Going Large Staying Small Recife2009
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Transcript of Going Large Staying Small Recife2009
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presented by
goingLARGE by stayingsmall
Recife, February 2009
running large projects & whole organzations with Scrum
supported by Ana Christina Rouiller
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Who is this no-name in YOUR country?
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before Scrum ...
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Philosophy and Soziology
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EDS | BroadVision |
ONE |
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I knew how to make projects work the
traditional way
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CMM 2 - Pilot Project
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CMM 3internal trainer at EDS in 1999
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2002
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and then the challenge
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build it faster and more reliable again!
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traditional way would not work ...No Way!
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First Scrum
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2003
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Certified ScrumMaster
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2004
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1st Certified ScrumTrainer
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2005 first teams with people size up
to 50 persons
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2006 first teams with people size up to 100
persons and distributed environment
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2008 number of people trained goes beyond 3000
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2009 - the circle closes ... now whole companies wants to do big bang implementations ... we help them doing it.
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so let’s start ....
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Most companies started with a couple of people
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< than 8 people
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then they
grow ....
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14
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50
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100
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1000
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Features Delivered per Team
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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2000 2001 2002 2003 2004 2005 2006
Features Delivered per Team
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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2000 2001 2002 2003 2004 2005 2006
Features Delivered per Team
Days between Major Releases
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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Lack of visibility
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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Resource Bottlenecks
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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Unpredictable release dates
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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Lack of responsiveness, lack of team alignment on priorities
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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Unhappy customers
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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Gradual productivity
decline as the team
grew
from a presentation of salesforce.comScrum Gathering Stockholm 2008
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The claim of most manager and business people is a reflex. They say ....
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We need to structure and organize more .... We need better processes, we need better tools, we need better people.
The claim of most manager and business people is a reflex they say ....
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team and line managementproject managementportfolio managment
traditional answer ...
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going
LARGE
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goingcontrol
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work Taylor
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whole is splitt into parts
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profession becomes
disciplines
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knowledge goeschecklist
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whole is splitt into parts
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whole is splitt into parts
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organization Slone
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factories are numbers
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departments are numbers
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people are numbers
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people are numbers
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Result
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You loosecollaboration
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You loosetrust
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You loosemotivation
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You loosepeople
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You loosequality of ...
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process
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product
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life
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in other words ....
beauracracy
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centralistic
in other words ....
beauracracy
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centralistichierarchy
in other words ....
beauracracy
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centralistichierarchydominant
in other words ....
beauracracy
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centralistichierarchydominant
slowin other words ....
beauracracy
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centralistichierarchydominant
slowprocess driven
in other words ....
beauracracy
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centralistichierarchydominant
slowprocess driven
non agile
in other words ....
beauracracy
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from a presentation of salesforce.comScrum Gathering Stockholm 2008
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Or you go another path .... and stay:
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human-centric
Or you go another path .... and stay:
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human-centricflat
Or you go another path .... and stay:
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human-centricflat
federalistic
Or you go another path .... and stay:
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human-centricflat
federalisticdistributed
Or you go another path .... and stay:
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human-centricflat
federalisticdistributedinnovativeOr you go another
path .... and stay:
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human-centricflat
federalisticdistributedinnovative
agile
Or you go another path .... and stay:
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human-centricflat
federalisticdistributedinnovative
agilere-inventing
Or you go another path .... and stay:
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human-centricflat
federalisticdistributedinnovative
agilere-inventing
fast
Or you go another path .... and stay:
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How?
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agile answer ... stolen from Pixar (Ed Cutmill)
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Empower your
creatives
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create a peer culture
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free up communication
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craft a learning environment
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get more out of post mortems
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is there a path or a guideline can help you ...?
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Scrum
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74
Scrum is not a ....
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Scrum is Scrum
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emphasis in on the team
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A team can do 90% of the work!
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“Train the team members so that every team member is able do 90% of the tasks given to the team.” (Tom Peters)
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“Scrum is faster, better, cooler! It’s the way we first built software at Yahoo, yet is scalable to large, distributed, and outsourced teams.”
Yahoo Chief Product Owner
“It looks like the way we build software here at Rockstar Vienna in the beginning, now we use it in a large organization.”
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what the companies achieved ...
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look atdelivery
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deliverymost important functionality in 2 weeks
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delivery
bug free in 6 weeks
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deliverybusiness had not ideas anymore after 8 weeks
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look atqualitiy
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no overtimequality
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qualityall team members know the whole code base
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qualitybugs get not managed they got fixed immediately
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quality of life“I can contribute”
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quality of life“I can grow”
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quality of life“We can do it together”
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case of ...salesforce.com
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Since implementing our iterative development methodology which enables us to deliver more frequent releases, we have seen statistically significant improvements in our satisfactions scores across our service attributes from our features to our platform. ”
Wendy CloseSalesforce Customer Satisfaction Survey
Sr. Manager Product Marketing Salesforce.com
“
(Source: Salesforce.com Relationship survey, conducted by independent third party CustomerSat Inc., July 07 and Feb. 08. Sample size equals 4000+ randomly selected worldwide respondents from all size companies and industry sectors.)
