No Funciona La TELE No funciona la TELE - Glenn McCoy.pdf- Glenn McCoy
Por Que Scrum No Funciona
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SCRUM
Sergio Acosta - Junio 2009
HABLANDO EN
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SCRUM
Sergio Acosta - Junio 2009
POR QUÉ
NO FUNCIONA
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QUÉ ES SCRUM?(TODOS EN EL “MISMO CANAL”)
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1986
TAKEUCHI
NONAKA
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NUEVO PARADIGMA
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NUEVO PARADIGMA
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NUEVO PARADIGMA
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CARACTERISTICAS
Built-in instability
Self-organizing teams
Overlapping phases
“multilearning”
Subtle control
Organizational transfer of learning
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1993
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AT&T: SORPRENDIDOS
1 Millón LOC
31 Meses
8 Personas
Retando A Excel Y Lotus 1-2-3
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PRODUCTIVITY INDEX
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AT&T: FINDINGS
Mejor comunicación que el 98% de los procesos
Excelencia e integridad de las personas
Multi-disciplinarios, pero especializados
Prototipado intensivo
Juntas de diseño constantes
Introspección constante acerca del proceso
QA es una actividad central del desarrollo
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LEAN MANUFACTURING
The Toyota Production System
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IRON TRIANGLE
COST TIME
FEATURES
ÁREA = IMPORTANCIA
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IRON TRIANGLE
COSTTIME
FEATURES
“más funcionalidad”
“más barato”
“más tiempo”
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IRON TRIANGLE
COSTTIME
FEATURES
“más funcionalidad”
“más caro”
“menos tiempo”
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REAL IRON TRIANGLE
COST TIME
FEATURES
QUALITY
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REAL IRON TRIANGLE
COST TIME
FEATURES
QUALITY
“es que todo es prioridad uno”
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REAL IRON TRIANGLE
この牛の最高なんだよ!! *
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REAL IRON TRIANGLE
この牛の最高なんだよ!! *
* BULLSHIT!!
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“THE TOYOTA WAY”
1. We place the highest value on actual implementation and taking action.
2. There are many things one doesn’t understand therefore, we ask them why you don’t just go ahead and take action?
3. You realize how little you know and you face your own failures and redo it again and at the second trial you realize another mistake ... so you can redo it once again.
4. So by constant improvement ... one can rise to the higher level of practice and knowledge.
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LA VARIABLE FALTANTE
COST TIME
FEATURES
QUALITY
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LA VARIABLE FALTANTE
COST TIME
FEATURES
QUALITY
WASTE
WASTE
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COST TIME
FEATURES
QUALITY
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PRINCIPIOS
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
5. Deliver Fast vs Haste makes waste
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
5. Deliver Fast vs Haste makes waste
6. Respect People vs here is One Best Way
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PRINCIPIOS
1. Eliminate Waste vs Early specification reduces waste
2. Build Quality In vs The job of QA is to find defects
3. Create Knowledge vs Predictions create predictability
4. Defer Commitment vs Planning is commitment
5. Deliver Fast vs Haste makes waste
6. Respect People vs here is One Best Way
7. Optimize the Whole vs Optimize by decomposition
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WASTE REDUCTION MENTALLITY
Mura: Just-In-Time: supplying the production process with the right part, at the right time, in the right amount, and first-in, first out component flow
Muri: unreasonable work that management imposes on workers and machines because of poor organization
Muda: rework, overproduction, transportation, inventory, motion, danger, breakdown, ...
