Healthy Scrum - The Agile Heartbeat

Healthy ScrumThe Agile Heartbeat

April 19, 2010

Presented by: Vernon Stinebaker (史文林)

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Wednesday, April 21, 2010

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About Me

Vernon Stinebaker (史文林）– Director of Technology/Principal Architect– 20+ years software development and process experience

• CMMI, SDLC/waterfall, and agile methodologies– 9+ years Agile experience– Founding member of the open source FDDTools project– Certified ScrumMaster/Certified Scrum Professional


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About Perficient China

Perficient (Hangzhou) Co., Ltd. 博克软件（杭州）有限公司http://www.perficient.com– Established as BoldTech Systems (Hangzhou) Co., Ltd. 2004– WOFE of Perficient Inc. (NASAQ: PRFT)– 2005 - CMMI 3– 2006 - CMMI 4– 2008- CMMI 5– 20 CSMs– Currently running 20+ concurrent projects

• Some multi-year• Some with large teams (@50)• Many repeat business/same customer

– 30+ projects delivered in past 2 1/2 years


http://www.perficient.com

http://www.perficient.com

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Something unique

Zero Failed Projects


32%

44%

24%

SuccessfulChallengedFail

Chaos Report 2009The Standish Group

Project Statistics

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How?


The Agile Heartbeat

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Anatomy of a heartbeat

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The P-wave: Ready


Agile Requirements

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As a [user role] I want to [result] [so that [reason]]


User Stories

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CardConversationConfirmation

Source: XP Magazine 8/30/01, Ron Jeffries.


Utility of Requirements

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7%13%

16%

19%

45%

Always usedOften usedSometimes usedSeldom usedNever used

The Standish GroupXP 2002


Pareto Principle (80/20 Rule)

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0

25

50

75

100

Requirements

Never/seldom usedSecond 20%Top 20%


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The QRS-wave: Done


Values

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Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan


Principles

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1. Our highest priority is to satisfy the customer through early and continuous deliver of valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.

3. Delivery working software frequently,from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity – the art of maximizing the amount of work not done – is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts it behavior accordingly.


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Retrospect

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One more thing...


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Thank you!


Healthy Scrum - The Agile Heartbeat

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