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© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Is what we hear about Agile fact or fiction?
MYTHBUSTERS
www.scrumwithstyle.com
[email protected]: @rowanb
au.linkedin.com/in/rowanbunning
Rowan Bunning
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Fact or fiction?1. Agile is a specific methodology2. A Product Owner is like an agile Business Analyst3. A ScrumMaster is just like an Iteration
Manager or Project Manager4. An "Epic" is always a really big User Story5. Acceptance Test Driven Development is only for
testers6. Timeboxes create regular milestones
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Fact or fiction?7. A good Iteration Review is about project status
and a demo8. The daily stand-up is primarily a status update9. Agile doesn’t involve any sort of micro-
management10.Agile means we don't work to a fixed release date11.Agile should not be used for high risk projects12.Agile is for IT project teams and does not affect
anyone else
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Agile is a specific methodology
Fact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Where did this “Agile” thing come from anyway?
eXtreme Programming
Scrum
DSDM
Feature Driven Development
Crystal
Adaptive Software Development
“Agile”
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Agile is a specific methodology
“Agile” was coined as an umbrella term for several specific methods sharing common values and principles. Agile as a methodology usually refers to a custom/proprietary mashup.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
A Product Owner is like an agile Business Analyst
Fact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Some Product Owner responsibilities
Maximise the value of the work the Team does.Decide when to release to customer(s).Own the product vision and ensure that everyone involved is engaged with it.Establish goals necessary to optimise the Return On Investment including what, for whom and why.Manage the budget necessary for the work of the team to occur.....and lots more!!!
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
A Product Owner is like an agile Business Analyst
A Product Owner is a business decision-maker.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
A ScrumMaster is just like a Project Manager or
Iteration ManagerFact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Where did the “Iteration Manager” come from?
“When teams were struggling to find high-priority work to do on one particular project in 2000, the solution was to identify someone who could provide a continual stream of high-priority functionality at a sustainable pace to the delivery teams. This is the role that has grown into the iteration manager (IM).”
- ”What Is an Iteration Manager Anyway?", Tiffany Lentz, The ThoughWorks Anthology, 2008.
“The split between release and iteration managers reflects the style and preferences of the two individuals that do it... We don't think our solution is one that necessarily everyone should follow.”- http://martinfowler.com/articles/planningXpIteration.html
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Iteration Manager"The iteration manager role, while not prescriptive, entails several daily responsibilities. Some of these are as follows:- Collects time spent on stories- Makes bottlenecks in the delivery process visible- Reports team status to the customer- Addresses issues, impediments, and obstacles raised at the daily stand-up meeting- Controls all work flowing into the team and manages the distribution of that work to maintain a sustainable pace" - ”What Is an Iteration Manager Anyway?", Tiffany Lentz,The ThoughWorks Anthology, 2008.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Project Management as a shared activity
Thanks to: our new Certified ScrumMasters in Perth!
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Stakeholders Users
Management
ROI Delivery
Process
SM
Separation of concerns
How
Health
What
Develop the right thing
Develop the thing right
Facilitation
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
A ScrumMaster is just like a Project Manager or
Iteration ManagerThe ScrumMaster role is not limited to managing iterations. A ScrumMaster does not act as a connector, not a pipe and supports the team in deciding work distribution etc.With Scrum, Project Management is an activity shared by all three roles.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
An "Epic" is always a really big User Story
Fact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
An "Epic" is a really large User Story
An “Epic” is simply a story that is too big for an iteration.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Acceptance Test Driven Development is
only for testersFact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Acceptance tests help bridge the communication gap
User Story, Acceptance Criteria,
Acceptance Tests
Boundary ObjectA way for communities with different interests to have a
conversation with each other
Stakeholders
Users
Product Owner
ScrumMasterTesters
Developers
Business Analysts
Management
“Value driver”
“Something that would help me”
“Backlog item”
“Feature”
“Functionality”
“Plannable Unit of work”
“Requirement”
“Functionality with boundary conditions”
Thanks to: Jeff Patton
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Acceptance Test Driven Development using FitNesse
Customer level
Shopping cart total
Order price?
Gold $49.95 $49.95
Gold $50.00 $42.50
Gold $50.05 $42.54
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Acceptance Test Driven Development is a practice for testers
ATDD provides a way for all parties to collaborate on the details of user stories.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Timeboxes are about creating regular
milestonesFact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
We create iterations within a milestone period
Iteration N+1 Iteration N+2 Iteration N+3Iteration N
Inspect & Adapt Point
Inspect & Adapt Point
Inspect & Adapt Point
High stakesMilestone
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Timeboxes contain risk and help us move to “Safe fail”
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Timeboxes are about creating regular
milestones
Timeboxed iterations are an artificial construct that we create within a broader milestone period.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
A good Iteration Review is about project
status and a demoFact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
It’s not just inspecting, it’s adapting too
“During the Sprint Review, the Scrum Team and stakeholders collaborate about what was just done. Based on that and changes to the Product Backlog during the Sprint, they collaborate about what are the next things that could be done. This is an informal meeting, with the presentation of the functionality intended to foster collaboration about what to do next.”
