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FFIRS 03/10/2012 14:31:18 Page 2
FFIRS 03/10/2012 14:31:18 Page 1
FFIRS 03/10/2012 14:31:18 Page 2
FFIRS 03/10/2012 14:31:18 Page 3

KEN SCHWABER and JEFF SUTHERLAND

John Wiley & Sons, Inc.

FFIRS 03/10/2012 14:31:24 Page 4

Copyright # 2012 by Ken Schwaber and Jeff Sutherland. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means,
electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of
the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization
through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers,
MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for
permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ
07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this
book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book
and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be
created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not
be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author
shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental,
consequential, or other damages.
For general information on our other products and services or for technical support, please contact our Customer
Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or
fax (317) 572-4002.
Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard
print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD
or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.
com. For more information about Wiley products, visit www.wiley.com.
Library of Congress Cataloging-in-Publication Data:
Schwaber, Ken.
Software in 30 days: how Agile managers beat the odds, delight their customers, and leave competitors in the dust/
Ken Schwaber, Jeff Sutherland.
p. cm.
Includes index.
ISBN 978-1-118-20666-9 (pbk.); ISBN 978-1-118-22854-8 (ebk); ISBN 978-1-118-24090-8 (ebk);
ISBN 978-1-118-26574-1 (ebk)
1. Agile software development. 2. Scrum (Computer software development) 3. Computer software–
Development. I. Sutherland, Jeffrey Victor. II. Title. III. Title: Software in thirty days.
QA76.76.D47S3223 2012
005.1–dc23
2011050969

Printed in the United States of America

10 9 8 7 6 5 4 3 2 1
FFIRS 03/10/2012 14:31:24 Page 5

To Ikujiro Nonaka, Babatunde A. Ogunnaike, and

Hirotaka Takeuchi for their inspiration and guidance.
FFIRS 03/10/2012 14:31:24 Page 6
FTOC 03/05/2012 11:7:16 Page 7

Contents

About the Authors xi

Acknowledgments xiii
Introduction xv

Section I Why Every Business in the World Can Produce Software

in 30 Days 1
You are probably frustrated with your software organization. You would like it to
be quicker, more flexible, understand your needs better, and help you become
more profitable. We look at why you are frustrated and how to fix the problem.

1 The Crisis in Software: The Wrong Process Produces the Wrong Results 3
Many software organizations follow a development process that guarantees
waste, uncontrolled risk, unpredictability, surprises, and low value. We will
investigate why this process was chosen, how it guarantees failure, and look
and some organizations that have recovered from it.

2 Scrum: The Right Process Produces the Right Results 17

There is a process that is appropriate for software development. When you get
your developers to use it, you will immediately gain productivity, quality, value,
control, predictability, and satisfaction. We look at how this happens in
this chapter.

vii
FTOC 03/05/2012 11:7:16 Page 8

viii CONTENTS

3 Try It Yourself: The Pilot 33

You have read our assertion that there is a better way for you to get software
developed for you. However, a lot of people have made assertions and taken
a lot of your money in the past, with little or no improvement. In this chapter
we show you how to prove that our approach works for no money.

4 What Can I Do? 49

You learned how to do better and you’ve tried it yourself. You like the results
and you know what to tell the software organization to do. In this chapter, we
look at what you can do to help what you experience in the pilot project succeed.

Section II How to Produce Software in 30 Days 55

Having better software developed for your needs is not so much hard as
it is different from what you are used to. In this section, we look at a
progressively beneficial set of approaches to get you from where you are
now to organizational agility.

5 Getting Started with Scrum 57

Our secret sauce for improving your benefits from software is called
“Scrum.” Yes, this is the rugby event that keeps the ball moving down
the field. We’ll discuss Scrum, how it works, and why it works in this chapter.

6 Scrum at the Project Level 63

Most persistent improvement in software development starts at the
project level. You can use Scrum to further prove its utility, or on
critically important initiative that must succeed. We’ll explore what
you can tell your developers to do after reading this chapter.

7 Develop a Scrum Capability 75

Success often breeds success. As more software initiatives using
Scrum succeed, more people will want to get on the wagon. Rather
than changing the entire organization, let’s look at how we can set up
a software development universe separate from the disappointing,
existing department. You can increasingly reap benefits here on an
increasing number of projects and releases.
FTOC 03/05/2012 11:7:16 Page 9

Contents ix

8 Scrum at the Enterprise Level 101

Scrum at a project or release level provides initiative level agility, the ability
to rapidly respond to opportunities or rise to challenges. To gain the most
significant benefits, Scrum’s empirical approach to software development
must be fit into the organization as a whole. We’ll look at how to do this,
and why some approaches are short-lived and others persist.

9 Enterprise Transformation: Profound and Persistent Change 107

You want to make your organization leaner, more efficient, and agile
on your watch. Even more, you want these benefits and their underlying
causes to persist and become the organizational culture. We’ll look at
an enterprise change approach for achieving this in this chapter.

10 Scrumming Scrum 119

We devised Scrum for complex problem solving, like software development.
We found Scrum a useful technique for managing organizational change,
also a complex problem. The same benefits of transparency, waste removal,
risk control, and predictability occurred. We’ll look at this use of Scrum
in this chapter.

Appendix 1: Terminology 127

We slowing and progressively introduced some new terminology. This appendix
is your reference for those terms.

