From Waterfall to Agile: A ScrumMaster’s View
Transcript of From Waterfall to Agile: A ScrumMaster’s View
AT15 ConcurrentSession11/12/153:00pm
“From Waterfall to Agile: A ScrumMaster’s View”
Presented by:
Andrew Montcrieff
Veritas
Broughttoyouby:
340CorporateWay,Suite300,OrangePark,FL32073888-268-8770·904-278-0524·[email protected]·www.techwell.com
Andrew Montcrieff Veritas
A senior principal software engineer with more than twenty-five years of developing data protection software solutions for Veritas, Andrew Montcrieff currently serves as the ScrumMaster for the team focused on support for VMware Virtual Machines in the Backup Exec product line. Andy’s development expertise spans the gamut from the early days of cassette tape drives on DOS-based desktops to protecting your critical data in the cloud. He enjoys using his skills to help solve the difficult problems that challenge today’s software development teams. Contact Andy at [email protected] or follow him on Twitter @AgileBitFlipper.
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The Journey From Waterfall to Agile: A ScrumMaster’s Viewpoint Andrew Montcrieff Senior Principal Software Engineer Glorified Bit-Flipper turned ScrumMaster @AgileBitFlipper
Agenda
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1 Where did we start?
2 How did we change?
3 What got in the way?
4 How did we get past it?
5 We are we today?
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Where did we start?
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Mature Product
• 25+ years of history
• Gentrification of code
• Long Development and Quality cycles
• Can’t keep up with rapid market shifts
People
• Steeped in Tradition
• Gentrification of staff – no new blood
• Knowledge Silos • Low Morale /
High Attrition / Burnout
• Career Stagnation
Legacy Code Base
• 6+ million lines of code (big / heavy)
• Feature rich / bloated
• Small changes cause regressions
• Quality Testing process is long
• Highly manual hardening phase
• Little or no automation
Steeped In Process
• Modified Waterfall PDF
• Heavy in Requirements
• Big Up Front Design
• Code Phase Frenzy
• Hasty Integration • Test Nightmare • Maintenance
How did we change?
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Hire A Consultant
• Start training • Help establish
direction & goals • Help set
expectations • “Hit the ground
running” • Move from C&C-
leaning org to Agile-Lean org from the top down
Set Expectations
• Agile won’t fix everything
• Agile will help achieve many of your goals
• Tell you what to forget
• Tell you what to learn
• Help build a safe, trusting environment
Establish Roles
• Setup Agile Leadership Team (ALT)
• Setup Scrum Teams
• Breakup silos into functional Scrum Teams
• Identify Subject Matter Experts (SME)
• Identify and organize tribes
• Integrate Dev, QA & InfoDev
Training
• Provide online / self-help training
• Train key people early
• Train new org in waves
• Reaffirm Expectations
• Everyone is a Developer
• Everyone is a Quality Engineer
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What got in the way?
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Geography
• Scrum Team split across locations / Time Zones
• Inception planning difficult and expensive
• Sharing of Hardware and Resources
• Collaboration • Sprint Demos
People
• Role acceptance • Empowerment
can be overpowering
• Decision Paralysis
• Silos were broken
• SMEs distributed to teams
• Teams overwhelmed & overloaded
Legacy Code Base
• Increased pressure on build systems
• Release frequency pressure on branching
• Code change reliability / regression
• No unit testing • Little or no
automation
Tools / Process
• Unit Testing Frameworks
• Agile Tools • Testing
Frameworks • Collaboration
Tools • Code Review
Tools • WebEx / Web
Cameras (Cisco)
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What worked for us?
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‘Vintage Agile’ describes the method of combining the benefits of Agile Methodologies, Scrum and Lean during the development with the needs of a shortened, end-of release, integration hardening cycle for legacy products.”
Someone we know… Some cool title, Backup and Recovery, Veritas
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How did we get past it?
