scrumalliance http://scrumalliance.pbwiki.com/ RecentChanges for scrumalliance en http://scrumalliance.pbwiki.com/feedlogo.gif PBwiki http://pbwiki.com/ PBwiki 1.3.8 support@pbwiki.com Firms Using Scrum http://scrumalliance.pbwiki.com/Firms+Using+Scrum email.hidden@example.com (Udayan Banerjee) Udayan Banerjee edited Firms Using Scrum This is a list of firms that some people (often one person at each firm) say are "using Scrum". That might be one team or all teams.
It is certain that this list does not contain every firm that has a team(s) that uses Scrum (or at least what that team would call Scrum).
others. So So that people seeking a community for Scrum can find each other.
Purposes: This list was started with two purposes:
1. Identify firms where others might find a like-minded soul to discuss Agile/Scrum. In other words, to support community and all that means.
Nokia Test
Comments on Scrum Implementation
1&11&1 AG
Karlsruhe
Germany
No
Self
working & & established 4 headed scrum coaching support team
Argo
Brussels
Yes
Self
here Transaprency,
Transaprency, Productivity and Quality improved rapidly.
Bantrel
Calgary
No
Mark M. Baker
etc; ]]> Wed, 06 Aug 2008 00:17:49 +0000 mod Firms Using Scrum http://scrumalliance.pbwiki.com/Firms+Using+Scrum email.hidden@example.com (Udayan Banerjee) Udayan Banerjee edited Firms Using Scrum]]> Wed, 06 Aug 2008 00:13:54 +0000 mod Firms Using Scrum http://scrumalliance.pbwiki.com/Firms+Using+Scrum email.hidden@example.com (Udayan Banerjee) Udayan Banerjee edited Firms Using Scrum Self
Several projects using Scrum to implement applications
Dicom
Irvine
CA
USA
Yes
Yes
John Cornell
The majority of our projects are now following the Scrum framework. We have teams in six locations throughout the world and are now experimenting with the Enterprise Scrum concept of integration teams.
eFunds, Inc.
USA
Yes
multiple
Dicom
Irvine
CA
USA
Yes
Yes
John Cornell
The majority of our projects are now following the Scrum framework. We have teams in six locations throughout the world and are now experimenting with the Enterprise Scrum concept of integration teams.
Have Contact - This means we have a contact at this firm. That person has confirmed they are using Scrum. We are not releasing contact info because of concerns about spam and privacy. If you want to make your contact info (or some of it) public, do so at this page: People at Firms
Contact on Wiki - This means that a contact from this firm is on the list o]]> Wed, 06 Aug 2008 00:12:00 +0000 mod Firms Using Scrum http://scrumalliance.pbwiki.com/Firms+Using+Scrum email.hidden@example.com (Udayan Banerjee) Udayan Banerjee edited Firms Using Scrum |
Crisp AB
Stockholm
Sweden
Yes
No
Self
Helps other companies adopt Scrum and agile/lean principles.
Firms Using Scrum
Intro Comments
Self - Bob Sarni
Implementing an Agile Practice Center - including Scrum.
Crisp AB
Stockholm
Sweden
Yes
No
Self
Helps other companies adopt Scrum and agile/lean principles.
Citerus AB
Stockholm
]]> Wed, 06 Aug 2008 00:09:47 +0000 mod Firms Using Scrum http://scrumalliance.pbwiki.com/Firms+Using+Scrum email.hidden@example.com (Udayan Banerjee) Udayan Banerjee edited Firms Using Scrum |
Crisp AB
Stockholm
Nokia Test
Comments on Scrum Implementation
1&11&1 AG
Karlsruhe
Germany
No
Self
working & & established 4 headed scrum coaching support team
Argo
Brussels
Yes
Self
here
Transaprency, Transaprency, Productivity and Quality improved rapidly.
Bantrel
Calgary
Yes
Yes
- Dan Greening DanGreening
Started with two teams using agile methods, now all of engineering moving to Scrum. About About 60 CSMs (join us).
ClearChannel
Commerce360
Yes
Yes
R&DR&D Foundation
Fundação Paulo Feitoza. We are introducing Scrum here. One CSM available.
French Post Office
Yes
No
Sutherland
Mark Mark Striebeck (Google)
Jeff: AdWords uses distributed Scrum in 5 locations. Mark: We have many teams using some typ]]> Wed, 06 Aug 2008 00:04:10 +0000 mod FrontPage http://scrumalliance.pbwiki.com/FrontPage email.hidden@example.com (Joe Little) Joe Little edited FrontPage scrum alliance pbwiki
to http://scrumcommunity.pbwiki.comPlease http://scrumcommunity.pbwiki.com
Please post there. Thanks!
Welcome...this is your wiki (an easy to edit web site). If it is replaced, we will endeavor to move these pages when the new site goes up.
To go to...
]]> Thu, 10 Jul 2008 11:02:31 +0000 mod FrontPage http://scrumalliance.pbwiki.com/FrontPage email.hidden@example.com (Joe Little) Joe Little edited FrontPage scrum alliance pbwiki
This site has been moved to http://scrumcommunity.pbwiki.comPlease post there. Thanks!
Welcome...this is your wiki (an easy to edit web site). If it is replaced, we will endeavor to move these pages when the new site goes up.
To go to...
What can you do with a wiki? Takeatour and usepre-madetemplates
How do you create a new page? 2 easy ways
more: The wiki style page Thewikistylepage
Share this wiki with others. It'seasy
]]> Thu, 10 Jul 2008 11:01:24 +0000 mod FrontPage http://scrumalliance.pbwiki.com/FrontPage email.hidden@example.com (Joe Little) Joe Little edited FrontPage]]> Thu, 10 Jul 2008 11:00:10 +0000 mod Scrum Smells http://scrumalliance.pbwiki.com/Scrum+Smells email.hidden@example.com (Mark Levison) Mark Levison edited Scrum Smells Not Acting Like a Team inspired by Henrik Kniberg
No Engineering Practices by Mark Levison
Gorilla in the Room inspired by Mark Wainwright
Please feel free to comment on, add to or edit any of the above pages. Before you do so however, please read the Contribution Guidelines.
]]> Wed, 18 Jun 2008 15:44:20 +0000 mod Gorilla in the Room http://scrumalliance.pbwiki.com/Gorilla+in+the+Room email.hidden@example.com (Mark Levison) Mark Levison added Gorilla in the Room

