IT Project Management and Scrum, part II
Upcoming SlideShare
Loading in...5
×
 

IT Project Management and Scrum, part II

on

  • 928 views

 

Statistics

Views

Total Views
928
Views on SlideShare
923
Embed Views
5

Actions

Likes
0
Downloads
42
Comments
0

2 Embeds 5

https://twitter.com 3
https://tasks.crowdflower.com 2

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

IT Project Management and Scrum, part II IT Project Management and Scrum, part II Presentation Transcript

  • Agnius Paradnikas IT PROJECT MANAGEMENT AND SCRUM, PART IIPage 1 IT project management and Scrum, Agnius Paradnikas
  • Table of Contents PART I, IT PROJECT MANAGEMENT • Complexity of software development projects • Classic mistakes • What is Agile? PART II, SCRUM • Traditional projects vs. Scrum projects • Scrum • Scrum history • Basics • Definition of Done • My experiencePage 2 IT project management and Scrum, Agnius Paradnikas
  • Traditional projects Assumptions: • Customer knows what he wants • Developers know how to build it • Nothing will change along the wayPictures from Vaidas Adomauskas slides | http://www.slideshare.net/vaidasa/agile-and-agile-methods-what-is-the-most-important-to-understand-to-succeedPage 3 IT project management and Scrum, Agnius Paradnikas
  • Traditional projects We don’t know where we are and how much work left to be done. Effort level We won’t Deadline Time finish!Picture from Vaidas Adomauskas slides | http://www.slideshare.net/vaidasa/agile-and-agile-methods-what-is-the-most-important-to-understand-to-succeedPage 4 IT project management and Scrum, Agnius Paradnikas
  • Traditional projects • We imagine that software development can be planned, estimated, and successfully completed. This has proven incorrect in practice. • Software development process is an unpredictable, complicated process that can only be roughly described as an overall progression.Page 5 IT project management and Scrum, Agnius Paradnikas
  • Scrum projects • While it is often said that Scrum is not a silver bullet, Scrum can be like a heat seeking missile when pointed in the right direction. Source: “The Scrum Papers: Nut, Bolts, and Origins of an Agile Framework” - Jeff Sutherland - Somerville, MA USA, 2010Picture from Vaidas Adomauskas slides | http://www.slideshare.net/vaidasa/agile-and-agile-methods-what-is-the-most-important-to-understand-to-succeedPage 6 IT project management and Scrum, Agnius Paradnikas
  • Scrum projects Assumptions: • Customer discovers what he wants • Developers discover how to build it • Things change along the wayPictures from Vaidas Adomauskas slides | http://www.slideshare.net/vaidasa/agile-and-agile-methods-what-is-the-most-important-to-understand-to-succeedPage 7 IT project management and Scrum, Agnius Paradnikas
  • SCRUMPicture by Softhouse | http://softhouseeducation.com/Page 8 IT project management and Scrum, Agnius Paradnikas
  • Scrum history 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 9 IT project management and Scrum, Agnius Paradnikas
  • Scrum history • Jeff Sutherland created the first Scrum team in 1993 at Easel Corporation • In 1995, Jeff introduced the Scrum to Ken Schwaber • First formalized the Scrum at OOPSLA’95 • In 2011 Scrum is used in over 75% of Agile implementations worldwide [1] Jeff Sutherland Ken Schwaber[1] “The Scrum Papers: Nut, Bolts, and Origins of an Agile Framework”, Jeff SutherlandPictures by www.scrum-events.dePage 10 IT project management and Scrum, Agnius Paradnikas
  • Scrum overviewPage 11 IT project management and Scrum, Agnius Paradnikas
  • SCRUM ROLESPage 12 IT project management and Scrum, Agnius Paradnikas
  • Product Owner • Sees big picture, vision responsible for Return of Investment. • Prioritizes. • Plans releases. • Final arbiter of requirements questions. • Presents interest of stakeholders. • Defines scope. • Negotiates goals and requirements with the Team. • Accepts or rejects each product increment. • Owns the Product Backlog. • Available for questions.Picture by Softhouse | http://softhouseeducation.com/Page 13 IT project management and Scrum, Agnius Paradnikas
  • Scrum Master • Manages process. • Removes impediments. • Firewall. • Doesn’t command the Team, but helps Team to be self- organized. • Helps Team to be efficient. • Keeps Scrum artifacts visible. • Helps Product Owner to transform requirements to product backlog items.Picture by Softhouse | http://softhouseeducation.com/Page 14 IT project management and Scrum, Agnius Paradnikas
