The World of Agile/Lean Product Development and Delivery with Scrum Made Easy

WeBeAgile.com

webeagile.com

My Motto:

"Value-added Agile/Lean product development combines leading change, practicing shared Agile

values & principles, applying iterative/incremental product development and takes wisdom,

passion, courage, a desire to be better and openness, especially to change"

2

27 years of System/Software Product Development & Delivery Experience

– Developer

– Object Modeler

– Data Modeler

– Team Lead

– Project Manager

– Certified Scrum Master/Certified Scrum Product Owner/Certified Scrum Practitioner

– Bachelor of Science/Computer Science

– Master of Business Administration/MIS

Copyright © 2008 Russell Pannone. All rights reserved.

About Me

3Copyright © 2008 Russell Pannone. All rights reserved.


Kanban Board

Pending WIP Done

Test

Define

Design

Code

Build & Implement


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http://farm1.static.flickr.com/55/147874576_8a453079f3.jpg




















































6

Overview: What it Means to be Agile and Lean

Leading Change

Agile Values & Principles

Iterative/Incremental System/Software Product Development & Delivery

SCRUM

People

Practices

Where Quality Control & Quality Assurance Fit

Preventing Defects of Intent and Defects of Implementation by:

Ensuring We are Doing the Right Things – “Fit for Purpose”

Ensuring We are Doing Things Right – “Fit for Use”



8Results from Scott Ambler‟s February 2008 Agile Adoption Survey posted at http://www.ambysoft.com/surveys/agileFebruary2008.html


http://www.ambysoft.com/surveys/agileFebruary2008.html

9

Value = Positive Results Over Time



11

SS Agile SS Agile





Today1950‟s

15

- Product Owner

- Scrum Master

- Team

- Planning

- Daily Standup

- Sprint Review

- Retrospective

Release

Planning

Sprint

PlanningSprint

Review &

Retrospective


1616Copyright © 2008 – 2012 Russell Pannone. All rights reserved.

Source: VesionOne 2008 State of Agile Development Survey

17

Leading Change

Agile

Values &

Principles

Scrum

Iterative and

Incremental

System/Software

Product

Development

PeopleCopyright © 2008 Russell Pannone. All rights reserved.

18

Leading ChangeAgile

Values & Principles

Scrum

Iterative and Incremental

System/Software Product

Development

Transformational Challenge

Re-Engineering

Re-Strategizing

Cultural Renewal


19Copyright © 2008 Russell Pannone. All rights reserved. 19

20

Leading Change

Agile

Values & Principles

Scrum

* Taken from Leading Change by John Kotter - 1996



Development

Your

Change/Action

Plan


http://books.google.com/books?id=ib9Xzb5eFGQC&dq=leading+change&pg=PP1&ots=MvfddIDOV2&sig=zLBDucUscmpqCcE_Uc9ZtI1FrbI&hl=en&sa=X&oi=book_result&resnum=1&ct=result

21

1. Establishing a sense of urgency

- Identifying and discussing Strengths, Weaknesses, Opportunities, Threats

2. Creating the guiding coalition

- Putting together a group with enough power to lead the change

- Getting the group to work together as a team

3. Developing a vision and strategy

- Creating a vision to help direct the change effort

- Developing strategies for achieving that vision

4. Communicating the change vision

- Using every vehicle possible to constantly communicate the new vision and

strategies

- Having the guiding coalition role model the behavior expected of employees

* Taken from Leading Change by John Kotter - 1996

Your Change-Action Plan(continued on next slide)


http://books.google.com/books?id=ib9Xzb5eFGQC&dq=leading+change&pg=PP1&ots=MvfddIDOV2&sig=zLBDucUscmpqCcE_Uc9ZtI1FrbI&hl=en&sa=X&oi=book_result&resnum=1&ct=result

22

5. Empowering broad-based action

- Getting rid of obstacles

- Changing policies, procedures and structures that undermine the change vision

- Encourage risk taking and nontraditional ideas, activities, and actions

6. Generating short-term wins

- Planning for visible improvements in performance, or “wins”

- Creating those wins

- Visibly recognizing and rewarding people who make wins possible

7. Consolidating gains and producing more change

- Using increased credibility to change all policies, procedures and structures that don‟t fit

the transformation vision

- Hiring, promoting, and developing people who can implement the change vision

- Reinvigorating the cultural renewal with new projects, themes and change agents

