Craig Larman on the Challenges of Scaling Scrum to Large Organizations. 1.
One of the things that was brought up in the key notes is the challenges around component teams and the very attractive option of organizing people around that grouping. What things did you bring out about component teams that really cause it to fail? Right, first of all let me define my terms because I am not sure all of the audience will be aware. So what we mean by component teams is groups of programmers that just specialize in one software subsystem.
For example, a really simple example, a group of programmers that just do the UI layer, a group of programmers that do some middle tier, a group of programmers that do database stuff, or in my world, the larger scale when you got millions and millions of lines of code and lots and lots of subsystems, programmers in this subsystem, programmers in this subsystem, and then when you want to do a customer feature it needs to be split up between all of these component teams. So what do we have here? 2. 3. Yes, absolutely. 4. Certified Scrum Professional. Agile Helpline!: Agile Strategy Manifesto. Agile product development is growing fast with intense focus on perfecting Agile execution.
However, the business strategies developed by many organizations are still non-agile. For example, Agile product development teams are pushing business owners to prioritize the product backlog to deliver the highest value features in each iteration. However, business owners are not necessarily providing prioritization based on the organization's business strategy. A successful business strategy involves making choices throughout the value chain that are interdependent.
For an organization to realize the full benefit of it’s business strategies it must develop and maintain them using an Agile approach. KEY CHARACTERISTICS OF AGILE STRATEGYAgile mentality: An agile organization is a fast moving, adaptable and robust business. STRATEGY (S)-CURVE Agile strategy manifesto can be visually represented in a strategy curve (S-curve). A good strategy cannot prevent the evaporation of value. Scrum is not Project Management. Scrum, and the way of thinking that it attempts to socialize in the world of work, has nothing to do with project management.
Anyone who is laboring under the misapprehension that Scrum is some form of “Agile Project Management” is seriously missing the point. There may be such a thing as “Agile Project Management”. I don’t know, and don’t really care. It is of no interest to me. My concern is with changing the way people think and act, not with force-fitting old ways of thinking into a new paradigm that cannot accomodate it.
Organizations like PMI, Scrum Alliance, ICAgile and others who are trying to grab a slice of the Agile market are like parasites feeding off the souls of people who really care about change in the world. I am not interested in half-measures, or “corporate-approved Agile”. Like this: Like Loading... Blog Archiv » Der Bericht zum IF-Forum Mensch&Management. SCRUM Plakat. Es ist jetzt ungefähr ein dreiviertel Jahr her seitdem wir unser Scrum-Poster veröffentlicht haben.
Damals teilweise noch als Experiment gedacht, haben uns die vielen positiven Rückmeldungen doch etwas überrascht. Auch hatten wir mit einem solchen Erfolg nicht unbedingt gerechnet: Insgesamt wurde es mehr als 2500 mal heruntergeladen, zudem haben wir noch eine ganze Menge an gedruckten Exemplaren verteilt. Wie damals bereits angekündigt wurde das Plakat seitdem stetig weiterentwickelt.
Irgendwann jedoch wurde es wieder Zeit, diese Gedanken festzuhalten und in ein neues Plakat zu transformieren. Anders als bisher gliedert sich dieses Plakat in 3 Schalen: Schale 1 enthält eine graphische Darstellung des Scrum-ProzessesIn Schale 2 finden sich die Beschreibungen zu den Elementen aus Schale 1Auf Schale 3 befinden sich Bilder und weitergehende Informationen Wie auch von unserem letzten Plakat, wird es auch hier wieder verschiedene Fassungen geben.
Schale 1 mit dem Scrum-Prozess alleine.