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Geography
• Co-locate Scrum Team members • Tele-presence and recording tools
• Plan inceptions at largest location • Remote teams send key members • Pre-inception planning for traveling members if needed
• Time-shift remote teams (if possible) • Share hardware / common resources
• Follow daily schedule • Respect other’s needs
• Adjust work schedules • Late in India / early US
• Stagger sprint to adjacent days • Don’t overlap demos
Work Environment
• Offices • Private spaces • Desk / Phone / Computer
• Collaborative workspaces • 6 workstations per space • 4 spaces per section • Multiple sections per floor
• Collaboration rooms • Large conference rooms • Projector • White Boards
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Traditional Roles
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Project Manager
Product Marketing
Dev Team Dev
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Product Manager
Quality Team Tester
Architect
Customer
Dev Manager
Role Acceptance (Agile)
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Agile Leadership
Team
Dev Manager
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Scrum Team Scrum Team
Member
Scrum Master
Product Owner
Customer/Stake Holder
Product Manager
Product Leadership
Team
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How did we get past it? People
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People
Managers • Teams, investments, and environment. Scrum Teams • Setup by ALT team (not self-formed)
• Feature based • 8 Teams (10 initially)
• 2 US – 6 India • 8 to 13 members per team
• SMEs spread over teams • Work together in tribes
Scrum Team Members • Take tasks outside wheelhouse • ‘Team-learned’ tasks confidence Sprints • Two weeks • Demos staggered
Scrum Master
Role • Volunteer from the Scrum Team • ‘Shadow’ participates in all functions • Focused on role / no coding initially • Provides review of Agile / Lean • Evangelizes empowerment but does not
take ownership • Encourages team to be self-sufficient
and self-supportive Asks the tough questions • How would you like me to help? • How would you start? • Can anyone on the team / in another
team help with this problem?
How did we get past it? Teams
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Scrum Teams
Sprints • Realize it’s OK to fail • Don’t get hung up on Story Points • Don’t over commit; start small and work
into it • In the beginning, work as a group to
gain confidence Team • Don’t be afraid to get out of your
wheelhouse • Pair / Group programming is a ‘good’
thing! • Collaborate, collaborate, collaborate • Seek out knowledge, even on other
teams • Build tribes and use them
Stand-up & Demos
Daily Stand-up • Time Boxed 15 minutes. • Collaborate at ‘After Party’ Scrum Master builds the Demo • Organized by User Stories • Evidence provided for Done3 Demo Day • Everyone is invited; Support,
Stakeholders, ALT, Scrum Teams • WebEx, recorded, posted • Scrum Master does overview, Sprint
Info, & Team • User Story by team • Scrum Master concludes • Short Q&A
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How did we get past it? Tools
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Legacy Code Base
Configuration Management • Less branching • Less merging • Less dual check-ins Done3 criteria enhanced • Unit Testing • Automation • Internationalization / Localization
requirements Automation • Legacy hardening tests automated • Pre-flight testing on new builds • Daily automation identify regressions
Tools & Process
Unit Testing • CppUnit • Google Mock Agile Tools • Epics and User Stories
• Jama / Jira • Radiators
• Virtual - Jira • Physical - Whiteboards / Post-its
Automation • MTM / TFS (Microsoft) Collaboration • SharePoint (Microsoft) • Code Collaborator (SmartBear) • WebEx / Web Cameras (Cisco) • Confluence (Atlassian)
How did we get past it? Leaders
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Leadership
Agile Leadership Team • Available for guidance with larger issues
facing greater teams • Focused on the current release (Feature
Pack) • Rotates with each release • Volunteer based / internally fulfilled Agile Ambassador’s Group • Formed from active members of internal
Agile community • Available for assistance / guidance on
Agile and Lean practices • Spans geographic locations and product
groups
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Where are we today?
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Progress / People
20 Sprints / 42 weeks in One major release complete One feature release complete One feature release in-‐progress
Scrum Teams Predictable veloci8es in < 8 sprints (some achieved in < 3) Collabora8on high Sharing Epics and User Stories Tribes forming/func8oning well
Automation / Environment
Automa7on Learning process for both dev/qa Infrastructure stability issues Infrastructure scalability issues Pre-‐flight tests expanding Hardening test conversion slow
Environment Working WAN / Environment issues AQri8on low / Morale high
& Q A
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Thank you!
Copyright © 2015 Symantec Corporation. All rights reserved. Veritas and the Veritas Logo are trademarks or registered trademarks of Symantec Corporation or its affiliates in the U.S. and other countries. Other names may be trademarks of their respective owners. This document is provided for informational purposes only and is not intended as advertising. All warranties relating to the information in this document, either express or implied, are disclaimed to the maximum extent allowed by law. The information in this document is subject to change without notice.
Andrew Montcrieff @AgileBitFlipper [email protected]