8. Anchoring new approaches in the culture

- Creating better performance through customer and productivity oriented behavior, more

and better leadership, and more effective management

- Articulating the connections between new behaviors and original success

- Developing means to ensure leadership development and succession

Your Change-Action Plan(continued from previous slide)


Collaboratively and adaptively develop value-adding product increments in a continuous flow from requirements to deployment

Be objective and see things as a whole

Be value-driven not plan/task-driven

Identify and continually discuss individual, team and enterprise strengths, weaknesses, opportunities and challenges

Put together a coalition to lead by example and teach

Create a vision to help direct change

Use every vehicle possible to constantly communicate the vision and strategies

Get rid of barriers to being agile

Generate short-term wins

Develop people who can implement the change

Anchor being agile in the culture


24

Leading Change Agile

Values &

Principles

Scrum



Development

Manifesto for Agile Software Development

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 processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on

the right, we value the items on the left more.


25

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

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

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

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

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

Working software is the primary measure of progress.

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

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

Continuous attention to technical excellence and good design enhances agility.

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

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

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

26

Leading Change

Agile

Values & Principles

Scrum

Iterative & Incremental


Development


27

What is Iterative and Incremental Development?

The definition of "iterative" is to involve repetition

Iterative Development is a development approach that "cycles" through a set of activities, from understanding requirements to incrementally produce and refine an effective solution

Iterative Development involves the successive refinement of the solution definition and implementation by the repetitive application of the core development activities to incrementally produce and refine an effective solution


28

The General Pattern of Agile Development

Increment of

Potentially

Shippable

Product

Time

Maintain &

Advance

Maturity Level


29

Leading ChangeAgile

Values & Principles

ScrumIterative and Incremental


Development


Copyright © 2005 Mountain Goat Software.

30

Scrum Explained


In Scrum you work in iterations

delivering value-adding results

incrementally

“The… „relay race‟ approach to

product development…may conflict

with the goals of maximum speed

and flexibility. Instead a holistic or

‘rugby’ approach—where a team

tries to go the distance as a unit,

passing the ball back and forth—

may better serve today’s

competitive requirements.”- Hirotaka

Takeuchi and Ikujiro Nonaka, “The New New Product Development

Game”, Harvard Business Review, January 1986



- Product Owner

- Scrum Master

- Team

- Planning

- Daily Standup

- Sprint Review

- Retrospective

32

Scrum Roles & Definitions(continued on next slide)



33

Scrum Roles & Definitions(continued on next slide)




Scrum Roles & Definitions(continued from previous slide)


35

Looking at SCRUMfrom a Different Perspective

Pivotal

PointsProgress

Items



- Product Owner

- Scrum Master

- Team

- Planning

- Daily Standup

- Sprint Review

- Retrospective

User Stories Business

Priority

Story Points

Story A 1 5

Story B 2 8

Story C 3 1

Story D 4 8

Story E 5 2

Story F 6 2

Story G 7 2

Story H 8 8

Story I 9 5

Story J 10 1

36Copyright@ 2008 Russell Pannone. All rights reserved.

Copyright@ 2008 Russell Pannone. All rights reserved.

The Product Owner/Customer tells us they want an implement for writing,

drawing, or marking that is easy to keep sharp, is comfortable to hold, and when

they want to they can easily make a correction.

We collaborate more with the Product Owner/Customer on their needs or

requirements and define the implement’s features and corresponding

benefit/value, as depicted in the table below. Take notice that we have benefits

that influence the implement’s functionality and constrain its design and final

form.

Features Benefits/Value

Is made of wood Easy to sharpen and smells good

Has a specific diameter Comfortable

Surface to be coated Won’t get splinters

Contains a lead composite filler Creates an impressive line

Has an eraser at the end Makes correcting easy

Copyright © 2008 Russell Pannone. All rights reserved. 38

• As an implement user I want an implement that is made of wood so it is easy to sharpen and smells good when sharpening

• As an implement user I want an implement that has a specific diameter so it is comfortable to hold

• As an implement user I want the surface of the implement to be coated so I won’t get splinters when I use it

• As an implement user I want the implement to contain a lead composite filler so I can create an impressive line

