Vasco Duarte, Scrum Gathering Lisbon 2011<br />Agile scales, Waterfall doesn’t<br />
Vasco Duarte<br />@duarte_vasco<br />http://bit.ly/sglx11_blog<br />http://bit.ly/vasco_slideshare<br />
Vasco<br />
Disclaimer<br />I’m experienced, but that means:<br />I understand your questions<br />Not:<br />I know all the answers!<b...
This is where the talk starts…(wake up… please…)<br />
Ready? Here we go…<br />
<talk start><br />
System.out.println( “Hello world” );<br />
How?<br />
What does “scaling” mean?<br />
“Large Scale Scrum”?<br />Craig Larman, Bas Vodde 2009<br />
“Scale Scrum”?<br />Schwaber, 2004<br />
“Multi-teams project”?<br />Cohn, 2006<br />
“Distributed”?<br />Sandra Durasiewicz, 2008<br />
A definition for “scaling”<br />Yours truly, now<br />
Scaling = Process Property<br />
A Software Development Processs scales if (and only if) the effort it takes to manage a project increases at a slower pace...
Relative Effort needed to manage a project when the project size increases<br />Effort to Manage<br />Does not Scale<br />...
Proposition 1:Scaling Property needs to apply to all “things” we manage in a project<br />
Experiment<br />Count “things” to manage<br />Assess effort needed to manage those “things”<br />If work to manage them in...
Growth in effort to manage those “things”<br />Growth in number of “things”<br />><br />
x = effort to manage 1 requirement<br />
Nx = effort to manage N requirements<br />
Nx = effort to manage N requirements without dependencies<br />
When was the last time you saw a simple list of requirements without dependencies?<br />
Effort to manage N requirements with pair-dependencies<br />
Relative effort to manage a flat list of N requirements<br />Effort to Manage<br />Work being managed<br />
In Plain English: Waterfall Requirements Management does not scale!<br />
This is the cost of a non-scalable Requirements Management Process<br />
Question 2: Does Agile Requirements management scale?<br />
N Requirements organization in Agile<br />User Stories<br />100<br />
N Requirements organization in Agile<br />10<br />Features<br />User Stories<br />100<br />
N Requirements organization in Agile<br />1<br />Epics<br />10<br />Features<br />User Stories<br />100<br />
N Requirements organization in Agile<br />1<br />Portfolio Items – Customer marketable<br />Epics<br />Longer term plannin...
Different content abstractions for different stakeholders<br />Product Marketing and Portfolio <br />Portfolio Items – Cus...
As a Project Manager I want …<br />1<br />Epics<br />10<br />Features<br />User Stories<br />100<br />
As a Project Manager I want …<br />1<br />Epics<br />10<br />Features<br />Less stuff to manage, so that I can keep my san...
Effort to manage N requirements with an Agile Requirements model<br />Nx/102<br />Where N = number of requirements/user st...
The mental sanity graph…(BTW: lower = better)<br />Waterfall<br />Effort to Manage<br />This is the difference between Agi...
Epics<br />Features<br />User Stories<br />
Venues<br />Transportation<br />Accomodation<br />Marketing<br />
Different size = Different solutions<br />Size does matter! Don’t solve problems you don’t have!<br />
Blue Team<br />Red Team<br />(good guys)<br />(bad guys)<br />
“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...
Recap:Agile Scales, Waterfall doesn’t<br />And hopefully you understand why now :)<br />
Currently an Agile Project Coach in Nokia, Vasco Duarte is an experienced product and project manager, having worked in th...
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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

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Agile scales, waterfall doesn't - Scrum Gathering Lisbon

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