The Zen of Scrum
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18-Sep-2014 -
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the art of hyperproductivity
Transcript of The Zen of Scrum
Problems
Agile
Scrum Roles
Scrum Process
Hot Issues
Results
Agenda
Problemswith traditional software
development
photo by Jule_Berlin
TraditionalPhased developmentAnticipated resultsUp-front design
picture by jasonb42882
Requirements Not Clear
Fear to go to the next phase
Analysis paralysis
Requirements Change
Change gets more and more expensive
Customers don’t get what they want
Project Takes Too Long
32% of projects delivered successfully
Long duration defers revenue
(Source: Standish Report 2009)
No Time for Testing
Quality assurance gets crunched
Late integration means late failures
Time Wasted on Junk
52% of requirements implemented
64% of functionality rarely used
(Source: Standish Report 2003)
Poor Progress Visibility
% Task complete not sufficient
Average overrun 43%
(Source: Standish Report 2003)
Agilesoftware
development
Process Complexity (M)
Agile projects
Chaotic projects
Structured projects
Agile Principles
1. Satisfy the Customer2. Welcome Change3. Deliver Frequently4. Work as a Team5. Motivate People6. Communicate Face-to-Face7. Measure Working Software8. Maintain Constant Pace9. Excel at Quality10. Keep it Simple11. Evolve Designs12. Reflect Regularly
Agile Adoption
Agile Adoption
The Gurus
Ken Schwaber
Jeff Sutherland
Mike Beedle
Mike Cohn
Scrum Usage
Commercial software - In-house development
Contract development - Fixed-price projects
Financial applications - ISO 9001-certified applications
Embedded systems - 24x7 systems with 99.999% uptime
Joint Strike Fighter - Video game development
FDA-approved, life-critical systems - Web sites
Satellite-control software - Handheld software
Mobile phones - Network switching applications
ISV applications - Some of the largest applications in use
http://www.mountaingoatsoftware.com
The Goal of Scrum
Manage Complexity, Unpredictability and Changethrough Visibility, Inspection and Adaptation
picture by OnTask
Product Owner
Owner of project visionRepresents the customer
picture by Official Star Wars Blog
Product Owner
Define features (according to vision)
Prioritize features (according to ROI)
Pick release dates
Give feedbackManage stakeholdersAccept or reject results
The Team
Small (5–9 people)Colocated - Cross-functional
Self-organized - Full-timepicture by ewen and donabel
The Team
Define tasksEstimate effortDevelop productEnsure qualityEvolve processes
Scrum Master
Servant leaderTeam protectorTroubleshooter
Scrum guide
picture by Orange Beard
Scrum Master
Remove impedimentsPrevent interruptionsFacilitate the teamSupport the processManage management
Pigs and Chickens
Product OwnerScrum Master
Team Members
UsersManagersMarketing
Scrum Process
Product Backlog
Express valueDefer decisions
picture by juhansonin
Product Backlog
sample from Eclipse.org
Product Backlog
Owned by Product OwnerHigh-level requirementsExpressed as business valueNot complete, nor perfectExpected to change & evolveLimited view into the future
Product Backlog
Includes roughestimates
Prioritized byvalue & risk
Publiclyvisible
Better to describeas user stories
User Stories
As a <user> I want <functionality>( so that <benefit> )
As a librarian I want to be able to search for books by publication year
Sprints
Timeboxed – Frozen featuresVariable scope – Shippable result
Sprint PlanningTeam capacity, Product backlog,Current product, Business, Technologies
Goal =
+
picture by Darcy McCarty
Sprint Planning
Face-to-face communicationSmall reversible stepsUser’s perspective
Sprint Planning (Part 1)
Strategical level planningPrioritize/select featuresDiscuss acceptance criteriaVerify understanding
½ - 1 hourper sprint/week
Sprint Planning (Part 2)Tactical level planningDefine sprint backlog itemsEstimate sprint backlog itemsUse velocity (Yesterday’s Weather)Share commitment
½ - 1 hourper sprint/week
Sprint Backlog
Breakdown of business value into
assignable taskspicture by oskay
Sprint Backlog
Sprint Backlog
Owned by the teamTeam allocates workNo additions by others
Daily Scrum
The heartbeat of Scrumpicture by Hamed Saber
Daily Scrum
picture by Hamed Saber
Commitment and accountabilitySay what you do, do what you sayWhole world is invited
Daily Scrum
What I did since last meetingWhat I will do until next meetingWhat things are in my way
Only the team talksNot to Scrum MasterNo problem solvingMax 15 minutesStanding up
Definition of Done
Avoid the 90% syndrome
Coded, commented, checked in, integrated, reviewed, unit tested, deployed to test environment, passed user acceptance test& documented...
