All the sins of scrum

How do the companies build software products these days?

#productdevelopment #scrum #lean #spotifymodel
#holacracy #ownership #tealorgs #skininthegame
#agile #cargocults #managers #gettingshitdone
#organizationculture #technicalexcellence #xp
#happymelly #safe #scaling #selforganization

  1. Who knows what Scrum is about?
  2. Who has seen Scrum out of Gemius?
  3. Who knows any other software development method than Scrum?
  4. Who has worked using a method different than Scrum before?

Warning!

Cargo Cult threat level: HIGH

Scrum 101

  1. What DO you like in Scrum?
  2. What DON'T you like in Scrum?

The good

  1. Product-orientation
  2. Product Owner role
  3. Explicit retrospecting
  4. Focus on x-functional teams
  5. Definition of Done & working software as a measure of progress

The BAD

  1. Fiber-driven development
  2. Where's the leadership?
  3. Perception of prescription
  4. Over-simplified self-organization
  5. Doesn't work w/o Product
  6. Agility is a mindset, not a role/duty

The UGLY

  1. Scrapping lessons learned
  2. Death of the Design
  3. Who sucked in WF, sucks in Scrum
  4. Self-stuck teams
  5. Doing Scrum, not making Products
  6. Agile as an industry
  7. Things NOT moving
  1. Why there's no Scrum 2.0?

Some
Interesting
Scenarios

Laloux culture model

Stages (by Laloux):

  • Red (impulsive) - authority through power
  • Amber (conformist) - steered by common belief, self-disciplined
  • Orange (achievement) - scientific approach, world is a machine
  • Green (pluralistic) - sense of inclusion, equality, respect
  • Teal (evolutionary) - everyone is called by an inner voice to contribute based on their unique potential

the
"Spotify
Model
"

  1. Are managers needed? What for?
  2. What should a manager do? And not do?
  3. A manager is managing what/whom?
  4. What's the difference between a manager and a leader?

7 years later ...

  • "AgileByExample 2019: Piotr Majkowski - Spotify’s trans. from Chapter Leads into Engineering Managers"
  • EM ≈ (CL+AC+TO)/3
  • Different Teams, different EMs
  • A well rounded leader

    https://www.youtube.com/watch?v=8BOI2k0Wmfs

management 3.0

Practices:

  1. Delegation Poker
  2. Kudo Cards
  3. Moving Motivators
  4. Personal Maps
  5. Merit Money
  6. Corporate Huddles
    ...

Practices:

  1. Engaging people and their interactions
  2. Improving the system
  3. Helping to make all clients happy
  4. Managing the system, not the people
  5. Co-creating work

case

Google got rid of managers
in 2002 ... to get them back
just a few months later

 

re:Work - https://rework.withgoogle.com/subjects/managers/

Garvin, D. A. (2013). "How Google Sold Its Engineers on Management." Harvard Business Review, 91, 74-82

Best Leaders

  1. They are good coaches.
  2. They don't micromanage.
  3. They care about team members.
  4. They are productive and results-oriented.
  5. They are good communicators.
  6. They help with career development.
  7. They have a clear vision and strategy.
  8. They have technical skills.
  1. What's the difference between Agile and Lean?
  2. What's Kanban?
  3. What Kanban can be used for?

the toyota path

Toyota Production System

  1. Kaizen - continuous improvement
  2. Heijunka - supervised automation
  3. Jidoka - flow of work
  4. Muda - eliminate waste
  5. Mura - flow inconsistency
  6. Gemba - knowledge is in the place of work
  7. Pull Systems (Kanban)
  8. PDCA (W.Deming)
  9. 5 Whys (S. Toyoda)

theory of constraints

1. Understand the flow

2. Identify the constraint

3. BREAK it (only)

4. Go back to 2

enters the lean

1. Identify the value

2. Optimize the whole

3. Eliminate waste

4. Continuously improve

5. Effectiveness >>> Efficiency

6. Build the quality in

7. Deliver frequently

8. Evolution >>> Revolution

9. Focus (limit the WIP)

10. Facts >>> Opinions

accelerate

Question: what makes a top-performing company?

  1. Scientific approach
  2. The method based on interviews & surveys
  3. Aimed to identify the collection of practices

accelerate

the role of culture

A tribe is a group of 20 to 150 people who know one another enough that, if they saw another walking down the street, would stop and say “hello.”

Tribal leaders influence the culture of their respective tribes. Ambitious leaders focus on growing, adapting, and upgrading the tribal culture to improve the tribes standing in the organization.

the new opening

Move faster. And Deliver Value.

 

Principles:

  1. Entrepreneurs are everywhere

  2. Entrepreneurship is management

  3. Validated learning

  4. Innovation accounting

  5. Build-Measure-Learn

100% product development

  1. Start with Why

  2. We're all "Business"

  3. Why roadmaps are wrong?

  4. The role of OKRs

  5. Product: discovery, ideation, prototyping, ...

  6. The right culture

silver bulletS, hmmm?

unconditional value orientation

ownership

  • accountability
  • RACI model
  • everything is to be owned

agility = autonomy + transparency + delivery discipline

culture beats strategy

intrapreneurship & skin in the game

pick your battles wisely

Follow-ups?

All the sins of Scrum ...

By Sebastian Gębski

All the sins of Scrum ...

How do the companies build software products these days?

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