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  • Mike Dwyer
    Dean Goodmanson sent this on to me, and I thank him for the OK to share. Here is the site http://scrums.org/wiki Dean made a starter page at
    Message 1 of 1 , Oct 28, 2004
      Dean Goodmanson sent this on to me, and I thank him for the OK to share.

      Here is the site


      Dean made a starter page at

      Michael F. Dwyer

      978 683 3439

      -----Original Message-----
      From: Mike Dwyer [mailto:Mike.Dwyer1@...]
      Sent: Thursday, October 28, 2004 12:22 PM
      To: 'Dean Goodmanson'
      Cc: 'scrumdevelopment@yahoogroups.com'
      Subject: RE: [scrumdevelopment] Raising the Bar on Agile WANNABEs

      OK Dean Here is my add to the WIKI

      A standard set of simple metrics for the various scenarios we find ourselves
      starting off in.

      List Characteristics

      List Items Scale of - 4 to +4

      Team / Staff Size / composition

      - 4 ???

      - 3 the ratio of full time people to FTE (Full Time Equivalents is less than
      .75 (that is 3 full time people out of a team of -- 4 people assigned)
      This rating is to measure the focus of the organization.

      - 2 Staff is made up of only Software / IT budgeted resources - including
      BA's (business analysts)

      - 1 Team is composed of less than 2 Full Time folks.

      0 Staff is referred to as a team. Meets Daily, Delivers on a schedule

      1 Team organizes it self, uses Scrum Master as Problem solver - reference

      2 Team is self organized - throws Scrum Master off team, Meets
      continuously delivers at a Customer sat level >0

      3 Team and business folks moves into hyperdrive.

      4 Sr. management asks "OK How are you guys doing this with so few

      Customer Satisfaction

      - 4

      - 3

      - 2

      - 1 Customer does not accept sprint result.

      0 Customer accepts results

      1 Customer accepts results focuses next build on expanding off build

      2 Customer accepts results and begins pilot use in business

      3 Customer accepts results and requests formal rollout of functionality

      4 Customer accepts results and requests release rate slow so that changes
      can be absorbed.

      Automated Build

      Daily Build

      Frequency of Shippable Releases

      Michael F. Dwyer

      978 683 3439

      -----Original Message-----
      From: Dean Goodmanson [mailto:goodmansond@...]
      Sent: Sunday, October 24, 2004 12:52 PM
      To: Mike Dwyer
      Subject: Re: [scrumdevelopment] Raising the Bar on Agile WANNABEs



      I made a starter page at
      http://scrums.org/wiki/index.cgi?ScrumScenarioMetrics Rename and
      rewrite at will. :-)

      My ears perk up at mention at that song...
      I've got my own implements of destruction! :-)

      I don't consider myself cynical. I'm far from the state of
      clock-watchin' management sneerin' inconsistency spotlighting frump.
      But Scrum's biggest barrier is the need to work on that terms with the
      product management/marketing group. It's wider than the software
      development group, and even more importantly, needs top-down support
      and involvement.

      The common (suppportive) management response to looking at something
      new is "try it in your project" (usually 1-4 folks). Is Scrum a valid
      test here? It's been awhile since I've considered it within my team...
      I've also neglected my goal to build yet another Scrum mgt. tool, and
      haven't review the existing ones in at least 6 months. My current
      project shifts between Dev. mode and Pilot Support mode on a whim.

      Thus I've focused my extrinic progressive energies on building the
      development tenents required for Agile: Automated Builds, Unit
      Testing,... I also support knowledge management/sharing efforts, but
      insofar haven't moved beyond an internal group blog and wiki's.

      Did I mention I'm not a manager? ;-)

      I'll continue to deprive the Scrum list of this blather. I have a
      timid tendency. Feel free to copy paste what you'd like in further

