1. The Rugby Method (SCRUM)
Abel Juarez

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

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

4. 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

5. 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. 6 Keys to Managing the Process
Built in instability
Self-organizing project teams
Overlapping development phases
“Multilearning”
Subtle control
Organizational transfer of learning

7. 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.

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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”

14. SCRUM in Software Development
Easlel Corporation, first to use SCRUM method in software development
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

15. 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

16. 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.

17. Sprints

18. 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?

19. 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?

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