Skip to main content

Impressions - Lean Agile Scrum Conference in Zürich

It really happened! 140 people from the USA, Europe and mostly from Switzerland got together to learn and share information about all facets of lean and agile. When I started talking about Scrum in the fall of 2006, I was pretty alone.

Low Points
  • Confusion about the starting time - We planned a block of 2 hours for the Scrum Breakfast, starting at 8. The talk was planned to begin at 8.35  But the block "Registration and Coffee" didn't make it on to the program the way it should have. Mea Culpa!
  • Speaker changes - we had a couple of last minute changes in the program - "excitement" for the organizers, potential disappointment for the participants. But people stepped up to fill the gap with great, well recieved presentations.
  • Delay on one of the tracks caused timing problems.
High Points:
  • Ken Schwaber - I had the priveledge of attending and co-teaching at Ken's CSM Course. Very different from every other Scrum Course I have attended. The emphasis on ethics, honesty and professionalism. Simplicity and elegance. 20 years of doing Scrum really makes a
  • Zurich is the birthplace of Extreme Programming(!). Joseph Pelrine told us stories of his brainstorming with Kent Beck about why XP worked at Chrysler but not here.
  • Self Organization - not just talking about it, but seeing it in action. Beautiful to watch!
  • Good talks, differing opinions
  • Lean, Agile & Scrum belong together. Scrum and XP really are fusing.  I have always believed strongly in a ying/yang relationship between Scrum and XP: agile management is a pre-requisite for agile engineering. Once you have agile management, you have to have agile engineering. Without agile managment, agile engineers beat their heads against lethargic walls.
Special thanks to:
  • Anton Schultschick, Head of the ISG Group at the ETH, who made the venue possible
  • Manuela Weber, Carol Lechner and Ruth Zimmerli - for the smoothest organization I have ever experienced. Food, registration, room preparation, marking the signs
  • François Bachmann and Mark Hediger for stepping up at the last minute to give interesting and well received talks.
  • Hans-Peter Korn for publicizing the event on all the community channels
  • Patrick Baumgartner for bringing us on to twitter.
If you publish any photos on flickr, remember to tag them laszh - I am starting to upload as we speak...


Anonymous said…
Karl Scotland hat gesagt er werde die Slides zum Kanban/Lean-Vortrag auf der Konferenz Website veröffentlichen.
Ist das schon geschehen?
Peter said…
No, it has not yet happened and yes, they will be posted shortly.

I am still missing a presentation or two, but we will put them up on the SwissICT website ASAP.

I will post the link here.
Peter said…
Wie im separatem Artikel angekündigt, sind die Präsis jetzt bei der SwissICT zu holen.

Karl Scotlands's Präsi ist zZt nur noch auf seinem Homepage zu finden.

Popular posts from this blog

Sample Definition of Done

Why does Scrum have a Definition of Done? Simple, everyone involved in the project needs to know and understand what Done means. Furthermore, Done should be really done, as in, 'there is nothing stopping us from earning value with this function, except maybe the go-ahead from the Product Owner. Consider the alternative:
Project Manager: Is this function done?
Developer: Yes
Project Manager: So we can ship it?
Developer: Well, No. It needs to be tested, and I need to write some documentation, but the code works, really. I tested it... (pause) ...on my machine. What's wrong with this exchange? To the developer and to the project manager, "done" means something rather different. To the developer in this case, done means: "I don't have to work on this piece of code any more (unless the tester tells me something is wrong)." The project leader is looking for a statement that the code is ready to ship.

At its most basic level, a definition of Done creates a sh…

Explaining Story Points to Management

During the February Scrum Breakfast in Zurich, the question arised, "How do I explain Story Points to Management?" A good question, and in all honesty, developers can be an even more critical audience than managers.

Traditional estimates attempt to answer the question, "how long will it take to develop X?" I could ask you a similar question, "How long does it take to get the nearest train station?

The answer, measured in time, depends on two things, the distance and the speed. Depending on whether I plan to go by car, by foot, by bicycle or (my personal favorite for short distances) trottinette, the answer can vary dramatically. So it is with software development. The productivity of a developer can vary dramatically, both as a function of innate ability and whether the task at hand plays to his strong points, so the time to produce a piece of software can vary dramatically. But the complexity of the problem doesn't depend on the person solving it, just …

Money for Nothing, Changes for Free

“Money for Nothing, Changes for Free” encourages both customers and suppliers to focus on value.

A key advantage of Scrum projects is that at least once per sprint you have something that could be shipped and no work in progress. You can change direction every sprint, and you can reevaluate whether the project is a good investment or if your money could be better spent elsewhere. Abrupt cancellation is risky for the supplier.

While the concept of an early-exit penalty is not new, Jeff Sutherland gave it a unique allure with his allusion to the Dire Straits hit.
Desired Benefit Incentivize both customers and suppliers to focus on functionality that provides genuine value.
Structure This works with Agile software projects because there is little or no work in progress. After each Sprint, functionality is either complete or not started. Work is basically on a Time and Materials basis with a cost target, often with the intention that the project should not use up the entire project budge…