Scrum - Doing Twice the work in half the time - 2

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• Whenever people are involved in a complex, creative effort - traditional management methods simply break apart.
• The launch of Healthcare.gov
• The front end was beautiful - perfect, it was completed in three months with scrum.
• The back end  - was a debacle.
• They planned it with waterfall techniques.
• They only tested the site at the end for a few days.
• What Scrum does is bring teams together to create great things, that requires everyone not only to see the end goal, but to deliver incrementally towards that goal.
• There is a different way of doing things - a different way of working. - if you don’t do it, you will be outsourced.
• Learn the fundamental ways.
• People work best.
• Why were awful at estimating
• Why working overtime will make your project late.
• Takeaways
• Planning is useful - blindly following a plan is stupid.
• Inspect and adapt
• Change or Die
• Fail fast so you can fix early.

The Origins of Scrum

• Air Force - how to control risk
• Observer, Orient, Decide, Act
• Wondered - can we figure out some simple rules that will guide teams to settle into a more productive, happier, supportive, fun and ecstatic state.
• "the first thing we need to do is to stop doing stuff that is killing us"
• We've got to figure out a better way of working and we have to start immediately
• Idea of a product owner, a product backlog and weekly sprints

Learning to Think Like a Robot

• From day one it as a mystery to me why people insist on working in ways they know are inefficient and wasteful and that are dehumanizing and depressing.
• Observe, Orient, Decide and Act
• If we could come up with a simple instruction set for teams of people to work together just like those leg (talking about a robot)
• They would self organize and self optimize - just like the robot.

Don’t Go Chasing Waterfalls

• Create a system that could coordinate independent thinkers with constant feedback about their environment, much higher levels of performance could be achieved.
• Gantt Charts - beautiful in their precision - they were also complete fabrications.
• I was going to give them working software at the end of the month and not a broken Gantt Chart.
• Teams were
• Cross functional
• Had autonomy
• They were empowered to make their own decisions.
• They had a transcendent purpose.
• Executives were
• Servant leaders
• Facilitators focused on getting obstacles out of their way
• Toyota - thought their ideas tapped into something fundamental - a descriptive process on how humans work together best  in any endeavor.

Inspect and Adapt

• Scrum came out of Japan
• Japanese learned Scrum techniques from an American - W.Edwards Deming.
• Deming worked for General Douglas MacAuthur
• Measure exactly what is being done, how well its being done, and to strive for continuous improvement.
• Don’t just get better - get better constantly.
• Your company technicians and your factories must know that you have a fervor for advancing product quality.
• Deming
• Plan
• Do
• Check
• Act

Change or Die

Takeaways

• Hesitation is Death
• Observe, orient, decide, act
• Look outwards for Answers
• Great teams are
• Cross functional, autonomous, empowered, transcendent purpose
• Don’t Guess
• Plan, Do, Check, Act
• Plan what you are going to do.
• Do it
• Check whether it did what you want
• Act on that and change how you're doing things.
• Shu Ha Ri
• Learn the rules and form
• Make innovations
• Mastery - discard the forms and just be.