The Rugby Method (SCRUM) Abel Juarez

Outline What inspired the new method? First commercial companies to use The 6 Keys to Managing New Process Limitations SCRUM in Software development

The Old Way Product development was like a relay race. Basics Marketing Principles High Quality Low Cost Differentiation Characteristics Specialized Slow Rigid

The New Process Team oriented holistic approach. Added Speed and Flexibility to marketing Team works together Phases could be done simultaneously Hand-picked, multidisciplinary team “Team tries to go the distance as a unit, passing the ball back and forth” Takeuchi and Nonaka

First Companies to use New Method Hirotaka Takeuchi and Ikujiro Nonaka, described the new process being used in 1986. “The New New Product Development Game” Companies studied (Projects) Fuji-Xerox (FX-3500-copier) Honda (City car) NEC (PC 8000-personal computer) Canon (PC-10-personal copier, AE-1 single lens camera, Auto Boy (Sure Shot) lens shutter camera)

6 Keys to Managing the Process Built in instability Self-organizing project teams Overlapping development phases “Multilearning” Subtle control Organizational transfer of learning

Built in Instability Management initiates by giving a broad goal or general strategic direction. Team is given freedom Management also gives challenging requirements for the team to work with Example: Fuji-Xerox FX-3500 team, was given 2 years to make a high-end copier at half the cost of its other high-end copiers.

Self-organizing Project Teams Team starts at a state of “0 information” Team operates like a start-up company Self-organizing conditions Autonomy- Management is hands off Self-transcendence- Sets own goals, tries things that have never been done Cross-fertilization- Team members share knowledge with each other

Overlapping Development Phases Team develops a “rhythm”. Different team members must synchronize their pace to meet deadlines “At some point, the individual and the whole become inseparable.” Pulse of the team is fastest in the begining and slows down as the project continues. Overlapping helps prevent stops in the process

Multifunctional learning “Multilearning” Multilevel learning Multifunctional learning Individual Example: 3M, encourages engineers to pursue their “dream” Group Example: Honda team members sent to Europe Corporate Company wide programs or movements Example: Fuji, TQC Experts encouraged to get experience in different fields. Example: Epson mechanical engineer went back to college to study electrical engineering during project

Subtle Control Management still needs to check on team 7 ways for Subtle control Selecting right people for the project team Create open work environment Encourage members to get customer feedback Establish evaluation and reward systems Managing rhythm throughout Anticipate and tolerate mistakes Encourage suppliers to be self-organized

Transfer Learning Team members and company use knowledge from project in other projects in different departments Project activities are made standard practice at company. This can be tough Companies have to unlearn years of lessons and experience

Limitations Requires great commitment from company and team members. Overtime May not apply to breakthrough products May not apply to enormous projects “It may not apply to organizations where product development is mastermined by a genius who makes the invention and hands down a well-defined set of specifications for people below to follow”

SCRUM in Software Development Easlel Corporation, first to use SCRUM method in software development. 1993. Dr. Jeff Sutherland, first to refer to the method by the 1 word Why? Gantt charts didn’t work Software was never finished when scheduled Process broken into a series of Sprints

Roles SCRUM Master Product Owner Development Team Keeps distractions away from team, makes sure goal are being met Product Owner Represents stakeholders(customers) and business, makes sure team delivers value Development Team Project team, in charge of producing increments at the end of sprints

Terminology Product backlog Sprint backlog Increment A prioritized list of high-level requirements. Sprint backlog A prioritized list of tasks to be completed during the sprint. Increment “Sum of all the Product Backlog Items completed during a sprint and all previous sprints” Sprint burn down chart Daily progress for a Sprint over the sprint’s length.

Sprints

Meetings Sprint planning meeting Daily Scrum Beginning of each sprint. Decide what is to be done during sprint Prepare Product Backlog Daily Scrum Short daily meeting during the sprint, where the team talks about how things are going What did you do yesterday? What will you do today? What obstacles got in your way?

Meetings Sprint review meeting Sprint retrospective Review sprint Present demo to stakeholders Sprint retrospective Review sprint process What went well? What can be done better next time?

Summary SCRUM Method Team oriented Freedom leads to creativity Allows flexibility Knowledge is shared