Gorilla in the Room


 


1. Smells



  • One person (Sr Developer, Tech Lead, Executive) dominates conversation.

  • People won't speak until the Gorilla has spoken.

  • Team members defer to the Gorilla's opinion.


 


2. Discussion


 


You are not getting the wisdom of the team instead your getting the beliefs of a single person. Since self-organizing teams are the core of Scrum this is contrary to our principles.


 


3. Causes



  • The person often has knowledge that no one else has.

  • In the past many of the key decisions were made by this person.


 


4. Consequences



  • The team will not believe in the decisions made.

  • A real team (see Katzenbach and Smith: The Wisdom of Teams: Creating the High-Performance Org
]]> Wed, 18 Jun 2008 15:42:38 +0000 add Not Acting Like a Team http://scrumalliance.pbwiki.com/Not+Acting+Like+a+Team email.hidden@example.com (Mark Levison) Mark Levison edited Not Acting Like a Team No cooperation
Not listening to (and talking over) one and another during meetings
No Laughter - a team thats working well together often laughs.
2. Discussion
If we don't act like a self organizing team then we lose many of the benefits of Scurm.
]]> Wed, 18 Jun 2008 11:08:26 +0000 mod Scrum Smells http://scrumalliance.pbwiki.com/Scrum+Smells email.hidden@example.com (Mark Levison) Mark Levison edited Scrum Smells Technical Debt inspired by Henrik Kniberg
Not Acting Like a Team inspired by Henrik Kniberg
No Engineering Practices by Mark Levison
Please feel free to comment on, add to or edit any of the above pages. Before you do so however, please read the Contribution Guidelines.
]]> Tue, 17 Jun 2008 10:40:59 +0000 mod No Engineering Practices http://scrumalliance.pbwiki.com/No+Engineering+Practices email.hidden@example.com (Mark Levison) Mark Levison added No Engineering Practices

No Engineering Practices


 


1. Smells



  • Technical Debt is accumulating

  • Dis-agreements break out over formatting etc.

  • Code is never reviewed.

  • No one knows if the build is currently working.


 


2. Discussion


 


The team is in the dark about the state of their code.


 


3. Causes


 


4. Consequences


 


5. Prevention


 


6. Example Remedies



  • Agree on team standards for code formatting, variable naming etc.