= DONE DONE
Sprint Review
Satisfy Product OwnerGet feedback on product
picture by oskay
Sprint Review
picture by oskay
Informal, no slidesWhole team participatesThe world is invited
Sprint Review
Preparation neededShow complete featuresAccept or reject results
1-2 hoursper sprint/week
Sprint Retrospective
Evolve the process
picture by kevindooley
Sprint Retrospective
Reflect on process and productWhole team participates
Sprint Retrospective
What to start doingWhat to stop doingWhat to continue doing
(Product Owner not required)
Burn Down Chart
-40
-20
0
20
40
60
80
100
120
7-1-
08
14-1
-08
21-1
-08
28-1
-08
4-2-
08
11-2
-08
18-2
-08
25-2
-08
3-3-
08
10-3
-08
17-3
-08
24-3
-08
31-3
-08
7-4-
08
14-4
-08
Features
Features Remaining Scope Target
Scope change
Burn Up Chart
Scope keeps expanding
Pipeline gets fatter
Release Planning
Plan features in sprints and releasesReleases depend on accepted sprints
picture by Sviluppo Agile
Release Sprints
Usability testingDocumentationHelp filesPackaging
pictures by VistaICO
Sprint Termination
Only in extreme casesTeam terminates: cannot meet sprint goalProduct Owner terminates: priority changeWork reverted to end of prior sprintRaises visibility of problems
picture by VistaICO
Sprints
Steady pull of business valueInspect and Adaptpicture by kelsey e.
Sprints
picture by kelsey e.
Driven by Product OwnerSmall reversible steps
Welcome changeCross-functional team
Include design and testingMaintain constant pace
Share commitmentHigh quality, DONE
Get feedback“Fail fast”
Hot Issues
Scrum vs. Kanban
picture by Lean Software Engineering
Scaled Scrum(Scrum of Scrums)
picture by Mountain Goat Software
Distributed Scrum
Resultseffects of
applying Scrum
Managed Uncertainty
Rolling wave planning
Simpler mini-projects lowers risk
Flexible Scope
Allow changes at fixed intervals
Releases enable learning
Faster Delivery
Shorter time to market
Value delivered in increments
Higher Quality
Testing happens continuously
Process improvement built-in
Eliminated Waste
Nothing is designed that is not built
Nothing is built that is not used
Increased Visibility
All problems are made visible
Progress is running tested software
More Fun, Happy Teamspicture by woodleywonderworks
PreconditionsEmpowermentDisciplineCourageStaminaPassionCoachingStable TeamsCross-FunctionalAvailable Customer
picture by mpov
Disclaimer
No Engineering PracticesLooks Simple, Is Hard
No Silver BulletNot Complete
Takes Time
picture by a2gemma
Books
Sites
www.scrumalliance.org
www.scrum.org
www.mountaingoatsoftware.com
www.agilesoftwaredevelopment.com
www.noop.nl
picture by VistaICO
@jurgenappelo (twitter)
slideshare.net/jurgenappelo
jurgenappelo.com (site)
noop.nl (blog)
management30.com (book)
picture by -bast-
Q & A
http://creativecommons.org/licenses/by-nd/3.0/
This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at [email protected].
