citrix Online, Google, Yahoo, Microsoft, IBM, Oracle, MySpace, Adobe, GE, Siemens, Disney Animation, BellSouth, Nortel, Alcatel-Lucent, GSI

Commerce, Ulticom, Palm, St. Jude Medical, DigiChart, RosettaStone, Healthwise, Sony/Ericsson, Accenture, Trifork, Systematic Software Engineering, Exigen Services, SirsiDynix, Softhouse, Philips, Barclays Global Investors, Constant Contact, Wellogic, Inova Solutions, Medco, Saxo Bank, Xebia, Insight.com, SolutionsIQ, Crisp, Johns Hopkins Applied Physics Laboratory, Unitarian

Universalist Association, Motley Fool, Planon, FinnTech, OpenView Venture Partners, Jyske Bank, BEC, Camp Scrum, DotWay AB, Ultimate Software, Scrum

Training Institute, AtTask, Intronis, Version One, OpenView Labs, Central Desktop, Open-E, Zmags, eEye, Reality Digital, DST, Booz Allen Hamilton, Scrum Alliance,

Fortis, DIPS, Program UtVikling, Sulake, TietoEnator, Gilb.com, WebGuide Partner, Emergn, NSB (Norwegian Railway), Danske Bank, Pegasystems, Wake Forest

University, The Economist, iContact, Avaya, Kanban Marketing, accelare, Tam Tam, Telefonica/O2, iSense, AgileDigm, Highbridge Capital Management, Wells Fargo

Bank, Deutsche Bank, Hansenet/Alice, GlobalCollect

1Monday, January 3, 2011


Jeff Sutherland’s History

1964-1975 - Fighter Pilot, U.S. Air Force

100 missions over North Vietnam in F4 Phantom1975-1983 - Medical School Professor

Complex adaptive systems research

Mathematical simulations of cancer cell formation1983-2011 - VP/CTO/CEO 11 technology companies

1983-1993 prototyping new development processes

1993 created first software Scrum team

1993-2011 VP/CTO/CEO 7 Scrum companies



1983 - Software for 150 banks

Sources:http://www.softwaremag.com/L.cfm?Doc=newsletter/2004-01-15/Standishhttp://www.infoq.com/articles/Interview-Johnson-Standish-CHAOShttp://www.projectsmart.co.uk/the-curious-case-of-the-chaos-report-2009.html

LateUpset

PressureUnhappy

Projects always lateManagement always upsetDevelopers under pressureCustomers unhappy


http://www.softwaremag.com/L.cfm?Doc=newsletter/2004-01-15/Standish

http://www.softwaremag.com/L.cfm?Doc=newsletter/2004-01-15/Standish

http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS

http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS

http://www.projectsmart.co.uk/the-curious-case-of-the-chaos-report-2009.html

http://www.projectsmart.co.uk/the-curious-case-of-the-chaos-report-2009.html


Managers did not understand basic laws of software development

Ziv's Uncertainty Principle in Software Engineering - uncertainty is inherent and inevitable in software development processes and products - Ziv, 1996Trying to control an empirical process with a predictive control system (waterfall) causes chemical plants to explode (like software projects) - Ogunnaike and Ray, 1995



Radical Change Required Making the world a better place

– Japanese manufacturing - W. Edwards Deming– Team process – Silicon Valley entrepreneurs (Creative Initiative)– Micro enterprise development – Accion and Grameen Bank

Process innovation and productivity research– Alan Kay and Xerox Parc– Takeuchi and Nonaka - knowledge generation/lean– IBM Surgical Team (Mythical Man Month)– Jim Coplien - ATT Bell Labs Pasteur Project– Complex adaptive systems and iRobot subsumption architecture



10

How we invented Scrum:Learning about innovation from Xerox Parc

Personal Workstation Mouse (SRI) Ethernet

Windows Interface Laser Printer Smalltalk


CSM v10.21 © Jeff Sutherland 1993-2009

Alan Kay’s Innovation Strategy

Incremental - NO Cross Discipline - NO Extreme data points - ONLY LOOK AT THIS!

X



Benchmarked Out of the Box

Scrum looked at projects off the chart(IBM Surgical Team) F. P. Brooks, The Mythical Man Month: Essays on Software Engineering: Addison-Wesley, 1995.

Takeuchi and Nonaka. The New New Product Development Game. Harvard Business Review, 1986

J. O. Coplien, "Borland Software Craftsmanship: A New Look at Process, Quality and Productivity," in 5th Annual Borland International Conference, Orlando, FL, 1994.

Scrum: A Pattern Language for Hyperproductive Software Development

By M. Beedle, M. Devos, Y. Sharon, K. Schwaber, and J. Sutherland. In Pattern Languages of Program Design. vol. 4, N. Harrison, Ed. Boston: Addison-Wesley, 1999, pp. 637-651.