  • Do pair programming

  • Do code reviews for code not written in pairs

  • Start doing Test Driven Development

  • Set up a Continous Integration machine


 


7. Case Studies


 


Credit: this is based on material from the

]]> Tue, 17 Jun 2008 10:39:36 +0000 add Not Acting Like a Team http://scrumalliance.pbwiki.com/Not+Acting+Like+a+Team email.hidden@example.com (Mark Levison) Mark Levison edited Not Acting Like a Team]]> Tue, 17 Jun 2008 10:23:13 +0000 mod Scrum Smells http://scrumalliance.pbwiki.com/Scrum+Smells email.hidden@example.com (Mark Levison) Mark Levison edited Scrum Smells Missing Sprint Commitment inspired by Henrik Kniberg
Technical Debt inspired by Henrik Kniberg
Not Acting Like a Team inspired by Henrik Kniberg
Please feel free to comment on, add to or edit any of the above pages. Before you do so however, please read the Contribution Guidelines.
]]> Tue, 17 Jun 2008 10:16:14 +0000 mod Not Acting Like a Team http://scrumalliance.pbwiki.com/Not+Acting+Like+a+Team email.hidden@example.com (Mark Levison) Mark Levison added Not Acting Like a Team

We're Not Acting Like a Team


 


1. Smells



  • Fixed Roles

  • Tasks are assigned

  • Not helping each other

  • No mentoring is going on

  • Stories aren't shared and all work is being done in parallel

  • No cooperation

  • Not listening to (and talking over) one and another during meetings


 


2. Discussion


 


If we don't act like a self organizing team then we lose many of the benefits of Scurm.

 


3. Causes



  • Corporate structure and bonuses that reward individual heroism.

  • Lone Wolf, Cowboy mentality of some developers.

  • Concern that knowledge is job security.


 


4. Consequences


 


 


 


The team is less efficient than it could be and there will waste as people are blocked. In addi

]]> Tue, 17 Jun 2008 10:15:09 +0000 add Scrum Smells http://scrumalliance.pbwiki.com/Scrum+Smells email.hidden@example.com (Mark Levison) Mark Levison edited Scrum Smells Executive Pressure inspired by Henrik Kniberg
Missing Sprint Commitment inspired by Henrik Kniberg
Technical Debt inspired by Henrik Kniberg
Please feel free to comment on, add to or edit any of the above pages. Before you do so however, please read the Contribution Guidelines.
]]> Mon, 16 Jun 2008 14:32:42 +0000 mod Technical Debt http://scrumalliance.pbwiki.com/Technical+Debt email.hidden@example.com (Mark Levison) Mark Levison added Technical Debt

Technical Debt


 


1. Smells



  • Velocity slows down

  • Harder to code new features

  • More bugs start to appear

  • Duplicate Code

  • Lack of Test Coverage

  • Unreadable Code

  • Statements like "We don't have time to: refactor, write unit tests, do test driven development"


 


2. Discussion


 


3. Causes



  • Rushing to get things done at the end of an iteration

  • Failing to allow for learning curve with TDD


 


4. Consequences



  • Team slows down and is able to achieve less and less each iteration.

  • Quality takes a hit

  • The number of bugs increases and its harder to find and fix bugs.


 


5. Prevention


 


6. Example Remedies



  • Stop accumulating technical debt

  • Start doing Test Driven Development for all new code

    • ]]> Mon, 16 Jun 2008 14:31:47 +0000 add Scrum Smells http://scrumalliance.pbwiki.com/Scrum+Smells email.hidden@example.com (Mark Levison) Mark Levison edited Scrum Smells No One Wants to Attend Retrospectives by Mark Levison
    Executive Pressure inspired by Henrik Kniberg
    Missing Sprint Commitment inspired by Henrik Kniberg
    Please feel free to comment on, add to or edit any of the above pages. Before you do so however, please read the Contribution Guidelines.
    ]]>     Mon, 16 Jun 2008 13:08:14 +0000 mod     Missing Sprint Commitment http://scrumalliance.pbwiki.com/Missing+Sprint+Commitment email.hidden@example.com (Mark Levison) Mark Levison added Missing Sprint Commitment

    Consistently Missing Sprint Commitment


     


    1. Smells


     


    The team consistently misses its sprint goal. Sprint after sprint the team commits to more stories than it can handle.


     


    2. Discussion


     


    3. Causes



    • Not tracking velocity

    • Not allowing for slack time (vacation days, sick days, meetings etc.)

    • Over committing in spite of the evidence provided by the velocity.


     


    4. Consequences



    • Management and the Product Owner don't have a good idea when the release will be complete.

    • Quality suffers as the team is always trying to squeeze more into an iteration than they could handle.


     


    5. Prevention


     


    6. Example Remedies



    • Track velocity and use it as an estimate of capacity during the next Planning meeting.

      • Consider using the average velocity of the last three
    ]]>     Mon, 16 Jun 2008 13:06:27 +0000 add