• As an implement user I want to have at the end of the implement an eraser so I can easily make a correction



A story is a “placeholder”

for a requirement formulated in

one or two sentences written in the

everyday language of the customer

or user describing desired

functionality; containing just

enough information so that the

product team can produce a

reasonable estimate of the effort to

implement it


As a Customer I

want to review my

order so that I can

verify my address

is correct

Four factors to consider when prioritizing

1. Degree of uncertainty - the amount and significance of learning and new knowledge gained by developing the product increment

2. The amount of risk removed by developing the product increment

3. The value of having the product increment

4. The cost of developing the product incrementCopyright © 2008 Russell Pannone. All rights reserved. 42

What matters are the relative values

The raw values we assign are unimportant

A story assigned a two should be twice as much as a story that is assigned a one; it should be two-thirds of a story that is estimated as three story points

Estimating in story points completely separates the estimation of effort from the estimation of duration


43

Story Points: Relative Measure of the Size of a User Story

Product Backlog







Project InceptionProject Execution

(Sprints)

Product

Vision

Release Plan

Sprint Plan

DevelopReview and Adapt

Stories and

Backlog

From “Agile Project Management” Jim Highsmith Copyright 2004


User Stories Business

Priority

Story Points

Story A 1 5

Story B 2 8

Story C 3 1

Story D 4 8

Story E 5 2

Story F 6 2

Story G 7 2

Story H 8 8

Story I 9 5

Story J 10 1



1. Selecting Stories from the

Product Backlog

2. Identifying the tasks to

realize a selected Story

3. Estimating the hours

required to complete the

task

4. ScrumMaster validates total

estimated work against

total team capacity during a

Sprint (# of people *

productive hours/day * # of

days for the Sprint)

52


1. Selecting identified

tasks to complete

2. Completing them

per the team's

definition of done

3. This cycle repeats

until all Story

points for the

Sprint are earned

and/or Sprint is

complete

53

Copyright@ 2008 Russell Pannone. All rights reserved. 54

Team Velocity


56

Velocity Chart Example

0

5

10

15

20

25

30

35

40

45

1 2 3 4 5 6 7 8 9 10

Velo

cit

y

Sprint


Burndown Chart consists of


On a Scrum project, the team tracks its progress against a release plan by

updating a release burndown chart at the end of each Sprint.

The horizontal axis of the release burndown chart shows the Sprints; the

vertical axis shows the amount of work remaining at the start of each Sprint in

Story points.57

Sto

ry P

oin

ts

|

S2

|

S1

|

S4

|

S3

|

S5

|

S11|

S8

|

S9

|

S10

|

S7

|

S6

58

Burnup Chart Example



60

Leading ChangeAgile

Values & Principles

Scrum



Development

O

P

A practice is a common approach

for doing something

with a specific purpose in mindCopyright © 2008 Russell Pannone. All rights reserved.

61

Skill

Level

Depth

of

Knowledge

Role

Persona


62

Your Competency Assessment

Information

Services

And

Technology

Business

Unit

SupportDevelopmentExecutive

Skill

Level

Depth

of

Knowledge

Role

Persona


Barrier to Becoming Agile

Motivation

63

Motivator Factors Hygiene Factors

•Achievement •Recognition •Work Itself •Responsibility •Promotion •Growth

•Pay and Benefits •Company Policy and Administration •Relationships with co-workers •Physical Environment •Supervision •Status •Job Security •Salary


64

Candidate Practices



Copyright © 2008 Ivar Jacobson Consulting.

Sprint/Iteration

66





67

Copyright@2009 SolutionsIQ All rights Reserved

Working software & demo

Unit test

Code review

Installer

Tests

Functional

Performance

Regression

Documentation

User docs/Online help

Internal design docs

Release notes

API documents



69

A Paradigm Shift

Source: www.dsdm.org

A Paradigm Shift

How is Agile Planning Different from Traditional Approaches?


http://www.dsdm.org/

70

When Being Agile,Where Does

Quality ManagementFit?


71

Ensure We Are Doing the Right Things


Copyright © 2005 Mountain Goat Software

72

Ensure We Are Doing the Right Things(continued from previous page)


73

Ensure We Are Doing Things Right


74

Looking at the Big Picture

Qualityis Everyone's Responsibility


http://www.webeagile.com/

75

Back-Up Slides