      Best Regards,

      Dean Goodmanson

      On Sat, 23 Oct 2004 23:08:03 -0400, Mike Dwyer <mike.dwyer1@...>
      > Dean:
      > As to Alices Restaurant, This was part of my reply to a thread on
      > 'Artifacts'
      > . . . remembering that Plagiarism is the highest form of flattery I would
      > like to present a 'tweaked out' couple of stanza's from Arlo Guthrie's
      > 'Alice's Restaurant'
      > "You know, if one person, just one person does makes a life and a living
      > from Agile and Scrum corporations may think he's really sick and they
      > take him seriously. And if two people, two people do it, in harmony, they
      > may think they're both fools and they won't take either of them seriously.
      > And three people do it, three, can you imagine, three people walking in
      > singin a how they made a bar of gold from implementing Agile and Scrum and
      > walking out, Corporations may think it's an organization. And can you,
      > you imagine fifty people a day, I said fifty people a day walking in
      > how they made a bar of gold and a great life for all their folks using
      > and Scrum and walking out. And friends they may thinks it's a movement.
      > And that's what it is , the Alice's Restaurant Anti-Corporate make more
      > money and have a good life Massacre Movement, and all you got to do to
      > is sing out what you have done the next time it come's around on the
      > guitar."
      > Thanks in advance Arlo; http://www.arlo.net/lyrics/alices.shtml
      > So join the band, start the band, get it out there and make it happen guy.
      > Also Dean;
      > Please move beyond cynical and get mad as h*&& and not take it anymore.
      > More importantly start measuring now so that as you do all the neat things
      > we have something to show business types as to where the money went.
      > of it, business people having a useful number from us when they make a
      > business decision that impacts our lives.
      > Also where's the wiki.
      > I appreciate your offer respond privately, but think of others else you
      > deprive many of our colleagues a good laugh at my expense
      > As to the list. I would offer only one condition, that anything on the
      > have hard numbers that make business people see value. Empirical
      > carry the same weight as any other in a business conversation and the
      > is measured by what happens to the business in terms of market share (we
      > sell more than somebody else does to the same customer) customer
      > satisfaction (people like what we have and keep buying it) as well as how
      > what we do impacts the amount of money made (the amount sold, minus what
      > spent to make it and the amount left over - AKA profits).
      > I am so annoyed by the BIG 4 or 6 or what have you taking everything of
      > merit and figuring a way to make it into a 4 year 12 million dollar
      > consulting gig. WHEN they see that AGILE stuff makes business perk up I
      > would hope that we have numbers out there that business can ask the
      > 'biggies' to match.
      > 8^)
      > Michael F. Dwyer
      > Mike.Dwyer1@...
      > 978 683 3439
      > -----Original Message-----
      > From: Dean Goodmanson [mailto:goodmansond@...]
      > Sent: Saturday, October 23, 2004 10:48 PM
      > To: Mike.Dwyer1@...
      > Subject: Re: [scrumdevelopment] Raising the Bar on Agile WANNABEs
      > Would you elaborate on the Alices Restaurant tweak?
      > I don't completely grasp your post, it very well could be part of a
      > thread I haven't read. I've just started reading Scrum Dev again.
      > Thus I'll respond privately with my feedback.
      > Developing this list sound great. Please consider adding fields for
      > "Builds: Automated, Frequency", "Unit Tests" "Avg. Shipable
      > Time-spans" (somehow), and other pre-requisites for foundations of
      > Agile. (I'd stay away from esoterics such as bull pens, for example)
      > This will be read and raise awareness, at least. I often hear of dev.
      > analyzing their dept. vs. some check list in a book, but rarely see
      > follow-through. If folks stop at the survey there, they're also
      > likely the ones that claim their personal "list" management technique
      > is "a lot like Scrum".
      > Please don't think me cynical, but I don't see empirical arguments
      > gaining much status on their own. Software developers are cynical, and
      > their managers proud.
      > I can't imagine evangelising Agile to an organization before a
      > foundation of automated builds, unit testing, and respect for
      > empyricals over metrics (That last one could be stated better, and
      > somewhere in there I want to add "pragmatic programming"), etc. Thus
      > the need to include their state of agile before hand. Although this
      > has the risk that folks would use this as the strawman to either claim
      > or disclain Agile or bias of survey. So be it. Do you want stats or
      > testimonials? Shoot for stats, share the results.
      > Will you start this list on the Scrum wiki?
      > Best Regards,
      > Dean Goodmanson
      > On Sat, 23 Oct 2004 22:01:14 -0400, Mike Dwyer <mike.dwyer1@...>
      > wrote:
      > >
      > > OK.
      > > I tried humor with tweaking of Alices Restaurant, Appealing to self
      > > preservation with the calls for protecting IP from the likes of KPMG,
      > > Accenture, and other vampires.
      > >
      > > Enough.
      > >
      > > What we need to do is 'raise the bar' on people claiming Agile.
      > > Make them measure up to the results of what we do, and say so in public.
      > >
      > > I know that XP, Agile, SCRUM, all make an impact on the places where it
      > > implemented. You know it too.
      > >
      > > Get it out there. We have enough websites, organizations, publications
      > and
      > > what have you to get the information in the public view and we have
      > > Yahoo and others to trap it on key words.
      > >
      > > All we need is a standard set of metrics for the various scenarios we
      > > ourselves starting off in.
      > >
      > > Simple Metrics
      > >
      > > For places where we come in to do a turn around or get something moving.
      > >
      > > How long did it take to get a release out that worked before, how long
      > after
      > >
      > > Customer Satisfaction then now
      > >
      > > Staff size then now
      > >
      > > For places where the inplace team brought it in.
      > >
      > > QUIK BIO Why what etc.
      > >
      > > Consultants
      > > Reference accounts
      > >
      > > I rant and rave, to my self now.
      > > Michael F. Dwyer
      > >
      > > Mike.Dwyer1@...
      > > 978 683 3439
      > >
      > >
      > > To Post a message, send it to: scrumdevelopment@...
      > > To Unsubscribe, send a blank message to:
      > scrumdevelopment-unsubscribe@...
      > > Yahoo! Groups Links
      > >
      > >
      > >
      > >
      > >
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