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Organic Scrum

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by

Hugo Glagovsky

on 18 March 2014

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Transcript of Organic Scrum

Organic Scrum
Stacey Matrix for Complexity
Requirements: WHAT must be done.

Technology: HOW it must be done.

In both cases, it's relative to the individual/team/organization. How well do WE handle this technology?

Agile frameworks help in the complexity area between simplicity and caos.
Essential vs. Accidental Complexity (Brooks)
Accidental complexity is anything that adds unnecesary complexity to a problem:
-Bureocracy
-Relationship issues between team members
-Leaks of water in the ceiling
-Coffe machine not working
-Slow PCs
-Different time zones
-Bad processes
-Etc


Accidental complexity is "process fat" to be removed.
Removing the fat
We get used to fat, we are anestethized to (organizational) pains.
Scrum slowly, in iterations, helps remove the anesthesia to bring back the pain... the only way to solve its root cause.

Most important artifact of the scrum framework: Retrospective meeting. It's the one meeting that's not about the product but about the process. What did we do wrong? What's the root cause? How can we fix it?
Scrum Cycle: Plan -> Do -> Rethink and Adapt
Values
Empirism: do, then learn. Go from concrete to abstract.
Error-friendly environment: when dealing with complexity, need to take risks. Errors are part of the learning process.
Organic growth of the product and the process
Scrum Roles
Product Owner: Single funnel of stakeholders' requirements. Knows business VALUE of Product Backlog Items and thus determines their priority (the order in which PBI's should be picked by the team).

Team: Knows the HOWs (tactics). Responsible for time estimations (COST).

Tactic (team) is how to fight the battle; Strategy (PO) is choosing which battles to fight.
Full transcript