Debunking Agile Myths - IIBA Pittsburgh · Debunking Agile Myths Rick Clare CBAP®, PMP®, CSM, ......

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Solutions Partner…

Debunking Agile Myths

Rick Clare CBAP®, PMP®, CSM, MSPM

PM Centers USA, LLC, 2013 #888.762.3683 [email protected] www.PMCentersUSA.com 2

Presentation Purpose

This presentation will discuss common myths

regarding the use of Agile, targeting the facts of

implementing Agile in a real world IT environment

Purpose

Topics

1. Agile Review

2. Ten Common Agile Myths

3. Bonus Myth – Agile is Easy!


• Agile: a group of development methods based on

iterative and incremental development, where

requirements and solutions evolve through

collaboration by a self-directed team

Agile is an iterative methodology

Agile is appropriate for product development

and custom build software projects

Agile is NOT appropriate for design-

construction projects, but some Agile

techniques can be applied

Topic 1: Agile Review


• Agile is an iterative project methodology, and can

be called a project life cycle methodology

• Great way to succeed in an uncertain situation – it

eats change for breakfast!

• Not a replacement for Waterfall – both are needed

• Not a magic bullet – it is probably harder to do

Agile correctly!

What Agile is…and isn’t


The Agile Umbrella

ScrumeXtreme

Programming

(XP)

Dynamic

Systems

Development

Method

(DSDM)

Feature Driven

Development

(FDD)

Kanban

The Agile umbrella includes many methods including…

Most

People

think …


We are uncovering better ways of developing

software by doing it and helping others do it.

Through this work we have come to value:

Individuals and interactions over process and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

The Agile Values


The Scrum Framework

From http://www.unstuckcompany.com

1-4

Week

Sprint


Agile

PRODUCT OWNER

Sets the Vision and

Product Roadmap

Manages and Owns

Product Backlog

Orders by Business Value

Determines Acceptance

Criteria

Communicates

SM/Coach

Team Process Conscience

Organizer/Facilitator

Remove Impediments

Prepares Team

Liaison to Stakeholders

Updates Information Radiators

Communicates

DEVELOPMENT TEAM

Cross-functional

Self-organizing

Estimates the Work

Creates a Plan for the

Iteration

Commits to the Work

Demonstrates Working

Product for Feedback

Communicates

Business Knowledge Process Knowledge Technology Experts

Three Primary Scrum Roles


1. Agile is just an excuse to code with no documentation

2. Agile doesn’t follow any project processes

3. There is no planning in Agile

4. Agile won’t work with distributed teams

5. Agile lacks discipline – people do whatever they want

6. Agile causes a lack of accountability

7. A self-organized Agile team does not need to be managed

8. Agile is for software development projects only

9. Agile is not scalable

10. Agile is unsuitable for fixed projects

Topic 2: Ten Common Agile Myths


• Myth: Agile is just an excuse to code with no

documentation REALITY: Agile teams develop documentation as late as

possible and ensures there is an actual need for the

documentation (other than requiring it for a checklist)

During a project's release cycle, the project team can

allocate half an iteration or more to "release hardening"

near the end of a release - purpose is to create the

necessary documentation to support the project

Technical architecture documents, user training guides,

operational support materials and code documentation

standards are still delivered as part of the project

Myth #1: No Documentaton


• Myth: Agile doesn’t follow any project processes REALITY: Agile offers a lightweight framework for

software development, but the project management

processes still apply

Even on waterfall projects not all processes are used on

every project!

Common approach is holding an Iteration 0 for planning

the project – can include project processes for

o Communications Management

o Risk Management

o Time Management (Schedule)

o Human Resource Management

o Stakeholder Management

Myth #2: No Project Processes


• Myth: There is no planning in Agile REALITY: can be more planning in an agile project

than in a traditional waterfall software project

There are different levels of planning

1. Release plan identifies the high-level requirements

and major user stories or deliverables for the release

2. Iteration plan covers the detailed tasks and plans

for that iteration (sprint)

3. Daily stand-up meeting, where each team member

communicates the tasks they are working on for the

day and identifies any roadblocks (example of real-

time planning)

Myth #3: No Planning


5 Levels of

Agile Planning

Product Roadmap

Release Plan

Iteration IterationIteration

Iteration Iteration Iteration

iterations

Iteration Plan

Daily Plan

Vision

Q1 Release Q2 Release Q3 Release Q4 Release

Theme 1

Theme 2

Epic 1

Epic 2

Theme 3a

Theme 4

Theme 5

Theme 3b

Theme 6

Epic 3

Theme 7

Theme 8

1. Product

Vision 2.

3.

4.

5.


• Sprints last between 1 week and one month and

are ‘timeboxed’ (constant length)

• During a Sprint there are planning meetings

Sprint Meetings

Monday Tuesday Wednesday Thursday Friday

Sprint

Planning

2 hours

Daily Scrum

15 minutes

Daily Scrum

15 minutes

Daily Scrum

15 minutes

Daily Scrum

15 minutes

Story Time

1 hour

Sprint Review

1/2 hour

Retrospective

1 hour

Sprint Meetings


• Myth: Agile won’t work with distributed teams REALITY: Virtual team problems are an “everywhere”

thing, not just an Agile thing!

