THE RUGBY METHOD (SCRUM)

Abel Juarez

Outline
What inspired the new method? First commercial companies to use The 6 Keys to Managing New Process

Limitations
SCRUM in Software development

The Old Way

Product development was like a relay race.

Basics Marketing Principles High Quality Low Cost Differentiation Characteristics Specialized Slow Rigid

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

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 Keys to Managing the Process

Built in instability Self-organizing project teams Overlapping development phases

Multilearning
Subtle control Organizational transfer of learning

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.

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

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

Multilearning
Multilevel learning Multifunctional learning

Individual
Example: 3M, encourages

Experts encouraged to

engineers to pursue their dream

Group
Example: Honda team members

get experience in different fields.

Example: Epson mechanical

sent to Europe

Corporate Company wide programs or movements

Example: Fuji, TQC

engineer went back to college to study electrical engineering during project

Subtle Control
Management still needs to check on team 7 ways for Subtle control
1. 2.

3.
4. 5. 6.

7.

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

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

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

SCRUM in Software Development

Easlel Corporation, first to use SCRUM method in

software development. 1993.

Dr. Jeff Sutherland, first to refer to the method by the 1 word

Why?
Gantt charts didnt work Software was never finished when scheduled

Process broken into a series of Sprints

Roles
SCRUM Master 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

Terminology
Product backlog 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 sprints length.

Sprints

Meetings
Sprint planning meeting 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?

Meetings
Sprint review meeting Review sprint Present demo to stakeholders Sprint retrospective Review sprint process
What went well?
What can be done better next time?

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