  • Team • Delivers DONE piece of software each Sprint. • Responsible for quality. • Cross-functional. • Has autonomy regarding how to reach commitments. • Self-organizing. • Intensely collaborative. • Co-located (ideally in Team room). • Owns Sprint Backlog. • 7 +- 2 full-time members.Picture by Softhouse | http://softhouseeducation.com/Page 15 IT project management and Scrum, Agnius Paradnikas
  • SCRUM SPRINTPage 16 IT project management and Scrum, Agnius Paradnikas
  • Sprint • Sprint fixed-length iteration. • 2-4 weeks length. • Team attempts to build a potentially shippable (properly tested) application increment every Sprint.Pictures by Softhouse | http://softhouseeducation.com/Page 17 IT project management and Scrum, Agnius Paradnikas
  • Sprint Effort level Sprint Sprint Deadline TimePicture from Vaidas Adomauskas slides | http://www.slideshare.net/vaidasa/agile-and-agile-methods-what-is-the-most-important-to-understand-to-succeedPage 18 IT project management and Scrum, Agnius Paradnikas
  • SCRUM ARTIFACTSPage 19 IT project management and Scrum, Agnius Paradnikas
  • Product Backlog • Prioritized results - oriented list of things that need to be done to get application ready. • Anyone can add items. • Product Owner prioritizes. • Items at top has biggest priority than items at bottom. • Often contains requirements, Use Cases, User Stories, features, bugs and change requests.Page 20 IT project management and Scrum, Agnius Paradnikas
  • Product BacklogPage 21 IT project management and Scrum, Agnius Paradnikas
  • Product BacklogPage 22 IT project management and Scrum, Agnius Paradnikas
  • Product Backlog: TFS 2010Page 23 IT project management and Scrum, Agnius Paradnikas
  • Sprint Backlog • Prioritized list of Product Backlog Items (PBI) selected to the Sprint. • Scope is fixed during Sprint Execution. • Tasks are created by the Team during Sprint Planning Meeting. • Team member has only ONE task in progress. • Each task is 1 - 32 hours, for one person. • Daily update of task progress. • Team members sign up for tasks. • Maintained by the team.Page 24 IT project management and Scrum, Agnius Paradnikas
  • Sprint BacklogPage 25 IT project management and Scrum, Agnius Paradnikas
  • Sprint BacklogPage 26 IT project management and Scrum, Agnius Paradnikas
  • Burndown Chart • Represents progress: tasks resolved per day • Updated daily • Automated • Sprint Burndown chart • Remaining effort • Product Burndown chart • Velocity • TrendlinesPage 27 IT project management and Scrum, Agnius Paradnikas
  • Burndown ChartPicture by Jez Nicholson | http://www.flickr.com/photos/jnicho02/2636053874/Page 28 IT project management and Scrum, Agnius Paradnikas
  • Burndown ChartPage 29 IT project management and Scrum, Agnius Paradnikas
  • SCRUM MEETINGSPage 30 IT project management and Scrum, Agnius Paradnikas
  • Daily Scrum • Everyone reports: • Things I have done since the last Daily Scrum • Things I will do today • Impediments • 15 minutes, same time & place every day. • Be on time! • No problem solving! • Anyone may attend. • Only Team and ScrumMaster may speak.Page 31 IT project management and Scrum, Agnius Paradnikas
  • Daily ScrumPicture by Tom Natt | http://www.flickr.com/photos/tomnatt/3389066169/Page 32 IT project management and Scrum, Agnius Paradnikas
  • Sprint Planning Meeting • Product Owner, ScrumMaster and the Team participate. • Product Backlog must be prepared. • Part 1: The Product Owner presents what the end user wants. • Work out all unclear issues regarding the top priority Backlog Items. • Revised estimations of Backlog Items. • Product owner defines ”done” characterisitcs for each item. • Product owner answer all questions. • Determines a Sprint Goal together with the Team. • Max 4 hours (all Scrum meetings are timeboxed).Page 33 IT project management and Scrum, Agnius Paradnikas
  • Sprint Planning Meeting • Part 2: The Team prepares a Sprint Backlog • Count the number of resource hours available. • Break down Product Backlog Items into concrete tasks and estimate them. • Estimates all Team. • Poker planning. • After the meeting every member of the team knows where to start. • Max 4 hours.Picture by IT-Zynergy ApS| http://www.it-zynergy.com/scrum-planning-pokerPage 34 IT project management and Scrum, Agnius Paradnikas
