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Agnius Paradnikas     IT PROJECT MANAGEMENT     AND SCRUM, PART IPage 1   IT project management and Scrum, Agnius Paradnikas
Who am I?                       Agnius Paradnikas   • Senior .NET developer at Visma Lietuva.   • Mostly working on web an...
Table of Contents  PART I, IT PROJECT MANAGEMENT  • Complexity of software development projects  • Classic mistakes  • Wha...
Picture by Roger Do Minh 2007 | http://www.flickr.com/photos/hitchica/719072170/Page 4   IT project management and Scrum, ...
4 dimensions                                                              • Great influence to speed, quality and         ...
SOFTWARE DEVELOPMENT IS     COMPLICATEDPicture by Jet Propulsion Laboratory 2012 | http://mars.jpl.nasa.gov/msl/Page 6   I...
Product: Domain complexity  • In my 7 year career I worked on 7 different domains.  • Examples of domains:    medical devi...
Product: Unclear requirements  • You’ll never know what customer wants until the product is completely done.Picture by Ste...
Product: Software is intangible  • Hard to track progress.  • Hard perceive quality.  • Unclear scope.Picture by Karin Dal...
Technology: Huge variety  • Programming languages: C#, Java, C++, C, PHP, Python, Ruby, F#,    Clojure, JavaScript, Visual...
Technology: Rapidly changes  • Technology moves very quickly.  • Hard to predict.  • Cloud - no need for hardware infrastr...
People: Communication  • Becomes complicated as team grows.  • Essential to sync everyone’s activities.  • <9 need to swit...
People: Motivation  • Critical factor in development speed.  • Hard to grow motivation, easy to destroy.  • If you trying ...
People: Productivity  • Developer can be 10x productive than peers.  • Technology and Process may increase productivity dr...
Picture by Steve McConnell, “Rapid Development” (page 11)Page 15   IT project management and Scrum, Agnius Paradnikas
Process  • How to make synergy out of chaos?  • Which communication model suits us most?  • Who is responsible for what?  ...
Waterfall: Grandfather of all processes  • First formal software development process published on 1970.  • Originated from...
Environment                                                               • Great impact.                                 ...
CLASSIC MISTAKESPicture by World Usability Day | http://www.worldusabilityday.org/Page 19   IT project management and Scru...
Classic mistakes: People  • Incompetence or wrong competence.  • Unrealistic expectations.  • Adding people to a late proj...
Classic mistakes: Product  • Unclear requirements.  • Lack of user input (65% of functionality is almost never used).  • F...
Classic mistakes: Product  Bug-fixing at the end of projectPicture by Steve McConnell, “Rapid Development” (page 75)Page 2...
Classic mistakes: Process  • Working according waterfall.  • Overly optimistic schedule.  • Too much documentation.  • Rol...
Classic mistakes: Technology  • Overengineering.  • Silver-bullet syndrome.  • Using unstable technologies.  • Using outda...
Classic mistakes: Top 10  • Survey conducted on 2007 by Construx Software (Steve McConnell).  • Slightly >500 survey respo...
Classic mistakes: Top 10Survey results by Construx Software | http://www.construx.com/File.ashx?cid=2389Page 26   IT proje...
AGILEPicture by Scott Adams | http://www.dilbert.comPage 27   IT project management and Scrum, Agnius Paradnikas
Agile                          www.agilemanifesto.org                We are uncovering better ways of developing          ...
Agile  Agile manifesto 4 main principles:  • Individuals and interactions over processes and tools  • Working software ove...
Agile  Twelve Principles of Agile Software  • Our highest priority is to satisfy the customer through early and    continu...
Agile  Twelve Principles of Agile Software  • Build projects around motivated individuals. Give them the    environment an...
Agile  Twelve Principles of Agile Software  • Continuous attention to technical excellence and good design    enhances agi...
Agile                                                                    AUP    XP                                        ...
Further reading  • Rapid Development: Taming Wild Software Schedules - Steve     McConnell  • The Mythical Man-Month: Essa...
Further reading  • Technology radar by ThougthWorks    http://www.thoughtworks.com/insights  • A Practical Guide to Seven ...
