getting started with scrum
DESCRIPTION
How to get started with Scrum: three case studies. Presented at Project Zone, Frankfurt, April 2014TRANSCRIPT
Getting Started with ScrumSilvana Wasitova, CSM, CSP, PMP, PMI-ACP
Frankfurt, April 2014
Managed projects in 12 countries, lived in 72002: PMP 2004: President of PMI Silicon Valley
2005: started practicing Scrum2009: Scrum Coach & Trainer2011: PMI-ACP
Silvana Wasitova, PMP, ACP, CSM, CSP
Rolland Garros
February
Yahoo-Eurosport: 2008 Event Schedule
January April May JuneMarch
Rugby 6 Nations Wimbledon
TDF
EuroParis-Dakar Tour de France
Moto GPGolf, Athletics, CyclingBasketball
BoxingHorse RacingHockey, etc
FOOT: Olympic Games qualifiers World Cup qualifiers
Apr 7, 20235
Scrum Adoption at
Source: Gabrielle Benefield http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption
• 2004: One person experimented with scrum• 2005: VP of Product Development hired Senior Director of Agile Development• 2008:
3 coaches, each coaching approx. 10 scrum teams/year200 scrum teams world wide, total approx. 1500+ employees
• Results in 2008:Average Team Velocity increase estimated at +35% / year,in some cases 300% - 400%
Development cost reduction of over USD 1 million / yearROI on transition and trainings about 100% in first year
• Note: In first three years, 15-20% of people consistently DID NOT like Scrum
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Everyone wants to change the world, but no one wants to change themselves. – Leo Tolstoy
© Silvana Wasitova
Scrum vs. Waterfall: Time To Market
Develop & QASpec
Develop & QASpec
Scrum
Waterfall
12 weeks 3-6 wksy wks
9 weeks
3 months
6-10 months
CollaborativeResults-Oriented
3 MONTHS
x wks
Updates
Sequential Process-Oriented
6-10 MONTHS
Faster Time to Market Higher Quality Satisfied Customer
Why Scrum works:
1. Close collaboration with Customer2. Transparency through daily reviews → risk reduction3. LEAN ‘flow’ → frequent delivery of business value4. Eliminate waste, focus on highest priorities5. Inspect, adapt, improve - in each iteration
Scrum Adoption at G IT HQ• 2010: One project experimented with scrum• 2012:
42 projects with Scrum, expected another 123 coaches, 60 trained ScrumMasters, 10 trained Product Owners700+ people trained in “Scrum Basics”One division: We want Scrum Only, no more waterfall
• Results in 2012:Better productsBetter qualityIncreased customer satisfactionROI on transition and trainings about 100% in first year
Note: Friction with budget-allocation & bonus-calculation models
from Shingo's “Seven Wastes of Manufacturing”
7 Wastes of Software Development
Partially Done Work (In-Process Inventory)
Defects (Defects)
Relearning (Extra Processing)
Extra Features (Over-Production)
Handoffs (Transportation)
Delays (Waiting)
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2
3
4
5
6
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Every bit of code that is there and not needed creates complexity that will plague the code base for the rest of its life Task Switching (Motion)
Ref: Implementing Lean Software Development: From Concept to Cash Mary Poppendieck
Waterfall, Agile and Scrum: CharacteristicsWhen is a project a “Scrum Project” and when is it not?