  • Sprint Review Meeting • All stakeholders and otherwise interested should take part • 2 hours max • Product Owner reminds the Sprint goals • Team demonstrates only working software to stakeholders • What have we achieved • Should show only finished functionality, no slides • Plan your demo beforehand! • Direct feedback from stakeholders (the End User also) • Feedback incorporated into Product Backlog • Open discussion as a base for the planning of the next SprintPage 35 IT project management and Scrum, Agnius Paradnikas
  • Sprint Retrospective • The goal is to improve the Team’s work. • Participates only ScrumMaster and Team. • Takes part after each Sprint Review. • Max 2 hours. • Team reflects on the sprint. • What went well (keep doing)? • What could be improved? • Agree on action points and who will be responsible for that.Page 36 IT project management and Scrum, Agnius Paradnikas
  • SCRUM DEFINITION OF DONEPage 37 IT project management and Scrum, Agnius Paradnikas
  • Definition of Done • Team should have common understanding what ”Done” means for core elements of the project: Release, Sprint, Task, etc. • As close to ”live” as possible. • Define DoD in a workshop. • Document it. • Share it. • Follow it. • Essential for reliable estimates!Picture by Robo Android | http://www.flickr.com/photos/49140926@N07/5734182633/Page 38 IT project management and Scrum, Agnius Paradnikas
  • SCRUM SUMMARYPage 39 IT project management and Scrum, Agnius Paradnikas
  • Scrum summaryPage 40 IT project management and Scrum, Agnius Paradnikas
  • SCRUM MY EXPERIENCEPage 41 IT project management and Scrum, Agnius Paradnikas
  • My experience Project problems and issues before Scrum • Unclear and changing requirements. • Unclear responsibilities. • No priorities – no focus. • Bad team spirit. • Meetings, meetings, meetings…Page 42 IT project management and Scrum, Agnius Paradnikas
  • My experience Project problems and issues before Scrum • No near future goals. • Iterative process, but no purpose to use iterations. • Estimating == guess. • Result doesn’t meet customer expectations. • Multitasking. • Developer implement one thing, testers try to test the other.Page 43 IT project management and Scrum, Agnius Paradnikas
  • My experience… then we tried to use Scrum… … and it didn’t work… Page 44 IT project management and Scrum, Agnius Paradnikas
  • My experience Why it didn’t work? • We all had a different understanding about Scrum. • Team spirit became even worse – in addition we started arguing what is Scrum and what is not. • We didn’t use key principles of the Scrum – “OK, it’s agile so we take only what is suitable for our case”. • Product owner was not the right person.Page 45 IT project management and Scrum, Agnius Paradnikas
  • My experience We took the second shot • We had Scrum trainings and several meetings to come up with one understanding about Scrum. • We agreed to use all Scrum rules and principles, not just part of it. • We have appointed different person to run Product owner role. • Our team was too big for Scrum, so some had to leave. … and then the Scrum slowly started to work!Page 46 IT project management and Scrum, Agnius Paradnikas
  • My experience Feedback before using Scrum “We dont have requirements or understanding what customer needs. But since it is decided something, it almost impossible to change and make system better, maybe partially because of leak of trust for offsite team.” “Work load is estimated before even knowing what exactly is needed to be done.” “The main problem is that this project is not product, but jira oriented. It seems it is not so important what product we are doing, just to have good jira reports.”Page 47 IT project management and Scrum, Agnius Paradnikas
  • My experience Feedback after Scrum was implemented (after 4 months) “Good team spirit, good cooperation with Onsite, scrum usage, everyone see the project status, discuss tasks and after sprint thinks what could be improved.” “Sprint specific workloads have been estimated better and better during the project.” “Good team spirits and a lot of communications. To see our customer being happy with the developed product.”Page 48 IT project management and Scrum, Agnius Paradnikas
  • Further reading • Scrum and XP from the Trenches - Henrik Kniberg • Free download: http://www.infoq.com/minibooks/scrum-xp-from- the-trenchesPage 49 IT project management and Scrum, Agnius Paradnikas
  • http://www.slideshare.net/VismaLietuvaPage 50 IT project management and Scrum, Agnius Paradnikas
  • www.fb.com/VismaLietuva @VismaLietuvaPage 51 IT project management and Scrum, Agnius Paradnikas
  • Page 52 IT project management and Scrum, Agnius Paradnikas
  • Page 53 IT project management and Scrum, Agnius Paradnikas