Page 36   IT project management and Scrum, Agnius Paradnikas
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Transcript of "IT Project Management and Scrum, part I"

  1. 1. Agnius Paradnikas IT PROJECT MANAGEMENT AND SCRUM, PART IPage 1 IT project management and Scrum, Agnius Paradnikas
  2. 2. Who am I? Agnius Paradnikas • Senior .NET developer at Visma Lietuva. • Mostly working on web and mobile applications. • Agile fan. • Glider pilot. • @Agnius101 • www.notReallyCode.comPage 2 IT project management and Scrum, Agnius Paradnikas
  3. 3. Table of Contents PART I, IT PROJECT MANAGEMENT • Complexity of software development projects • Classic mistakes • What is Agile? PART II, SCRUM • My experience before and after Scrum • Scrum • Basics • Artifacts • Meetings • Definition of Done • EstimationPage 3 IT project management and Scrum, Agnius Paradnikas
  4. 4. Picture by Roger Do Minh 2007 | http://www.flickr.com/photos/hitchica/719072170/Page 4 IT project management and Scrum, Agnius Paradnikas
  5. 5. 4 dimensions • Great influence to speed, quality and price • Each dimension is tightly related • People – most important, but you should focus on all at the same time • Product – the outcome of team work • Technology – programming language, architecture, tools, practices • Process – the way team works • Environment – great influence, no control on it EnvironmentPicture by Steve McConnell, “Rapid Development” (page 11)Page 5 IT project management and Scrum, Agnius Paradnikas
  6. 6. SOFTWARE DEVELOPMENT IS COMPLICATEDPicture by Jet Propulsion Laboratory 2012 | http://mars.jpl.nasa.gov/msl/Page 6 IT project management and Scrum, Agnius Paradnikas
  7. 7. Product: Domain complexity • In my 7 year career I worked on 7 different domains. • Examples of domains: medical devices, motion picture special effects, biometric identification, military fighter planes, GIS, commercial airliners, drug development, warehouse management, banking, finance, oil and gas exploration, forestry, car production, cell phones, retail companies, fire safety, smart houses, electric cars, container-ship management, fishing solutions, elderly people care, etc.Page 7 IT project management and Scrum, Agnius Paradnikas
  8. 8. Product: Unclear requirements • You’ll never know what customer wants until the product is completely done.Picture by Steve McConnell, “Rapid Development” (page 166)Page 8 IT project management and Scrum, Agnius Paradnikas
  9. 9. Product: Software is intangible • Hard to track progress. • Hard perceive quality. • Unclear scope.Picture by Karin Dalziel 2007 | http://www.flickr.com/photos/nirak/644335254/Page 9 IT project management and Scrum, Agnius Paradnikas
  10. 10. Technology: Huge variety • Programming languages: C#, Java, C++, C, PHP, Python, Ruby, F#, Clojure, JavaScript, Visual Basic, Perl, etc. • Frameworks: .NET, ASP.NET MVC, Java, Spring, Zend, Django, Ruby on Rails, etc. • Platforms: Azure, node.js, Android, iOS, Windows Phone, etc. • Tools: IDEs, compilers, collaboration, test, etc. • Practices: TDD, BDD, Refactoring, Mobile first, Continuous integration, etc.Picture by Wenger | http://www.wengerna.com/giant-knife-16999Page 10 IT project management and Scrum, Agnius Paradnikas
  11. 11. Technology: Rapidly changes • Technology moves very quickly. • Hard to predict. • Cloud - no need for hardware infrastructure. • Software as a Service (SaaS). • NoSQL. • JavaScript starts to rule (node.js, meteor.js, Windows 8 apps, etc). • Mobile first. • Cross-platform mobile development. • Responsive Web Design.Page 11 IT project management and Scrum, Agnius Paradnikas
  12. 12. People: Communication • Becomes complicated as team grows. • Essential to sync everyone’s activities. • <9 need to switch to written documents & formal communication.Picture by Steve McConnell, “Rapid Development” (page 312)Page 12 IT project management and Scrum, Agnius Paradnikas
  13. 13. People: Motivation • Critical factor in development speed. • Hard to grow motivation, easy to destroy. • If you trying to motivate developer the same way as project manager – you will fail. • Top motivators for developers: Achievement, Possibility for growth, Work itself, Personal life, Technical supervision opportunity.Page 13 IT project management and Scrum, Agnius Paradnikas
  14. 14. People: Productivity • Developer can be 10x productive than peers. • Technology and Process may increase productivity drastically. • Unnecessary meetings kills productivity.Page 14 IT project management and Scrum, Agnius Paradnikas
  15. 15. Picture by Steve McConnell, “Rapid Development” (page 11)Page 15 IT project management and Scrum, Agnius Paradnikas
  16. 16. Process • How to make synergy out of chaos? • Which communication model suits us most? • Who is responsible for what? • Who is doing what? • What is the progress of our work? • When we will finish? • How to control quality? • How to distribute tasks? • How to avoid overtime at the end of the project? • What we need to document? • How we get requirements? • What are our priorities?Page 16 IT project management and Scrum, Agnius Paradnikas