Source: The Scrum Guide.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Avoid smoke and mirror demos“Transparency ensures that aspects of the process that affect the outcome must be visible to those managing the outcomes. ...when someone inspecting a process believes that something is done; it must be equivalent to their definition of done.”
- Ken Schwaber, The Scrum Guide
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
A good Iteration Review is about project
status and a demo
A good review goes beyond status, beyond a demo, beyond feedback to... implications and decisions for the product going forward.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
The daily stand-up is primarily a status update
Fact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
What is the daily standup for anyway?
Co-ordinationSelf-organisationOptimising the team’s path through the work
You don’t do all this just by talking about the past and impediments!
“The ‘Daily Scrum’ should probably be called the ‘Daily Planning’ meeting because that’s what it is primarily about.” - Joseph Pelrine
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Part of the planning onionStrategy
Many years
Portfolio/InitiativeYears
Product/ProjectMany months
Release
2-9 months
Sprint2-4 weeks
Daily Scrum
24 hrs
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
The daily stand-up is primarily a status update
The daily standup is primarily about planning the next 24hrs.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Agile doesn’t involve any sort of micro-
managementFact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Does agile involve micro-management?
Yes!!!
But not like this -->
Who is doing the micro-managing?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Agile doesn’t involve any sort of micro-
management
The team micro-manages itself... assuming conditions are conducive to self-organisation.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Agile means we don't work to a fixed release date
Fact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Quality
Scope
Resources Time
“Pick three!”
We can constrain three and then actively manage the other to optimise returns.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Flipping the iron triangle Constraints
PlanDriven
Scope
Value / Vision Driven
Cost Schedule
Traditional Agile
Estimates Cost Schedule
The plan createscost/schedule estimates
Scope
The vision creates feature estimates
Source: Slinger, M., Broderick, S., The Software Project Manager’s Bridge to Agility, Addison Wesley, 2008.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Doing better than project success
“Project success is not product success”
- Jeff Patton
“Which would you rather have:
your initial feature set,
or a successful product?”
- Joseph Pelrine
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Agile means we don't work to a fixed release date
We can work to fixed time and cost constraints if scope (breadth and/or depth) is flexible.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Agile should not be used for high risk projects
Fact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Waterfall and tackling riskRequirements
Analysis Design Code Integrate & System Test
PotentialImpact ofRisks being tackled
Time
Highest risk activities such asintegration, system testing,load testing are tackled late
First build and deliver
Source: Larman, C., Agile & Iterative Development, 2004.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Agile and tackling risk
PotentialImpact ofRisks being tackled
Time
All activities aretackled early
Iterations
First build and deliver
Analysis
Design
Code
Integrate & System Test
Analysis
Design
Code
Integrate & System Test
Analysis
Design
Code
Integrate & System Test
Analysis
Design
Code
Integrate & System Test
Analysis
Design
Code
Integrate & System Test
Source: Larman, C., Agile & Iterative Development, 2004.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Tackling complexity0.9
0.5
0.1Low Medium High
Complexity
Probabilityof success
Defined Empirical
Increased probability of success Flexible response to
unpredictability improves Success to Complexity relationship
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Risk reduction using ScrumRisk of... Scrum Strategy
Not pleasing the customer Customer sees product constantly. Customer on-site.
Not completing all functionality
Develop in priority order.
Poor estimating and planning Small estimates tracked daily.Review and adjustment every iteration.
Not resolving issues properly Active daily management.Bi-directional reporting.
Not being able to complete the development cycle
Delivery of working software every iteration.Team forced to confront issues early.
Taking too much work and changing expectations
Clear goal and scope each iteration.No change within iterations.
Source: Schwaber, K., Beedle, M., Agile Software Development with Scrum, Prentice Hall, 2001.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Agile should not be used for high risk projects
Agile offers strategies for systematically tackling many of the biggest risks early.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Agile is for IT project teams and does not affect anyone else
Fact or fiction?
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
TransformationalSalesforce.com saw that Scrum involved not just the adoption of a new business process, but rather as a fundamental transformation of the way work was managed in the company. They were introducing a new way of thinking, speaking and acting in the workplace for both managers and workers.
Source: “Six Common Mistakes That Salesforce.com Didn’t Make”, April 18, 2011, Forbes.com: http://onforb.es/dYAzsG
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
Agile is for IT project teams and does not affect anyone else
When fully realised, Agile can be a blueprint for a different sort of organisation.
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
It’s a paradigm shiftWe can’t solve problems by using the same kind of thinking we used when we created them.
- Albert Einstein
© 2011, Scrum WithStyle Pty Ltd www.scrumwithstyle.com
The executive business case for Agile
[email protected]: @rowanb
au.linkedin.com/in/rowanbunning
Rowan Bunning
www.scrumwithstyle.com
Accreditation courses:Certified ScrumMaster
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