Prince&Scrum: Unexpected Partners Handout

www.xebia.com Scrum & Prince2™ How to successfully combine methodologies © Xebia 2009 page 1

www.xebia.com Introduction EELCO GRAVENDEEL © Xebia 2009 page 2

www.xebia.com THE POINT IS … Using a combination of the right tools can help you do a complicated job! Now lets go and find the right tools for the right job … © Xebia 2009 page 3

www.xebia.com © Xebia 2009 page 4

www.xebia.com  © Xebia 2009 page 5

www.xebia.com  © Xebia 2009 page 6

www.xebia.com  © Xebia 2009 page 7

www.xebia.com  © Xebia 2009 page 9

www.xebia.com Enough about tools WHAT ABOUT THE METHODOLOGIES? © Xebia 2009 page 11

www.xebia.com Scrum … • … gets things done • … is transparent • … makes me happy • … is scalable So why do I need more tooling? Doesn’t Scrum fulfill all my project needs? © Xebia 2009 page 12

www.xebia.com Scaling Scrum Company size Company management Scrum support team Scrum of Product owners Scrums Team A PO Team B PO Team C PO © Xebia 2009 page 13

www.xebia.com Consider this COTS Product D: Big budgets, Soled by company Z tight deadlines Infrastructure Stakeholder A Hosted at company Y Stakeholder A Stakeholder A Stakeholder A All components need to Stakeholder AA Stakeholder work together Stakeholder Z Migration of the old data into the new system Users need Software component A: extensive training Build in-house Overall alignment of components is crucial Software component B: Software component C: Build in-house Build by company X © Xebia 2009 page 14

www.xebia.com Okay, so lets compare Scrum is about the Prince2 is about team getting the work creating a controlled Done environment Scrum will get me Prince2 helps transparency: what is identifying and the real status managing project risks Both are business Scrum scales perfectly: value driven Prince2 can be used for multiple teams, multiple managing complex product owners Both emphasize projects adapting the method to your environment Prince2 gives real Agile planning rules! attention to starting & finishing projects Prince2 says little about Scrum says little about how you get the “actual project management work” done © Xebia 2009 page 15

www.xebia.com Consider this again Prince2 Hosted atScrum company Y COTS Product D: Big budgets, Soled by company Z tight deadlines Infrastructure Stakeholder A Stakeholder A Hosted at company Y Stakeholder A Stakeholder A All components need to Stakeholder AA Stakeholder work together Stakeholder Z Migration of the old data into the new system Scrum Users need Software component A: extensive training Scrum Build in-house Overall alignment of components is crucial Scrum Scrum Software component B: Software component C: Build in-house Build by company X © Xebia 2009 page 16

www.xebia.com Okay, some process mapping © Xebia 2009 page 17

www.xebia.com Okay, some process mapping Continues planning Enhanced Burndown chart Backlog management Progress monitoring & communication by working software Task Board Burndown chart Impediment list Incorporated testing & QA Empowered teams © Xebia 2009 page 18

www.xebia.com Reporting and planning • Burndown charts, task boards etc. direct input for checkpoint reports • Highlight reports easily derived from the above • Sprint planning equals team plan • Well known velocity and enhanced burndown charts help guarding the project steering parameters © Xebia 2009 page 19

www.xebia.com Think about • How many sprints should be a stage … • What steering parameters do we use … • Is the Senior User the product owner … • Or can the PM be proxy product owner … • How do we do architecture … • Etc … There are no cookbooks to follow and be right! You need to think about these things when starting up a project … And then inspect & adapt as you go along!!! © Xebia 2009 page 20