Every team can achieve hyperproductivityJ. Sutherland, S. Downey, and B. Granvik, "Shock Therapy: A Bootstrap for a Hyper-Productive Scrum" in Agile 2009, Chicago, 2009.

C. Jakobsen and J. Sutherland, "Scrum and CMMI – Going from Good to Great: are you ready-ready to be done-done?," in Agile 2009, Chicago, 2009.


http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=86116&referral=2342

http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=86116&referral=2342

http://jeffsutherland.com/scrum/SutherlandShockTherapyAgile2009.pdf

http://jeffsutherland.com/scrum/SutherlandShockTherapyAgile2009.pdf

http://jeffsutherland.com/scrum/JakobsenScrumCMMIGoingfromGoodtoGreatAgile2009.pdf





Scrum is a Simple Framework

Scrum

Meetings

Sprint Planning

Daily Meeting

Roles

Team

Product Owner

ScrumMasterArtifacts

Burndown Charts

Sprint Backlog

Product Backlog

Sprint Review


CSM v 11.07 © Jeff Sutherland 1993-2011

Team Performance ATT Bell Labs Pasteur Project

Performance = Communication Saturation = Collective Team KnowledgeDaily meeting with few roles = performance

0

20

40

60

80

100

120

0 20 40 60 80

Number of Roles

% S

atur

atio

n

Communication Saturation and Roles. Organizational Patterns of Agile Software Development by Coplien and Harrison (2004)



Brooks LawAdding people to a late project makes it later

Optimal team size is 3-7 people

!"#$%&'("%)*+,%

!'$"%-%

.%

/-%

/.%

0-%

0.%

/% 0% 1% 2% .%

!"#$%&'("%

)*+,%

!'$"%

Source: http://www.qsm.com/process_01.html (491 projects)


http://www.qsm.com/process_01.html

http://www.qsm.com/process_01.html


Theory: Scrum Origins

Project Management Styles

Type A – Isolated cycles of work

Type B – Overlapping work

Type C – All at onceThe overlapping of phases does away with traditional notions about division of labor. Takeuchi and Nonaka (1986)

NASA Waterfall

Fuji-Xerox Scrum

Honda Scrum

Requirements Analysis Design Implementation Testing



Complex Adaptive System Self organization No single point of control Interdisciplinary teams Emergent behavior Outcomes emerge with high dependence on relationship and context Team performance far greater than sum of individuals

J. Sutherland, A. Viktorov, and J. Blount, Adaptive Engineering of Large Software Projects with Distributed/Outsourced Teams, in International Conference on Complex Systems, Boston, MA, USA, 2006.


CSM v10.21 © Jeff Sutherland 1993-2009

Scrum Dynamic Model

Value Velocity

Daily Meeting

READY

DONE

IMPEDIMENTS

Sprint



Project State Space

LateUpset

PressureUnhappy

EarlySupportive

FunEcstatic

BetterUnsupportive

MediocreHappier

Chaos

Ready

Rea

dy D

one D

one

Not Ready

Not Done35%improvement

300-400%improvement

Traditional Project Management Scrum



Linear scalability



Three Best PracticesEnabling Specifications generate User Stories

A “type of user” needs a “feature” to get “some business value” plus acceptance tests, notes, and an implied conversation.

Story point - unit-less number that indicates relative size of a user story compared to a small reference story.Velocity - number of story points that a Scrum team delivers at the end of a Sprint

Planning Poker - used to estimate User StoriesScrum Board - information radiator displaying all three Scrum artifacts


Vodafone Scrum Board

18


© Jeff Sutherland 1993-201004/06/10

8

Company Structure

Bureaucracy•Rigid rule enforcement•Extensive written rules and procedures•Hierarchy controlsD

isciplined

Whimsical Autocracy

•Top down control•Minimum rules and procedures•Hierarchy controls

Leadership•Empowered employees•Rules and procedures as enabling tools•Hierarchy supports organizational learning

Organic•Empowered employees•Minimum rules and procedures•Little hierarchy

Coercive EmpoweringAdapted from Liker, JK (2004) The Toyota Way. McGraw Hill.



Breaking down command and control

Emergent strategy self-organizes through local actions– Distributed cognition and actions

Scrum team must be allowed to self-organize– Autonomous– Transcendent– Cross-fertilization

Team chooses own work– Individuals manage their own work– Management gets out of the way



Managers need to be Leaders Leaders can “find” and utilize spontaneously

formed ba Leaders can build ba by providing space for

interactions– Physical space such as meeting rooms– Cyberspace such as computer network– Mental space such as common goals

Fostering trust and commitment forms the foundation of knowledge creation (self-organization)

Scrum is based on TRUTH, TRANSPARENCY, COMMITMENT, and TRUST



Training management in Lean helps them understand Scrum

Lean

Bankrupt#1

Traditional



3 Pillars of Lean

Muri - overburden (invisible cause of waste)Mura - unevenness (invisible cause of waste)Muda - visible waste



The concept of ba Dynamic interaction of individuals and

organization creates a synthesis in the form of a self-organizing team.