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改善
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改善
KAI
ZEN
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改善
KAI
ZEN
CAMBIAR PARA CORREGIR
CAMINO
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1995
SCRUM SOFTWAREDEVELOPMENTPROCESS
OOPSLA´95
Jeff Sutherland Ken Schwaber
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Reglas del juego
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Personas
• Scrum Team (pigs)
• Product Owner
• Scrum Master
• Development Team
• Team Community (chickens)
• Todos los demás
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Time Boxes (proceso)• Sprint (4 semanas)
ReleaseRelease
Sprint Sprint Sprint Sprint Sprint
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Time Boxes (proceso)• Sprint (4 semanas)
4 semanas
Daily Scrum
Sprint Planning
1 día
Product Review
4 horas
Retrospective
4 horas
1 día 1 día 1 día
Sprint
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Time Boxes (proceso)• Sprint (4 semanas)
4 semanas
Daily Scrum
Sprint Planning
1 día
Product Review
4 horas
Retrospective
4 horas
1 día 1 día 1 día
Sprint
• Sprint Planning (4 + 4 horas)
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Time Boxes (proceso)• Sprint (4 semanas)
4 semanas
Daily Scrum
Sprint Planning
1 día
Product Review
4 horas
Retrospective
4 horas
1 día 1 día 1 día
Sprint
• Sprint Planning (4 + 4 horas)
• Daily Scrum (15 minutos)
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Time Boxes (proceso)• Sprint (4 semanas)
4 semanas
Daily Scrum
Sprint Planning
1 día
Product Review
4 horas
Retrospective
4 horas
1 día 1 día 1 día
Sprint
• Sprint Planning (4 + 4 horas)
• Daily Scrum (15 minutos)
• Product Review (4 horas)
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Time Boxes (proceso)• Sprint (4 semanas)
4 semanas
Daily Scrum
Sprint Planning
1 día
Product Review
4 horas
Retrospective
4 horas
1 día 1 día 1 día
Sprint
• Sprint Planning (4 + 4 horas)
• Daily Scrum (15 minutos)
• Product Review (4 horas)
• Sprint Retrospective(4 horas)
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Entregables
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Entregables
• Potentially Shippable Product Increment (cada sprint)
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Entregables
• Potentially Shippable Product Increment (cada sprint)
• Completo (ej. manuales, capacitación)
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Herramientas
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Herramientas
• Product Backlog
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Herramientas
• Product Backlog
• Sprint Backlog
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Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”
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Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”
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Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”
• Release Plan
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Herramientas
• Product Backlog
• Sprint Backlog
• Definition of “Done”
• Release Plan
• Impediment Backlog
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Métricas
• Burndown
• Velocity
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SCRUM SI FUNCIONA
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SOURCE: JEFF SUTHERLAND, “THE ROOTS OF SCRUM”
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¿POR QUÉ
SCRUM NO FUNCIONA?
(CUANDO NO FUNCIONA)
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EL ENEMIGO
De los primeros “Management consultants”
“Scientific Management” (1911)
Progressive Era: Edison, Ford, ...Hitler☺
Frederick Taylor(1856 - 1915)
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PRINCIPIO 1
“Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.”
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PRINCIPIO 2
“Scientifically select, train, and develop each employee rather than passively leaving them to train themselves.”
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PRINCIPIO 3
“Provide detailed instruction and supervision of each worker in the performance of that worker's discrete task”
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PRINCIPIO 4
“Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.”
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TAYLORISM
“The science of handling pig-iron is so great that the man who is physically able to handle pig-iron and is sufficiently phlegmatic and stupid to choose this for his occupation is rarely able to comprehend the science of handling pig-iron.”
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TAYLORISM
“It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone.”
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YA NO ESTAMOS EN LA ERA INDUSTRIAL
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DISEÑO PRODUCCIÓN
“EL QUE SABE” “LOS QUE EJECUTAN INSTRUCCIONES”
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DISEÑO PRODUCCIÓN
“EL QUE SABE” “LOS QUE EJECUTAN INSTRUCCIONES”
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SCRUM
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DISEÑO PRODUCCIÓN
“LOS QUE SABEN” “LOS QUE EJECUTAN INSTRUCCIONES”
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Complex Complicated
Chaos Simple
C-E: ENTENDIBLE
C-E: ENTENDIDA
C-E: COHERENTE EN RETROSPECTIVA
C-E: NO DISCERNIBLE
RELACIÓN CAUSA-EFECTO
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Complex Complicated
Chaos Simple
C-E: ENTENDIBLE
C-E: ENTENDIDA
C-E: COHERENTE EN RETROSPECTIVA
C-E: NO DISCERNIBLE
RELACIÓN CAUSA-EFECTO
AQUI ESTA UD.