www.xebia.com Too much process mapping … PRINCE2 / Scrum configuration checklist http://blog.julianonsoftware.com NOTE that DP1 'ad hoc direction' and a few others are Copyright 2006 Julian Harris / Scrum Master / Qualified intentionally PRINCE2 Practitioner / julian@julianonsoftware.com omitted. Who Area Scrum / Agile X-Ref Status (PRINCE2) Who (Scrum) Notes PRINCE2 Code Activities Project Startup & Initiation SU1 Appoint Executive and PM N/A Pending Executive Product Owner SU1 Produce Project Mandate Define Project Vision Pending Executive Product Owner SU1 PM Job Description N/A Done Executive Product Owner SU2 Design PM Team Assemble Team Pending PM Scrum Master Includes interactions with other teams and why SU3 Appoint PM Team Assemble Team Pending PM Scrum Master SU4 Create Risk/Issue Log & Initial Risks & Issues 'Sprint 0' planning Pending PM Scrum Master Issues actually created in IP5 SU4 Create Outline Business Case 'Sprint 0' planning Pending Executive Product Owner Will be reviewed in 'Sprint 0' planning 'Sprint 0' planning: Prepare Initial SU4 Capture Customer Quality Expectations Product Backlog Pending PM Scrum Master For Specialist Products produced Time, cost, scope, benefit, risk, quality. Aspects that need to be SU4 Capture Project Tolerances & Acceptance Criteria 'Sprint 0' planning Pending PM Scrum Master renegotiated with the Project Board if there's a danger of going past 'Sprint 0' planning: Prepare Initial SU4 Capture & Prioritise Initial Customer Requirements Product Backlog Pending Senior User Product Owner Capture Customer best practices, standards & SU5 constraints 'Sprint 0' planning Pending Senior User Product Owner CP1 Identify operational needs 'Sprint 0' planning Pending Senior User Product Owner CP1 Identify maintenance needs 'Sprint 0' planning Pending Senior User Product Owner Storage of project products: how, where, who, what. Does Customer IP1 Establish Configuration Management Plan 'Sprint 0' planning Pending PM Scrum Master have systems in place? See SU5 as well. Rules for when and how things can be changed. Scrum: anything can IP1 Establish Change Control approach Scrum Rollout Pending PM Scrum Master be changed after a Sprint, but not during. IP1 Establish QA approach for testing 'Sprint 0' planning Pending PM Scrum Master Secondment of test team members etc. Responsibilities etc Scrum: monthly retrospectives reviewing how the process went, and IP1 Establish QA approach for delivery 'Sprint 0' planning Pending PM Scrum Master how to improve. Agreement on what 'DONE' means. Scrum: Sprint review & retrospectives + those from configuration IP1 Establish Quality Log 'Sprint 0' planning Pending PM Scrum Master management Probable Product Backlogs across multiple Sprints and setup of IP2 Plan overall Project 'Sprint 0' planning Pending PM Scrum Master Release Backlog Revisions to earlier work. Reality is that this will be updated as IP3 Refine Business Case & Risks Sprint planning Each Sprint PM Scrum Master necessary at end of Sprints. Reporting / escalation & decisionmaking arrangements with Executive and rest of Board. In addition to standard Scrum IP4 Set up Project Controls 'Sprint 0' planning Pending PM Scrum Master mechanisms of daily scrums + 30 day Sprint review © Xebia 2009 page 21

www.xebia.com Some do’s & don'ts Do: Use Scrum & Prince2 Don’t: when complex Use Prince2 stand- (previous slide) alone for software projects Don’t: Don’t: Do: Use any methodology Use Prince2 and Plan-Do-Check-Act just by the book: don’t Scrum for pure in- Taylor the methods be a template zombie! house software constantly to development continuously improve Do: Do: Don’t: People and Interactions Use Prince2 & Scrum in Rely on checklist’s and over Processes and combination with other mechanical process tools relevant tools mapping (e.g. AgileUP: that’s a whole new subject) © Xebia 2009 page 22

www.xebia.com Conclusion When the project environment is complex, you can benefit from combining methodologies that supplement each other, Such as Prince2 & Scrum As long as you use tools to help you out, instead of blindly following the tools manual! Individuals and Interactions over Process and Tools © Xebia 2009 page 23

www.xebia.com THE POINT IS … (EXTENDED) Using a combination of the right tools can help you do a complicated job! As long a common sense prevails and you keep doing “plan, do, check, act” © Xebia 2009 page 24

Prince&Scrum: Unexpected Partners Handout

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Prince&Scrum: Unexpected Partners Handout — Presentation Transcript

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