It provides a shared context in which individuals can interact with each other.

Team members create new points of view and resolve contradictions through dialogue.

Ba is shared context in motion where knowledge as a stream of meaning emerges.

Emergent knowledge codified into working software self-organizes into a product.



Energy of ba is given by its self-organizing nature

Ba needs to be “energized” with its own intention, direction, interest, or mission to be effective

Leaders provide autonomy, creative chaos, redundancy, requisite variety, love, care, trust and commitment

Demanding goals and time pressure facilitate performance

Equal access to information at all levels was critical

ScrumMaster and management must “energize” ba through facilitating colocation, dynamic interaction, face to face communication, transparency, and audacious goals.



Local action forces self-organization

Individual self-organizes work Team self-organizes around goals Architecture self-organizes around working

code Product emerges through iterative adaptation Requires participative approach as opposed to

authoritative approach Flat organizational structure


Carsten Ruseng Jakobsen and Jeff Sutherland

Going from Good to Great with ScrumAre you READY READY to be DONE DONE?

[email protected], [email protected]


mailto:[email protected]





Lean Thinking Tools

Tool 1:Eliminate

Waste

Tool 2:Value Stream

Mapping

Tool 3:Feedback

Tool 4:Iterations

Tool 5:Synchronization

Tool 6:Setbased

development

Tool 7:OptionsThinking

Tool 8:Latest

ResponsibleMoment

Tool 9:DecisionMaking

Tool 10:Pull

Tool 11:QueueTheory

Tool 12:Cost of Dealy

Tool 13:Self-

determinatoion

Tool 14:Motivation

Tool 15:Leadership

Tool 16:Expertise

Tool 17:Perceivedintegrity

Tool 18:ConceptualIntegrity

Tool 19:Refactoring

Tool 20:Test

Tool 21:Measures

Tool 22:Contracts

P1Eliminate waste

P5Empower

team

P4Fast

Delivery

P3Responsibledecisions

P2 Amplify Learning

P7See theWhole

P6Build

integrity in



Scrum and Lean - Systematic

These are thinking tools – Projects and employees knows best how to transform them

Tools can be divided in three

dimensions

Value

Flow

Pull

Perfection

Engineering

Management

People

P6 Build Integrity in

T19 Refactoring T20 Test

P2 Amplify learning

T5 Synchronization T4 Iterations

P2 Amplify Learning

T3 Feedback T6 Setbased

development

P6 Build Integrity In

T18 Conceptual integrity

T17 Perceived integrity

P1 Eliminate Waste

T1 Eliminate Waste T2 Valuestreams

P4 Fast Delivery

T11 Queuing Theory T12 Cost of Delay

P7 See the whole

T22 Contracts T21 Measures

T10 Pull

P3 Decide in latest Responsible moment

T7 Options thinking T8 Latest responsible

MomentT9 Beslutningstagning

P5 Empower team

T16 Expertise

P5 Empower team

T14 Motivation

P5 Empower team

T15 Leadership

P5 Empower team

T13 Self-determination



Beginner’s Scrum - Systematic – 6 month results

10%

20%

a

30%

50%

40%

60%

CMMI 1 CMMI 5

70%

80%

90%

100%

CMMI 5SCRUM

Project effort Rework

Work

Process focusCMMI

SCRUM

50 %

50 %

50 %

10 %

9 %

6 %

25 %

4 %

100 %

69 %

35 %



ImpedimentsData driven removal of impediments using control charts from 11/2007

Examples on causes:

• Special competences• Disk full• Setup misunderstood• COTS failed

Root cause analysis of time to fix automatically generates ScrumMaster’s impediment list.



Next Step: Story Process EfficiencyWhen work allocated to sprint is READY, flow and stability is achieved

Objective: 60% Objective: 50h

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

100.00%

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35

Flow

Ready NOT Ready



Mature Scrum in Startup Company

0

12.5

25.0

37.5

50.0

2000 2001 2002 2003 2004 2005 2006 2007

Revenue (millions USD)

PatientKeeper



All at Once Scrum - Pegasystems



Source: Forrester Research December 2008 Global Agile Company Online Survey



Japanese ScrumProfessor W. Edwards Deming helped the Japanese create the lean revolutionProfessors Nonaka and Takeuchi brought the idea of Scrum back to AmericaWe now give back to the Japanese people the software Scrum now tested in every country by more than 100,000 teamsMay the Japanese take software development to the next level as they have done in manufacturing!



Anything is possible!




Roots of scrum 2011_Jeff Sutherland氏

Technology

software scrum team1993

ultimate software

software development

scrum alliance

camp scrum

scrum companies2monday

borland software craftsmanship

software projects ogunnaike