Apr 7, 2023 13
Waterfall Agile : Iterative Development
Kanban DSDM
Upfront, Detailed
Emergent Design
Linear hand-offs: Dev then QA
Cross-functional & collaborative: Dev & QA
Formal process, implemented at end
Welcomed, prioritized vs. backlog
At beginning and at delivery Throughout cycle
Scrum• Daily “standup” status checks ≤ 15mins• Delivery rhythm in iterations (Sprints)• Demo & Retrospective at end of ea. Sprint Continuous Improvement
XP: eXtreme Programming
• Automated Tests• Pair Programming• Automated / Continuous Builds• TDD: Test-Driven Development• Continuous Deployment
Teamwork
Change Requests
Customer / User Involvement
Specifications
Scrum is the most popular Agile method: 74% of Agile practitioners (2009)
Adapt to changing requirements throughout dev. cycle
Continuous improvement via Retrospectives
Early product delivery
Transparency: daily standup
Stress collaboration between developers and customers
Strip-off non-essential activities & artifacts
Regular reviews with Client/Product Owner
Agile Philosophy
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2
3
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• Specifications will never be fully understoodZiv’s Law:
• The user will never be sure of what they want until they see the system in production (if then)
Humphrey’s Law:
• An interactive system can never be fully specified, nor can it ever be fully tested
Wegner’s Lemma:
• Software evolves more rapidly as it approaches chaotic regions (without spilling into chaos)
Langdon’s Lemma:
Agile deals with:
Scrum Adoption Steps Identify Product Owner, and Product to
build Articulate Product Vision and Goals
Explore User Stories
Construct a Product Backlog
Identify Scrum Master, Team Construct a Sprint Backlog
Agree on “Definition of Done”
Agree on Sprint logistics
Sprint! Inspect and Adapt
Mechanics of Sprint PlanningActivity Owner Timeframe
Product Backlog (PB) grooming& prioritization
Product Owner (PO) + others as needed
Before Sprint Start
Sprint Planning: 1. Take top priorities of PB2. Break-down PB items into tasks3. Estimate effort4. Commit to Sprint Content
Product Owner (PO) + Scrum Team+ Scrum Master(+ others as needed)
At Sprint Start
Sprint Execution,feature development
Scrum Team, Scrum Master, PO
During Sprint
Acceptance Testingof developed features
Product Owner During Sprint, as developed
Demonstration of Sprint Results
Team / PO; Client/Users, Stakeholders
At Sprint End
Retrospective: what worked well, what to improve
Scrum Team, Scrum Master, PO
At Sprint End
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Example - Release Plan – initial version
Apr 7, 2023
Sprint 1 Sprint 6Sprint 2 Sprint 5Sprint 4Sprint 3
Mega Menu
Top Nav
Bottom Nav
Left Nav
version
People Picker
VSTTop RightNav
Test Env’t
Left Nav
Global Nav(Toolbar)
Bottom Nav
Bread-crumbs
Authoring,ContentMgmt
Search
Portal Integration
Wizzard
CommsPanelPart 1
CommsPanelPart 3
CommsPanelPart 2
MAT
NewsRollup
Ongoing activities: update taxonomy
VST Feedback
MAT Feedback
Sprint 7
Prep forCutover
PlannedGo Live
ActualGo Live
Sprint 8
User Story Map
Required
Important
Optional
Essential
“Backbone and skeleton”Identify the “Minimal viable product”
User Story Map
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http://www.agileproductdesign.com/blog/the_new_backlog.html
Continuous Evolution of Product Backlog
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Initial
R1
R2
R3
Ready
R3
S1
S2
S3
S4
R2
Refined
R1
R2
R3
End of S1
R3
S2
S3
S4
R2
Agile Success Factors @
Commitment from Management & Execs Trainings: Scrum Master, PO, Team
members Culture of learning -
apply retrospective findings Respect teams to be self-organizing Agile Coach at each location
Scrum of Scrums (15 mins)
Eight Steps to a Large Scale Change
John Kotter: Leading Change
1. Increase urgency2. Build the Guiding Team3. Get the Vision Right4. Communicate for Buy-In5. Empower Action6. Create Short-term Wins7. Don’t Let Up8. Make Change Stick
Why Agile Adoptions Fail
1. Ineffective use of the retrospective2. Inability to get everyone in the planning meetings3. Failure to pay attention to the infrastructure required4. Bad ScrumMasters5. PO Consistently Unavailable / too many owners who disagree6. Reverting to Form7. Only "Checkbook Commitments" from Executive Management8. Teams Lacking Authority and Decision-Making Ability9. Not Having an Onsite Evangelist for Remote Locations10.A Culture that Does Not Support Learning11.Embracing denial instead of the Brutal TruthSource: Jean Tabaka http://www.infoq.com/news/2007/09/why-do-agile-adoptions-fail
26© Itecor all rights reserved Align Incentives
Appreciate
TRUST
COLLABORATE
Vision
http://www.flickr.com/photos/psmithy/
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PURPOSE
How much do you trust each other?RESPECT