Appendix 2: The Scrum Guide 133

Read the canonical guide to Scrum, its roles, artifacts, and events. This is
the bible of Scrum.

Appendix 3: A Playbook for Achieving Enterprise Agility 153

This appendix presents a more detailed plan for enterprise change, as
discussed in Chapter 10.

Index 185
FTOC 03/05/2012 11:7:16 Page 10
FABOUT 03/01/2012 4:7:57 Page 11

About the Authors

Jeff Sutherland and Ken Schwaber are the creators of Scrum, a software de-
velopment process that delivers software functionality in 30-day increments.
Scrum was born when Jeff and Ken presented a paper at the OOPSLA confer-
ence in Austin, Texas, in August 1995. This paper, “Scrum Development
Process,” was the result of their collaboration prior to that point. The works of
H. Takeuchio and I. Nonaka in their seminal works on lean knowledge cre-
ation, bottom-up intelligence, and teamwork had profoundly influenced Jeff.
Babatunde Ogunnnike had profoundly influenced Ken in his work on indus-
trial process control and the applicability of complexity theory and empiricism
to software development.
In addition to being Scrum’s creators, Jeff and Ken have also served as its
wards. With their guidance, Scrum has evolved over time; more recently, they
have developed ways to speed up Scrum’s systematic evolution based on com-
munity experience and input. In “The Scrum Guide,” found in Appendix 2 of
this book, Jeff and Ken offer the complete definition of Scrum.

Dr. Jeff Sutherland is the chief executive officer of Scrum Inc., in Cambridge,
Massachusetts, offering training, guidance, and coaching to companies across
the globe. Jeff is a distinguished graduate of the United States Military Acad-
emy and a Top Gun of his USAF RF-4C Aircraft Commander class. Jeff has
advanced degrees from Stanford University and a PhD from the University of

xi
FABOUT 03/01/2012 4:7:57 Page 12

xii ABOUT THE AUTHORS

Colorado School of Medicine. He is also a senior advisor to OpenView Ven-

ture Partners, helping them implement Scrum and agile practices in all their
portfolio companies. Jeff has extended and enhanced Scrum at many software
companies and information technology (IT) organizations over the years.

Ken Schwaber is a software development professional, having spent the past

40 years of his life as a programmer, analyst, consultant, product manager, and
business owner. Early in his career, Ken tried unsuccessfully to make waterfall
software projects successful; he later developed an alternative to waterfall. Ken
has spent the past 20 years developing Scrum and working with organizations
around world to help them take advantage of it. Ken is one of the original
signatories of the Agile Manifesto and the founder of the Agile Alliance and
the Scrum Alliance. He is currently working to improve the software profes-
sion through Scrum.org. Ken and his wife, Christina, live in the Boston area.
He is a graduate of the United States Merchant Marine Academy and has
completed additional study in computer science at the University of Chicago
and in business at the University of California at Los Angeles Anderson
School of Management.
FACKNOW 03/10/2012 14:37:31 Page 13

Acknowledgments

THIS BOOK WOULD not be what it is without the excellent copyediting of

Arlette Ballew, the overall direction of Richard Narramore, and the laser focus
of Carey Armstrong.

xiii
FACKNOW 03/10/2012 14:37:31 Page 14
FCINTRO 03/07/2012 14:54:16 Page 15

Introduction

WE, JEFF AND Ken, have been in the software industry, collectively, for 70
years. We have been software developers, managers in IT organizations and
software product companies, and owners of both product companies and ser-
vice organizations. More than 20 years ago, we created a process that lets orga-
nizations deliver software better. Since then, we have helped hundreds of
organizations do the same. Our work has spread further than we have ever
imagined possible, being put to use by millions of people. We are humbled by
the extent of its adoption, and we are awed by the feats people have accom-
plished using it.
This is not the first book we have written on the topic of building software.
It is, however, the first book we have written for people who do not themselves
build software. This book is instead for leaders within organizations that de-
pend on software for their survival and competitiveness. It is for leaders within
organizations that can benefit from developing software rapidly, incrementally,
and with the best return on investment possible. It is for leaders who face busi-
ness and technological complexity that has made the delivery of software diffi-
cult. We have written this book so that these leaders can help their
organizations achieve these goals, enhance their internal capabilities, improve
their product offerings, and more.
This book is for chief executive officers (CEOs), executives, and senior
managers who need their organizations to deliver better software in less time,

xv
FCINTRO 03/07/2012 14:54:16 Page 16

xvi INTRODUCTION

with lower cost, greater predictability, and lower risk. For this audience, we
have a message: You may have had negative experiences with software devel-
opment in the past, but the industry has turned a corner. The software profes-
sion has radically improved its methods and its results. The uncertainty, risk,
and waste to which you are accustomed are no longer par for the course. We
have worked with many software organizations that have already turned the
corner; we want to help you do so, too.
In this book, we show you how to create business value using a process that
delivers complete pieces of software functionality at least every 30 days. This
book will show you how you can prioritize the functionality you want and have
it delivered a la carte. It will show you how to gain transparency not only into
business value, by tracking functionality delivered against functionality de-
sired, but also into the health of the software development process and your
organization as a whole. The tools in this book will help you work with your
software organization to get up to speed with modern practices and begin to
deliver the results you’ve been expecting all along.
This is software in 30 days.
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