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Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
Agile tour 2011   puiu mircea
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Agile tour 2011 puiu mircea

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  • 1. Hands on tracking our SCRUM improving process  Planning for uncertainty  Finished does not mean complete  Observing the changes to be able to adaptNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process Mircea Puiu
  • 2. 2 • Traditional planning asks:(the father ofmodern What is most likely to happen?management) Peter Drucker • It is essential to frame things in a new way • Planning for uncertainty asks instead: What has already happened that will create the future? SCRUMs Inspect & AdaptNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 3. 3  Early warning not visible during transition  Planning: either effective or less effective: constant effect not related to planning (always after 4 days of a sprint) CAUSE: Something not accounted for when planningNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 4. 4 We ignored uncertainty The Cone of Uncertainty: a project management term used to describe the level of uncertainty existing at different stages of a projectNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 5. 5 We ignored uncertainty User Stories not INVEST shaped We really had We didnt know enough no idea of at that point to define whats required the work Not an effort estimating issue! BUT  a scoping issue  a risk management issueNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 6. 6 Steps to manage uncertainty 1. Name, face, and accept uncertainties  understand that uncertainty cannot be wished or planned away  go for a balance between attempts to reduce the uncertainty and attempts to accommodate it 2. Plan for uncertainty  Use a wider range estimate to reflect the greater uncertainty  Keep room for unplanned incoming work  Break the work down into smaller units o Update the completion criteria based on better written user stories 3. Adopt a deliberative or communicative approach  Make sprint execution visible to management o Make sprint execution visible to customersNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 7. 7 Steps to manage uncertainty – we started planning for uncertainty Accounting for: • knowledge transfer throughout the team • gaining skills • risk analysisNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 8. 8 Steps to manage uncertainty – first sign that we went the right way  Good start in sprint o Waiting for end of sprint to see if the unwanted effect is awayNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 9. 9 Steps to manage uncertainty – the confirmation  Well done at the end of the sprintNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 10. 10 Finished does not mean completeNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 11. 11 Finished does not mean complete The customer is not interested in "completed" activities on a planning chart The customer is interested in delivered functionality (new or repaired) SCRUMs Inspect SCRUMs Adapt Updating the completion criteria based on better written user storiesNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 12. 12 Updating the completion criteria based on better written user stories Incorrect theme Hard to track PBI = just a placeholder for something intended to be done Epics polar map Finished does not mean complete Further repairing foreseen for the next sprint(s) Easier to track the Repaired functionality delivered "still to be done" workNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 13. 13 Finished does not mean complete  a matter of wise decision vs. Larger sprints ReTasking – The longer the sprint, the  By keeping the sprints short, harder for the feedback to the stakeholders see more come from the stakeholders seldom the results  The more seldom they see results, the more they feel their investment is returned  ReTasking fits very well to dynamic changes of requirementsNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 14. 14 Finished does not mean complete  building confidence The more seldom the stakeholders see results ... ... the more they feel their investment is returned ... the bigger the deal each sprint review will be to the team win Managers win win Customers DevsNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 15. 15 Observing the changes to be able to adaptNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 16. 16 Observing the changes to be able to adapt During each daily stand-up meeting, apart from answering to the classical three questions regarding "did", "impediments" and "will do", our team members answered to a fourth question: How confident are you that the team will accomplish its objectives at the end of the sprint? Objectives:  Estimate how responsive the team is to ReTasking (the newly introduced SBT state);  Estimate the trust within the team;  Estimate how confident the team is in POs support in case of ReTasking, as any incoming work during the sprint execution is a disturbance to the running sprint process that the team must handle with success.Nov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 17. 17 Observing the changes to be able to adaptNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 18. 18 Observing the changes to be able to adapt Good news:  The team is very responsive to any disturbance to the sprint execution process. The team members paid attention to the inputs and outputs.  The trust within the team continues to increase. Approaching the sprint end and having tasks that have been linking the team members one to each other (in the sense that the start of ones work was dependent on the end of others work), the team became pretty confident (a rating of 4 out 5) that they reach their goals at the end of the sprint.  When coming to ReTasking, the support received from the PO is highly important. And here, the team sensed positively the presence of POs support. Even though the sprint end was approaching and J continued to receive extra-work, while some of his current work needed to be ReTasked, the team was aware of the quick response of the PO in analyzing and handling the ReTasking, and expressed its trust in a good reaction (in due time) of the team and PO as a whole. In those conditions, the evaluation of the team for the chances to finish the sprint with success went up to 4!Nov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 19. 19 Conclusions 2 1 Accept uncertainty and plan for it 1 3 2 „Finished“ ≠ „Complete“ update the completion criteria based on better written user stories o INVEST o ReTask 3 Observe the changes in order to be able to adapt References: o Drucker on Management: Planning for Uncertainty, The Wall Street Journal, October 21, 2008. o Agile Estimation and the Cone of Uncertainty, Agile 101 at: http://agile101.net/2009/08/18/agile- estimation-and-the-cone-of-uncertainty/ o The cone of uncertainty, Construx Software Development Best Practices at: http://www.construx.com/Page.aspx?cid=1648 o The INVEST Model for User Stories, at: http://agilewisdom.wordpress.com/2011/01/21/the- invest-model-for-user-stories/ o The Risks of SCRUM, Ralph Jocham, December 8, 2009 at: http://www.slideshare.net/choose/ralph-jocham-the-risks-of-scrum-handout o Iterative, Incremental development - Continuous refactoring, Richard Kronfält, September 25, 2008, at: http://scrumftw.blogspot.com/2008/09/iterative-incremental-development.html o Scrum is a triple win proposition, Joseph Pelrine at: http://www.metaprog.com/blogs/2009/02/scrum-is-a-triple-win-proposition/#commentsNov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process
  • 20. 20 Thank you for your attention ..... ....please, debate Mircea Puiu, Dpl.Eng, Ph.D , SCRUM Master E-mail: mircea.puiu@techteam.com Mobile: ++40 751 155 217Nov, 2011 Agile tour 2011 – Hands on tracking our SCRUM improving process

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