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94% of customers that indicate they definitely or probably will recommend salesforce.com
to others
* Source: Salesforce.com Relationship survey
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+61improvement in “mean time to release” for major
releases in 2007
%
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+568%
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+94Increase in feature requests
delivered - 2007 v. 2006
%
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+38Increase in feature requests delivered
per developer - 2007 v. 2006
%
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Simple is better. With our agile approach to product development we've put our amazing people in charge. They work as a team to do the right thing for the customers, their fellow employees and our shareholders.
”
Todd McKinnon Sr. Vice President, Research & Development
Salesforce.com
“
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Our teams are happier…
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92of respondents believe ADM is an effective
approach for their scrum teams
%
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88of respondents believe the quality of our products have
improved or stayed the same
%
* 51% say our quality has improved
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89of respondents are having the “best time” or a “good time” at Salesforce
%
* 49% improvement from pre-ADM
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94of respondents would recommend ADM to their colleagues inside or
outside Salesforce
%
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from a presentation of salesforce.comScrum Gathering Stockholm 2008
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from a presentation of salesforce.comScrum Gathering Stockholm 2008
Do you want this?
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What needs to be done?
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#1 company backlog
get one for all!
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#2 define roles & responsibilities
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#3
start immediately ...PB
VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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Release
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Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
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T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
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SIZE it - Estimation Meeting
Play!
PB
prioritized
Tactical Level
Strategic Level
3 days
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#4 stick to your teams
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#5make teams cross-functional
train them so they can do the whole work
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#6 synchronize sprints
Sprint planning 1
Sprint planning 2
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#7 create a Product Owenr Team
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#8 problem no. 1Change AgentHe says “No”“He fights for the poor”Far too often, people fear to be a good ScrumMaster.
They do not have the standing!
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#9 professionalization
‣software development‣product development‣finanical numbers
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#9 professionalization
‣software development‣product development‣finanical numbers
“we do not need to do X, we do Scrum.”“we can do what we want.”“I am not important anymore - it is the team.”
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#10 fight the resistance
traditional managementtraditional engineeringlaciness of thinking
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What did we do with our clients?
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organizational level
get the buy in from executive management
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example
we worked with the executives to create the overall company backlog
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implementationchoose for you pilot the most important project/part of you company
sense of urgency
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examplethe most important functionality is the one you build first -> that let to the fact that all other projects could be implemented faster
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implementationCreate a in-house roll-out team, that leads the implementation organizational wide.
the guiding team
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example
we get one or two person in a company who are responsible in-house
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implementation
know where you are and where you want to be
vision and strategies
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examplewe work with setting up ScrumMasterWeekly`s that help us to guide the implementation in case we are not there.
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implementationtraining and short introductions into what we do, intranet and our checklists
communication
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examplea three hour tutorial before the next big sprint planning helped everybody to understand what is expected from them
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implementationworking with managers to understand the empowerment of the teams
empowerment
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examplehelping middle managers to understand the new role. The new responsibilities they have to live and we helped them to understand what they do not know about leadership.
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implementation
deliver one functionality the first time - fully done!!!
short term win
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example1 sprint - most imporant thing2 sprint - focus on improvement3 sprint - bug free environment
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implementationwork with your client on long term relationship ... No! it is not about business grow
never letting up
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example
we work now with the architects, we help to improve leadership skills.....
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implementationwork with the next part of your organization, and keep walking around
making change stick
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example
salesforce.com
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Continuous Improvement
“Agile Launch”Big Bang Rollout
January OctoberAprilOctober JanuaryJuly
Rollout Adoption Excellence Expansion
April
144 146 148 150 152 154
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1. A sense of urgency 2. The guiding team 3. Vision and strategies 4. Communication 5. Empowerment 6. Short-term wins 7. Never letting up 8. Making change stick
137
LeadingChange
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PB
Sprint # 4
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VISION
Product Idea
The Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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Release
Version 1.2
Releaseplan Update
version 0.0 version 1.0 version 1.2 version 2.0
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
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T E A M
SC R U M M A S T E R
U S E R U S E R
WHAT to do - Sprint Planning 1
PB
Analyse
HOW to do - Sprint Planning 2 CHECK it - Daily Scrum
version 0.0 version 1.0 version 1.3 version 2.0
©2009
Understand
T E A M
85
138203
5
4013 3
0
8
100?20
5 2
1
PlanningPoker
SIZE it - Estimation Meeting
Play!
PB
Estim
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PB
prioritized
Tactical Level
Strategic Level?