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Complex Complicated
Chaos Simple
C-E: ENTENDIBLE
C-E: ENTENDIDA
C-E: COHERENTE EN RETROSPECTIVA
C-E: NO DISCERNIBLE
RELACIÓN CAUSA-EFECTO
AQUI ESTA UD.
AQUI ESTA TU PROJECT MANAGER
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CULTURAS
The Reengineering alternative (1999)
Las organizaciones son organismos vivos
Cada organización tiene una cultura particular
William Schneider, Ph.D.
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CULTURAS
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CULTURAS
SCRUM
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CULTURAS
SCRUM
AQUI ESTA UD.
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SCRUM AND MANAGERS
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HIERARCHICAL LEADERSHIP
ORGANIZACIÓN
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HIERARCHICAL LEADERSHIP
ORGANIZACIÓN
CEO
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HIERARCHICAL LEADERSHIP
ORGANIZACIÓN
CEO
LOS QUE PRODUCEN
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HIERARCHICAL LEADERSHIP
ORGANIZACIÓN
CEO
EL QUE MANDA A LOS QUE MANDAN
LOS QUE PRODUCEN
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SERVANT LEADERSHIP
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SERVANT LEADERSHIP
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SERVANT LEADERSHIP
CEO
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SERVANT LEADERSHIP
CEO
LOS QUE PRODUCEN
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SERVANT LEADERSHIP
CEO
EL QUE SIRVE A LOS QUE SIRVEN
LOS QUE PRODUCEN
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CÓMO HACER QUE
SCRUM FUNCIONE
(GUÍAS DE ADOPCIÓN)
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TO BE OR NOT TO BE (AGILE)
¿NECESITO? ¿QUIERO?
OLVIDALO ADELANTE!
SI
SI
SI
NONO
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¿ NECESITO ?
Waterfall no siempre es inadecuado
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SPACE SHUTTLE
“If the software isn't perfect, some of the people we go to meetings with might die”
Cada línea de código diseñada, verificada, antes de ser escrita
Especificación funcional: 40,000 páginas
1 bug x cada 420,000 LOC
17 bugs en las últimas 11 versiones
“People ask, doesn't this process stifle creativity? The answer is, yes, that is precisely the point.”
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¿ QUIERO ? (DIFICULTADES)
Práctica Contracultura
Poder implica responsabilidad
Disciplina total
Colaboración, Transparencia, Confianza, Iniciativa, Retrospectiva, Aceptar errores, Coraje, Trabajo duro.
Luchar por cambiar el status-quo
Fricción con otras personas y áreas
Volver a aprender muchas cosas
¿ Te interesa entregar valor ?
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PREDICCIÓN
Sólo el 30% de las organizaciones van a ser exitosas en adoptar Scrum/Agil
El resto se va a ver obligado a permanecer competitivas con Outsorcing/Offshoring
Ken SchwaberCon el riesgo que esto implica en la calidad
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PASOS PARA ADOPTAR SCRUM
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PASOS PARA ADOPTAR SCRUM
MUAHAHAHA!!
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4 semanas
Daily Scrum
Sprint Planning
1 día
Product Review
4 horas
Retrospective
4 horas
1 día 1 día 1 día
Sprint
ReleaseRelease
Sprint Sprint Sprint Sprint Sprint
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RECOMENDACIONES
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http://www.infoq.com/presentations/Fail-Scrum-Henrik-Kniberg
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http://www.infoq.com/presentations/10-tips-for-agile-transitions
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http://www.infoq.com/presentations/Agile-Transitioning-Mike-Cohn
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CONCLUSIONES
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SCRUM NO HACE NADA
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SCRUM NO HACE NADA
SOLO HACE EVIDENTES LAS DISFUNCIONALIDADES
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GRACIAS
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COMUNIDAD
http://comunidadscrum.wordpress.com/
http://groups.google.com/group/comunidad-scrum-mexico
twitter: @comunidadscrum
twitter: @scasware
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