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- 1. "Guerrilla Scrum": Innovatively Implementing Scrum Management Johnny Busby
- 2. Light Introduction to Scrum
- 3. What is Scrum? • Rugby • Project Management – Restarts the game – (Re)Starts the work – Tight formations – Closely integrated team – Ball possession – Obtaining a goal • Agile (Software) Development
- 4. Who is on the team?
- 5. Scrum Benefits • Team autonomy • Product over documentation – Professionalism • Easily adapts to change – Communication • Lessons learned early and often – Pigs over Chickens • Short iterations reduce risk – Time – Cost
- 6. Scrum Process Overview Preparation Daily Cycle •Vision Sprint •Business Case •Stakeholder Buy-in Planning Daily Daily •Team Assembly •Initial Product Backlog Meeting Scrum Work Products •Releasable product •Updated product backlog •Product backlog burndown 1-4 Weeks •Updated sprint backlog •Sprint backlog burndown Sprint Sprint Review Retrospective
- 7. Non-Scrum Environments : The “Enemy” • Last-minute involvement – Technically Poor Work Product – Management Bigger Obstacles to Remove • Slow, unresponsive, or disengaged – Processes – Projects – Management • Executive – “Buzzword-mania” – Disinterested in new techniques – Assumes “Software Development only” – Training/understanding interval too long
- 8. Guerrilla Strategy “The enemy advances, we retreat; the enemy camps, we harass; the enemy tires, we attack; the enemy retreats, we pursue.” George C. Marshall 毛泽东 (Mao Zedong / Tse-tung)
- 9. Going Guerrilla: The Guerrillas Assemble a small, mobile, and loyal force
- 10. Going Guerrilla: The Targets Target “personnel” and resources
- 11. Going Guerrilla: The Terrain Terrain or environment advantage
- 12. Going Guerrilla: The Engagement Avoid large confrontations
- 13. Avoiding Counter-insurgency • Have strategic informants – Scrum supporters – Work product supporters • Continue (re)education – Majority – Minority • Be strategic
- 14. Lessons Learned • Keep the chickens out of the team • Always involve and inform the project sponsor / product owner • Stay vigilant on sprinting • Documentation as a backlog item
- 15. Success!
- 16. References / Resources • NASA SATERN :: Books 24x7 – Agile Project Management with Scrum (2004) • Ken Schwaber • Microsoft Press – Scrum Project Management (2011) • Kim H. Pries & Jon M. Quigley • Auerbach Publications • On Guerrilla Warefare – Mao Zedong / Tse-tung • The Noun Project (thenounproject.com)
- 17. Thank You This message has been approved by the U.S. Poultry and Swine Council
Notas del editor
- Presentation Title: "Guerrilla Scrum": Innovatively Implementing Scrum ManagementPresentation Abstract: "Guerrilla Scrum" will describe methods and measures by which an aspiringly ambitious Scrum Master can assemble a rag-tag group of "pigs" into delivering a cohesive and highly successful product. This presentation will lead with a high-level introduction to Scrum Management and then demonstrate how an individual can use the principles and products of Scrum to work within an existing and cumbersome management process. Deploying the "Guerrilla Scrum" method will sharply focus your developers on product generation while gradually educating and instilling management about Scrum.Presentation Synopsis: "Guerrilla Scrum" will describe methods and measures by which an aspiringly ambitious Scrum Master can assemble a rag-tag group of "pigs" into delivering a cohesive and highly successful product.
- The TeamIs cross-functional, with seven (plus or minus two) members Selects the sprint goal and specifies work results Has the right to do everything within the boundaries of the project guidelines to reach the sprint goal Organizes itself and its work Demos work results to the product owner The Product OwnerDefines the features of the product Decides on release date and content Is responsible for the profitability of the product (ROI) Prioritizes features according to market value Adjusts features and priority every 30 days, or as needed Accepts or rejects work results The ScrumMasterEnsures that the team is fully functional and productive Enables close cooperation across all roles and functions Removes barriers Shields the team from external interferences Ensures that the process is followed, including issuing invitations to Daily Scrum, Sprint Review, and Sprint Planning meetings4
- Minimize risk === short iterationsReal-time communication (prefer face-to-face) === very little written documentation Indicated for unpredictable / rapidly changing requirements
- Answer the obvious question: why are we going guerrilla?Che Guevara's text (Guerrilla Warfare), says Guerrilla Warefar is ”`used by the side which is supported by a majority but which possesses a much smaller number of arms for use in defense against oppression".ChallengesResistance to change ornew ideas on “process”Often encumbered by negative,incorrect, or incomplete ‘lessons learned’Too busy to learn new techniquesTooexpensive to learn new techniquesReporting would be reducedPossible strict rules regarding project management and deliverablesThe team can’t manage themselves, can they?Over-confidence: “I, the PM, know best”
- Mao Zedong summarized basic guerrilla tactics at the beginning of the Chinese "Second Revolutionary Civil War"
- Assembling the team is perhaps the most important step. Try for the best but the best may not support your cause. You have to evangelize to the force first. They have to want to join your effort! An ideal team size is 5-10 people. Multiple teams are possible for the project and should be used if you have that much loyalty.Your small force will be tackling large enemies, so make sure they are properly trained and ready.
- Target individuals for scrum education and involvement. Since personnel are the most valuable resource, then the target is the most attractive. But other resources may be needed such as contracts, facilities, computing, hardware. The goal may not be to completely disrupt the “enemy” but to rather change it’s patterns.
- Know the terrain in which are working. Educate the team in both Scrum and traditional or environmental processes, procedures, and personnel.Take advantage of using team expertise in both the developing work products and the traditional methodologies. Because the team is close-knit, the communication is high and the response and be swift.Don’t be afraid to use the terrain – it could well be the cover you need to disguise your strategy or accomplishments until the right time.For example, in a NPR 7120 project, have some (or all) of the work products as sprint backlog items. Choose which of the required backlog items can be accomplished in order and execute them so you are not caught off-guard.
- Seek and eliminate small groups or areas of work. Limits scrum team exhaustion and frustration but demoralizes enemy by showing how much faster the work product can be achieved. As scrum master, break down the processes of the enemy into strategic supply lines. But be ready to remove or destroy the pathway to advance your teams goals.Map to managementdeliverablesInvolve team in decision-makingHave team divide work into sprint-size chunks
- Majority: non-managementMinority: management