Beyond the Scrum - I


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Beyond the Scrum - I

  1. 1. Beyond the Scrum Implementing Lean Software Practices in Your Organization Adam Monago, ThoughtWorks Better Software Conference June 11, 2009, Las Vegas, Nevada Saturday, June 13, 2009 1
  2. 2. Agenda • About ThoughtWorks • Why IT Projects Fail • Failures with Agile; Why Scrum is not sufficient on its own • Elements of Successful Approaches • What is Lean and How do I do it? • What are the real benefits and how to ThoughtWorks Studios tools support these objectives? Saturday, June 13, 2009 2
  3. 3. We literally write the books on Agile About and technology innovation • Founded in 1993 • World Leaders in use of Agile • Global Delivery from US, UK, Software Development techniques Canada, Australia, India and China • Expertise: Java, .NET, SOA, Ruby, • 1000+ employees Open Source • $132M+ in revenue (2008) • High End IT Consulting. Ideation to Production • Application Development, Support & Evolution • Build and Deploy: Enterprise Class, Business Critical Software • ThoughtWorks Studios: Focused on creating Products for Agile practitioners Saturday, June 13, 2009 3
  4. 4. What we want you to walk away with The right combination of practices can help you... ...maximize your team’s throughput by monitoring your team’s limits and focusing on bottlenecks. ...reduce cycle time in your release management process through parallelization and immediate notifications of build and deployment failures. ...improve product quality and reduce churn by implementing acceptance test driven development practices Saturday, June 13, 2009 4
  5. 5. Top 10 Reasons IT Projects Fail Hard-Working, Focused Staff Clear Vision & Objectives User Involvement Ownership Competent Staff Executive Smaller Project Milestones Management Support Realistic Expectations Proper Planning Clear Statement of Requirements Source: Standish Group Saturday, June 13, 2009 5
  6. 6. reduced value time-to-market limited purview higher testing costs requirements reduced test expired PMO coverage lack of tool challenges & resources long delivery cycles in QA lack of estimation pain communication scope dysfunction issues internal disconnect scope bloat silo-integration pain roles & responsibilities lost know-how confusion higher increased project risk time-slicing must reinvest in intellectual capital reactive tasking Saturday, June 13, 2009 6
  7. 7. Agile: Flipping the Axes Saturday, June 13, 2009 7
  8. 8. Agile: Flipping the Axes Saturday, June 13, 2009 8
  9. 9. Many flavors of Agile • None offer a complete solution • XP, Scrum, DSDM, Crystal, and Lean (among others) all offered valuable methods that contribute to a more effective way of running projects • In the market, Scrum has clearly been the most successful in terms of adoption Saturday, June 13, 2009 9
  10. 10. Why has Scrum been adopted by so many? • Easy to learn • Many parallels to existing organizational concepts* • Does not address the technology issues * Bowley, Rob “Lean is the new Scrum, and it will fail for the same reasons “ Saturday, June 13, 2009 10
  11. 11. Agile Failures: What’s going wrong? "Agile is hard, and you can't master it by sitting through a two-day course. ... if you don't use agile engineering practices, if you don't have high-bandwidth communication, and if you don't include a strong customer voice, you're not going to succeed... Scrum is popular because it's easy--and that's part of the problem. James Shore, “The Decline and Fall of Agile”, 14, Nov, 2008 Saturday, June 13, 2009 11
  12. 12. What are the essential Agile Engineering Practices? • Continuous Integration • Test Driven Development • Refactoring • Pair Programming When they are not applied, you run the risk of undermining all of your other process and management efforts! Saturday, June 13, 2009 12
  13. 13. Components of a successful agile implementation Disciplined Engineering Practices (XP) Adaptive Lean Management Principles Philosophy (SCRUM) Saturday, June 13, 2009 13
  14. 14. So....what exactly is Lean all about? • In a nutshell... • Managing how much you are doing at all times to make sure your team is working optimally as a whole system • Making sure every single item you are working on is uniquely valuable; If it is not completed, it is money down the drain Saturday, June 13, 2009 14
  15. 15. Philosophical parallels between “Lean” and “Agile” Saturday, June 13, 2009 15
  16. 16. Elimination of Waste is Key Saturday, June 13, 2009 16
  17. 17. This is getting attention! Companies can reduce application development and maintenance costs by up to 40% McKinsey “Applying Lean to Application Development and Maintenance”, 2007 Saturday, June 13, 2009 17
  18. 18. Why ThoughtWorks Studios? Metrics and Visibility !!Real time status of Programs, Project, and Initiatives !!Adhere to Approval and Governance Requirements !!Requirement to Code Traceability Collaboration !!Next Floor or Bangalore !!Frequent Business & IT Stakeholder Interaction !!Leverage Right People, Right Place, Right Time Business Agility !!Adapt to Local Conditions !!Support Various Implementation Approaches !!Reduce Feedback Cycles to Shorten -> Time to Live Saturday, June 13, 2009 18
  19. 19. Why ThoughtWorks Studios? Mingle, Cruise and Twist have all been designed to provide visibility to teams so that they can resolve impediments in their process and improve flow and communication. They support whatever process decisions you make, and ENCOURAGE you to adapt. Saturday, June 13, 2009 19
  20. 20. Pull systems and Kanban “The ideal work planning process should always provide the development team with best thing to work on next, no more and no less.” -Corey Ladas, “Scrum-ban” Saturday, June 13, 2009 20
  21. 21. Use metrics to measure flow and to detect where bottlenecks occur Saturday, June 13, 2009 21
  22. 22. Parallelize what you can Saturday, June 13, 2009 22
  23. 23. Tests should be easily maintained by the entire team as they adapt Saturday, June 13, 2009 23
  24. 24. Reinforce good practices and people with the right tools •! One source of project data across teams •! Reducing cycle time and getting fast feedback should be the number one priority •! Tools should be used by everyone on the team to be effective •! Management driven metrics Saturday, June 13, 2009 24
  25. 25. Thank You! Saturday, June 13, 2009 25