Agile does work with distributed teams with the right

collaboration tools & team commitment:

o Short iterations, regular builds

o Use continuous integration to avoid integration headaches

o Use wikis for common project info

o Use test scripts to understand requirements

o Separate teams by functionality, not activity

o Expect more documents compared to a co-located team

o Check out Martin Fowler’s article

http://martinfowler.com/articles/agileOffshore.html#

Myth #4: ≠ Distributed Teams

http://martinfowler.com/articles/agileOffshore.html


• Myth: Agile lacks discipline – people do whatever

they want

• REALITY: Agile teams must have discipline – key

characteristics needed for success:

Focused

Self-organizing (often self-managing)

Empowered

Collaborative

Emphasis on quality and continuous improvement

Myth #5: Agile Lacks Discipline


• Myth: Agile causes a lack of accountability

• REALITY: Agile improves accountability

Myth #6: Lack of Accountability

http://www.versionone.com/Agile101/Agile-Software-Development-Benefits/


• Myth: Self-organized Agile Team does not need

to be managed

• REALITY: Agile Team can be self-managed, but

on larger projects there is typically an assigned

“over-arching” Project Manager to manage items

such as:

Stakeholder communications

Risks

Overall schedule, budget and project resources

Myth #7: Agile Teams ≠ Managed


Managed Agile Team Scenarios

Agile Project with External PM/BA

Scrum Team

Scrum Master

Project Manager

“Corporate Environment”Business Analyst

If the structured corporate environment needs it, external

PMs and BAs could be appointed to work as interfaces to

the Agile project



Large Project with Multiple Scrum Teams

Scrum Team #1

Scrum Master

Project Scrum Manager

A “Scrum of Scrums” is conducted for

integration

Scrum Team #3

Scrum Master

Scrum Team #2

Scrum Master



Mixed Program of Related Waterfall and Agile Projects

Scrum Project

Scrum Master

Scrum Project

Scrum Master

Scrum Project

Scrum MasterWaterfall Project

Project Manager

Waterfall Project

Project Manager

Program Manager

This could be scaled down to a single project with teams


• Myth: Agile is for software development projects

only

• REALITY: Agile works in situations with:

Exploring new business processes or products

Evolving requirements

Experimental approach to solution

Use of new technology

Client willing to staff Product Owner role

Team works best when managing itself

Myth #8: Agile = Software Development


• Myth: Agile is not scalable

• REALITY: Agile is scalable!

Myth #9: Agile Not Scalable

•Many Teams,

many backlogs

•Many Teams,

one backlog


Scaling Agile

CPO Team

Program Team 2 Program Team 3 Program Team 4

Area Team Area Team

Scrum TeamsScrum Teams


Area Team Area Team


Program Team 1

Program Management Office

Project Team 1 Project Team 2 Project Team 3 Project Team 4


Scrum of Scrums

• An important technique in scaling Scrum to large

project teams (multiple development teams

working a shared backlog)

• Allows clusters of teams to discuss their work,

focusing especially on areas of overlap and

integration

Mike Cohn, ScrumAlliance.org article


• Myth: Agile is unsuitable for fixed projects

• REALITY: Agile can work in a fixed situation

Provided the client doesn’t have a fixed scope

(Agile is all about evolving requirements and

scope)

Even if the project has a fixed date

and fixed resources

• Agile is NOT a silver bullet,

you can’t have fixed scope, cost

and schedule

Myth #10: Agile ≠ Fixed Projects

Cost (People)


• Myth: Agile is easier that Waterfall and can be easily

implemented anywhere

• REALITY: Agile is hard, but very worthwhile!

• Most successful Agile work is done with older, more

experienced people – Waterfall actually provides more

managerial oversight to help a less experienced team

member

• Things to think about when implementing:

How to fit into the existing project process?

How to fit into the production change management process?

Will there be an easy transition into my corporate culture?

Bonus Myth: Agile is Easy!


• Projects start long before they are launched – Agile only enters

the picture when the work starts

• How will the project be selected? Will the fact that it will be run

using Agile be a factor in its selection?

• How will the project be funded? Agile teams are used to turning

on a dime but the corporate Procurement Department is not!

• How will normal oversight and status information be

communicated? Burndown charts are great, but not everyone

understands them and they are not enough at the highest levels

• How can you provide the estimates that are needed before a

project launches?

• What is a “Calibration Sprint”?

Existing Project Process


• A sprint is usually 1-4 weeks long

• Agile anticipates that working, tested software will be

ready for Production at the end of every sprint

• How long does it take to move something into Production

at your company?

• What is a “Hardening Sprint”?

Change Management Process


• Many companies are becoming quite fascinated

with Agile – it promises and can deliver faster and

more successful projects

• Many company executives believe the same

myths that we already looked at!

• Biggest problems:

“Silver-bullet” syndrome

Not understanding what “self-organizing” and “self-

managing” means – they want to have the benefits of

agile but still have the same ability to over-ride the work

Inability to provide sufficient business presence

Corporate Culture


Conclusion

1. Agile is an iterative framework where

requirements and solutions evolve through

collaboration by a self-directed team

2. Agile can be implemented in your company –

just anticipate hard work!

3. Agile works – the many ‘myths’

regarding Agile are really just

that - myths


Some Reference Books

1. The Elements of Scrum by Chris Sims & Hillary Louise

Johnson

2. Scrum: A breathtakingly Brief and Agile Introduction by

Chris Sims & Hillary Louise Johnson

3. Agile Product Management with Scrum by Roman

Richler

4. Agile Project Management with Scrum by Ken Schwaber

5. Agile Estimating and Planning by Mike Cohn

6. Agile Project Management by Jim Highsmith

7. Extreme Programming Explained by Kent Beck

Questions?

http://www.pmcentersusa.comWebsite:

[email protected] Address:

Toll Free: 888-762-3683

PM Centers USA, LLC, 2013 #888.762.3683 [email protected] www.PMCentersUSA.com

Rick Clare CBAP, PMP, CSM, MSPMPMCentersUSA BA Practice Director

Debunking Agile Myths - IIBA Pittsburgh · Debunking Agile Myths Rick Clare CBAP®, PMP®, CSM, ......

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