Agile scales, waterfall doesn't - Scrum Gathering Lisbon

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How and why Agile scales, and it is Waterfall that does not scale

How and why Agile scales, and it is Waterfall that does not scale

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  • 1. Vasco Duarte, Scrum Gathering Lisbon 2011
    Agile scales, Waterfall doesn’t
  • 2. Vasco Duarte
    @duarte_vasco
    http://bit.ly/sglx11_blog
    http://bit.ly/vasco_slideshare
  • 3. Vasco
  • 4.
  • 5.
  • 6.
  • 7. Disclaimer
    I’m experienced, but that means:
    I understand your questions
    Not:
    I know all the answers!
  • 8. This is where the talk starts…(wake up… please…)
  • 9. Ready? Here we go…
  • 10. <talk start>
  • 11.
  • 12. System.out.println( “Hello world” );
  • 13. How?
  • 14. What does “scaling” mean?
  • 15. “Large Scale Scrum”?
    Craig Larman, Bas Vodde 2009
  • 16. “Scale Scrum”?
    Schwaber, 2004
  • 17. “Multi-teams project”?
    Cohn, 2006
  • 18. “Distributed”?
    Sandra Durasiewicz, 2008
  • 19. A definition for “scaling”
    Yours truly, now
  • 20. Scaling = Process Property
  • 21. A Software Development Processs scales if (and only if) the effort it takes to manage a project increases at a slower pace than the amount of work being managed!
  • 22. Relative Effort needed to manage a project when the project size increases
    Effort to Manage
    Does not Scale
    Neutral
    Scales
    Work being managed
  • 23. Proposition 1:Scaling Property needs to apply to all “things” we manage in a project
  • 24. Experiment
    Count “things” to manage
    Assess effort needed to manage those “things”
    If work to manage them increases faster than the number of things => process does not exhibit the property of Scalability
  • 25. Growth in effort to manage those “things”
    Growth in number of “things”
    >
  • 26.
  • 27. x = effort to manage 1 requirement
  • 28. Nx = effort to manage N requirements
  • 29. Nx = effort to manage N requirements without dependencies
  • 30. When was the last time you saw a simple list of requirements without dependencies?
  • 31. Effort to manage N requirements with pair-dependencies
  • 32. Relative effort to manage a flat list of N requirements
    Effort to Manage
    Work being managed
  • 33. In Plain English: Waterfall Requirements Management does not scale!
  • 34. This is the cost of a non-scalable Requirements Management Process
  • 35. Question 2: Does Agile Requirements management scale?
  • 36. N Requirements organization in Agile
    User Stories
    100
  • 37. N Requirements organization in Agile
    10
    Features
    User Stories
    100
  • 38. N Requirements organization in Agile
    1
    Epics
    10
    Features
    User Stories
    100
  • 39. N Requirements organization in Agile
    1
    Portfolio Items – Customer marketable
    Epics
    Longer term planning (more than 1 iteration)
    10
    Features
    Where the rubber meets the road – what we do in one iteration
    User Stories
    100
  • 40. Different content abstractions for different stakeholders
    Product Marketing and Portfolio
    Portfolio Items – Customer marketable
    Epics
    Longer term planning (more than 1 iteration)
    Product Owner + Architect + UX
    Features
    Where the rubber meets the road – what we do in one iteration
    User Stories
    Team +
    Product
    Owner
  • 41. As a Project Manager I want …
    1
    Epics
    10
    Features
    User Stories
    100
  • 42. As a Project Manager I want …
    1
    Epics
    10
    Features
    Less stuff to manage, so that I can keep my sanity!
  • 43. Effort to manage N requirements with an Agile Requirements model
    Nx/102
    Where N = number of requirements/user stories
  • 44. The mental sanity graph…(BTW: lower = better)
    Waterfall
    Effort to Manage
    This is the difference between Agile and Waterfall
    The bigger the project gets…
    Where you want to be:
    Work being managed
  • 45. Epics
    Features
    User Stories
  • 46. Venues
    Transportation
    Accomodation
    Marketing
  • 47. Different size = Different solutions
    Size does matter! Don’t solve problems you don’t have!
  • 48. Blue Team
    Red Team
    (good guys)
    (bad guys)
  • 49. “The first thing I told my staff is that we would be in command and out of control.”(US General Paul Van Riper, from Blink by Malcolm Gladwell)
  • 50.
  • 51.
  • 52. Recap:Agile Scales, Waterfall doesn’t
    And hopefully you understand why now :)
  • 53. Currently an Agile Project Coach in Nokia, Vasco Duarte is an experienced product and project manager, having worked in the software industry since 1997. Vasco has also been an Agile practitioner since 2004, he is one of the leaders and a catalyst in the adoption of Agile methods and an Agile culture at Nokia and previously at F-Secure.
    Vasco's contributions to the improvement of the software development profession can be read in his blog: http://softwaredevelopmenttoday.blogspot.com.
    You can follow Vasco on twitter: @duarte_vasco
    Photo credits: Flickr users
    http://www.flickr.com/photos/8867029@N07/
    http://www.flickr.com/photos/_at/
    http://www.flickr.com/photos/quenerapu/
    http://www.flickr.com/photos/privatenobby/
    http://www.flickr.com/photos/fotopakismo/
    http://www.flickr.com/photos/hinkelstone/
    http://www.flickr.com/photos/swamibu/
    http://www.flickr.com/photos/cdevers/
    http://www.flickr.com/photos/jamesbooth/
    http://www.flickr.com/photos/dungodung/
    http://www.flickr.com/photos/puppydogbites/
    http://www.flickr.com/photos/talios/