  17. 17. Waterfall: Grandfather of all processes • First formal software development process published on 1970. • Originated from manufacturing and construction industries. • False assumption that requirements doesn’t change through whole lifecycle.Picture by Jim Rising | http://www.managedmayhem.com/2009/05/06/sashimi-waterfall-software-development-process/Page 17 IT project management and Scrum, Agnius Paradnikas
  18. 18. Environment • Great impact. • Unpredictable. • Throw away product or adapt. EnvironmentPicture by Steve McConnell, “Rapid Development” (page 11)Page 18 IT project management and Scrum, Agnius Paradnikas
  19. 19. CLASSIC MISTAKESPicture by World Usability Day | http://www.worldusabilityday.org/Page 19 IT project management and Scrum, Agnius Paradnikas
  20. 20. Classic mistakes: People • Incompetence or wrong competence. • Unrealistic expectations. • Adding people to a late project. • Wishful thinking. • Undermined motivation. • Heroics. • Noisy, crowded offices.Page 20 IT project management and Scrum, Agnius Paradnikas
  21. 21. Classic mistakes: Product • Unclear requirements. • Lack of user input (65% of functionality is almost never used). • Feature creep. • Unclear project vision. • Confusing estimates with targets. • Shortchanged quality assurance. • Bug-fixing at the end of project.Page 21 IT project management and Scrum, Agnius Paradnikas
  22. 22. Classic mistakes: Product Bug-fixing at the end of projectPicture by Steve McConnell, “Rapid Development” (page 75)Page 22 IT project management and Scrum, Agnius Paradnikas
  23. 23. Classic mistakes: Process • Working according waterfall. • Overly optimistic schedule. • Too much documentation. • Roles are not defined. • Faked deadlines. • Excessive multi-tasking. • Insufficient risk management. • Abandonment planning under pressure.Page 23 IT project management and Scrum, Agnius Paradnikas
  24. 24. Classic mistakes: Technology • Overengineering. • Silver-bullet syndrome. • Using unstable technologies. • Using outdated technologies. • Strongly coupled architecture.Page 24 IT project management and Scrum, Agnius Paradnikas
  25. 25. Classic mistakes: Top 10 • Survey conducted on 2007 by Construx Software (Steve McConnell). • Slightly >500 survey respondents.Page 25 IT project management and Scrum, Agnius Paradnikas
  26. 26. Classic mistakes: Top 10Survey results by Construx Software | http://www.construx.com/File.ashx?cid=2389Page 26 IT project management and Scrum, Agnius Paradnikas
  27. 27. AGILEPicture by Scott Adams | http://www.dilbert.comPage 27 IT project management and Scrum, Agnius Paradnikas
  28. 28. Agile www.agilemanifesto.org We are uncovering better ways of developing software by doing it and helping others do it. Feb 11-13, 2001 Snowbird ski resort, Utah Kent Beck Ron Jeffries Mike Beedle Jon Kern Arie van Bennekum Brian Marick Alistair Cockburn Robert C. Martin Ward Cunningham Steve Mellor Martin Fowler Ken Schwaber James Grenning Jeff Sutherland Jim Highsmith Dave Thomas Andrew HuntPicture from Vaidas Adomauskas slides | http://www.slideshare.net/vaidasa/agile-and-agile-methods-what-is-the-most-important-to-understand-to-succeedPage 28 IT project management and Scrum, Agnius Paradnikas
  29. 29. Agile Agile manifesto 4 main principles: • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a planPage 29 IT project management and Scrum, Agnius Paradnikas
  30. 30. Agile Twelve Principles of Agile Software • 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 customers 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.Page 30 IT project management and Scrum, Agnius Paradnikas
  31. 31. Agile Twelve Principles of Agile Software • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. • Working software is the primary measure of progress. • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.Page 31 IT project management and Scrum, Agnius Paradnikas
  32. 32. Agile Twelve Principles of Agile Software • 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.Page 32 IT project management and Scrum, Agnius Paradnikas
  33. 33. Agile AUP XP Crystal Lean ...Picture from Vaidas Adomauskas slides | http://www.slideshare.net/vaidasa/agile-and-agile-methods-what-is-the-most-important-to-understand-to-succeedPage 33 IT project management and Scrum, Agnius Paradnikas
  34. 34. Further reading • Rapid Development: Taming Wild Software Schedules - Steve McConnell • The Mythical Man-Month: Essays on Software Engineering - Frederick P. Brooks • Leading Lean Software Development: Results Are not the Point - Mary Poppendieck, Tom PoppendieckPage 34 IT project management and Scrum, Agnius Paradnikas
  35. 35. Further reading • Technology radar by ThougthWorks http://www.thoughtworks.com/insights • A Practical Guide to Seven Agile Methodologies http://www.devx.com/architect/Article/32836 • Vaidas Adomauskas slides on SlideShare http://www.slideshare.net/vaidasa/presentations • Agile day in Lithuania http://www.agilediena.lt/Page 35 IT project management and Scrum, Agnius Paradnikas
  36. 36. Page 36 IT project management and Scrum, Agnius Paradnikas
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