0
Agnius Paradnikas     IT PROJECT MANAGEMENT     AND SCRUM, PART IIPage 1   IT project management and Scrum, Agnius Paradni...
Table of Contents  PART I, IT PROJECT MANAGEMENT  • Complexity of software development projects  • Classic mistakes  • Wha...
Traditional projects                                                        Assumptions:                                  ...
Traditional projects          We don’t know where we are          and how much work left to be done.     Effort     level ...
Traditional projects  • We imagine that software development can be planned, estimated, and    successfully completed.    ...
Scrum projects  • While it is often said that Scrum is not a silver    bullet, Scrum can be like a heat seeking missile wh...
Scrum projects                                                              Assumptions:                                  ...
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    ...
Scrum history  • Jeff Sutherland created the first Scrum team in 1993 at Easel Corporation  • In 1995, Jeff introduced the...
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.  • Fina...
Scrum Master  • Manages process.  • Removes impediments.  • Firewall.  • Doesn’t command the Team, but helps Team to be se...
Team  • Delivers DONE piece of software each Sprint.  • Responsible for quality.  • Cross-functional.  • Has autonomy rega...
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 (proper...
Sprint      Effort      level                       Sprint           Sprint                                         Deadli...
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.  • Anyo...
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 ...
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      ...
Burndown ChartPicture by Jez Nicholson | http://www.flickr.com/photos/jnicho02/2636053874/Page 28   IT project management ...
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      •...
Daily ScrumPicture by Tom Natt | http://www.flickr.com/photos/tomnatt/3389066169/Page 32   IT project management and Scrum...
Sprint Planning Meeting  • Product Owner, ScrumMaster and the Team participate.  • Product Backlog must be prepared.  • Pa...
Sprint Planning Meeting  • Part 2: The Team prepares a Sprint Backlog      • Count the number of resource hours available....
Sprint Review Meeting  • All stakeholders and otherwise interested should take part  • 2 hours max  • Product Owner remind...
Sprint Retrospective  • The goal is to improve the Team’s work.  • Participates only ScrumMaster and Team.  • Takes part a...
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...
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....
My experience  Project problems and issues before Scrum  • No near future goals.  • Iterative process, but no purpose to u...
My experience… then we tried to use Scrum…                                … and it didn’t work…                           ...
My experience  Why it didn’t work?  • We all had a different understanding about Scrum.  • Team spirit became even worse –...
My experience  We took the second shot  • We had Scrum trainings and several meetings to come up with one    understanding...
My experience  Feedback before using Scrum  “We dont have requirements or understanding what customer needs.   But since i...
My experience  Feedback after Scrum was implemented (after 4 months)  “Good team spirit, good cooperation with Onsite, scr...
Further reading  • Scrum and XP from the Trenches - Henrik    Kniberg  • Free download:    http://www.infoq.com/minibooks/...
http://www.slideshare.net/VismaLietuvaPage 50   IT project management and Scrum, Agnius Paradnikas
www.fb.com/VismaLietuva                                            @VismaLietuvaPage 51   IT project management and Scrum,...
Page 52   IT project management and Scrum, Agnius Paradnikas
Page 53   IT project management and Scrum, Agnius Paradnikas
Upcoming SlideShare
Loading in...5
×

IT Project Management and Scrum, part II

840

Published on

Published in: Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
840
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
47
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transcript of "IT Project Management and Scrum, part II"

  1. 1. Agnius Paradnikas IT PROJECT MANAGEMENT AND SCRUM, PART IIPage 1 IT project management and Scrum, Agnius Paradnikas
  2. 2. 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
  3. 3. 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
  4. 4. 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
  5. 5. 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
  6. 6. 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
  7. 7. 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
  8. 8. SCRUMPicture by Softhouse | http://softhouseeducation.com/Page 8 IT project management and Scrum, Agnius Paradnikas
  9. 9. 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
  10. 10. 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
  11. 11. Scrum overviewPage 11 IT project management and Scrum, Agnius Paradnikas
  12. 12. SCRUM ROLESPage 12 IT project management and Scrum, Agnius Paradnikas
  13. 13. 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
  14. 14. 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
  15. 15. 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
  16. 16. SCRUM SPRINTPage 16 IT project management and Scrum, Agnius Paradnikas
  17. 17. 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
  18. 18. 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
  19. 19. SCRUM ARTIFACTSPage 19 IT project management and Scrum, Agnius Paradnikas
  20. 20. 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
  21. 21. Product BacklogPage 21 IT project management and Scrum, Agnius Paradnikas
  22. 22. Product BacklogPage 22 IT project management and Scrum, Agnius Paradnikas
  23. 23. Product Backlog: TFS 2010Page 23 IT project management and Scrum, Agnius Paradnikas
  24. 24. 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
  25. 25. Sprint BacklogPage 25 IT project management and Scrum, Agnius Paradnikas
  26. 26. Sprint BacklogPage 26 IT project management and Scrum, Agnius Paradnikas
  27. 27. 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
  28. 28. Burndown ChartPicture by Jez Nicholson | http://www.flickr.com/photos/jnicho02/2636053874/Page 28 IT project management and Scrum, Agnius Paradnikas
  29. 29. Burndown ChartPage 29 IT project management and Scrum, Agnius Paradnikas
  30. 30. SCRUM MEETINGSPage 30 IT project management and Scrum, Agnius Paradnikas
  31. 31. 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
  32. 32. Daily ScrumPicture by Tom Natt | http://www.flickr.com/photos/tomnatt/3389066169/Page 32 IT project management and Scrum, Agnius Paradnikas
  33. 33. 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
  34. 34. 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
  35. 35. 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
  36. 36. 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
  37. 37. SCRUM DEFINITION OF DONEPage 37 IT project management and Scrum, Agnius Paradnikas
  38. 38. 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
  39. 39. SCRUM SUMMARYPage 39 IT project management and Scrum, Agnius Paradnikas
  40. 40. Scrum summaryPage 40 IT project management and Scrum, Agnius Paradnikas
  41. 41. SCRUM MY EXPERIENCEPage 41 IT project management and Scrum, Agnius Paradnikas
  42. 42. 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
  43. 43. 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
  44. 44. My experience… then we tried to use Scrum… … and it didn’t work… Page 44 IT project management and Scrum, Agnius Paradnikas
  45. 45. 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
  46. 46. 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
  47. 47. 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
  48. 48. 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
  49. 49. 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
  50. 50. http://www.slideshare.net/VismaLietuvaPage 50 IT project management and Scrum, Agnius Paradnikas
  51. 51. www.fb.com/VismaLietuva @VismaLietuvaPage 51 IT project management and Scrum, Agnius Paradnikas
  52. 52. Page 52 IT project management and Scrum, Agnius Paradnikas
  53. 53. Page 53 IT project management and Scrum, Agnius Paradnikas
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×