Agile Project Management with Scrum Introduction to Agile Project Management with Scrum 9th August 2010 - Oliver Hankel
Agile Project Management with Scrum Why am I allowedto talk about agile? Official ScrumCertifications:
2009 Certified Scrum Master (at least I attended a course…)
2010 Certified Scrum Professional (at least I appliedScrumandwroteaboutit)
Since 1999 I am involved Software (Web)-Development
Working in different units: From PM to QA
Working with agile methodssince 2001:
eXtreme Programming (TDD-Lover)
Participative & evolutionary SW-Development
Agile Project Management with Scrum Whom do I workfor? AKRA GmbH & AKRA Business Solutions GmbH :
Management Consulting & ProcessConsultancy
Agile Project Management
Development (Java, Ruby, CA Gen, .NET, ORACLE)
Finance & Insurance
Agile Project Management with Scrum Understand thePain … Correctapproach?
Waterfall: Point ofnoreturn…
Sometimeitworks… but mostly :
High costs & changemanagementpain
Agile Project Management with Scrum More control, please – Unified Processes?!? Are yousure? Source: http://justaddwater.dk/2009/08/19/rup-vs-scrum-vs-kanban/
Agile Project Management with Scrum Look back, but not in Anger: Waterfallrevisited Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON26 (August): 1–9,
Agile Project Management with Scrum Look back, but not in Anger: Waterfallrevisited Thatsounds agile!
Useprototypes, doingmorethenone time
Interactand talk toyourcustomer
Write tests! Don‘tforgetthem.
Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON26 (August): 1–9,
Agile Project Management with Scrum Look back, but not in Anger: Waterfallrevisited Thereiseven a loop! Check yoursoftwarerequirements aftertesting, do itagain, check onceagain… Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON26 (August): 1–9,
Agile Project Management with Scrum The reduction: From Royce Model totheKnownWaterfall … but why? The reasonismoney! The plainwaterfallcreatestheillusionthatyouknowwhathappensateachphaseandthatyoucancalculatethecosts.
Agile Project Management with Scrum But Controlisan Illusion… Ifyouhave time watchthe film „Instinct“…
Agile Project Management with Scrum WhyisControl in SW Projects so Difficult? … because SW iscomplex! That‘s it.
Agile Project Management with Scrum Something must change…
Agile Project Management with Scrum Value-driven SW development We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value: Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan That is, while there is value in the items onthe right, we value the items on the left more.
Agile Project Management with Scrum Scrum – A Wholistic Approach Hirotaka Takeuchi und IkujiroNonaka, “The New New Product Development Game”, Harvard Business Review,Januar 1986.
Agile Project Management with Scrum Scrum – „coming up with some new dog-and-pony show?” Source: http://www.astromanager.net/?p=318 Yesandno …. Personally I likeScrum, becauseyou find doors in itsprocess, whichlet in changeandithelpsto find out problemsat a veryearlystage.
Agile Project Management with Scrum Joseph Pelrine'srulesaboutScrum:
We don't make mistakes, we learn
If you don't have fun, there's something wrong
Source:XP Days 2007
Agile Project Management with Scrum 3 x 3 = Scrum Threeroles
is the motivated one. She is enthusiastic about the product. knows what must be delivered and when. knows the business value of product. is responsible for the financial success. prioritizes the product features. is the only one, who can adjust the features of the product. accepts or declines the result. Agile Project Management with Scrum The ProductOwner:
owes the process (Process Owner) is responsible for the compliance of the values of Scrum ensure that the team can work supports the collaboration of all units and roles removes impediments is the friend of the team knows what self-organizing means and can explain it to the self and the organizers :o) Agile Project Management with Scrum The Scrum Master:
isselforganizing (that also meansthattheyareallowedtouse RUP within a sprint) iscrossfunctional: Developer, QA, UI-Designer hasonlyfull-time members includesbetween 5-7 members. canbeleftorjoinedonlyatthe end of a sprint. Agile Project Management with Scrum The Team:
takestheproductbacklogas an input has a sprintbacklogas an output The teamcommitstoimplementthefeatures in thesprintbacklogduringthenextsprintandpromisetodeliver a possibleshippableproductincrement. Commitmentisthehardestthingtoachieve. Useplaning poker tolearnhowtoimproveyourestimations. Never forgetthattheproductincrementisthegoal, don‘tletyourselfbedistractedbysome cool technicalchallenges. Agile Project Management with Scrum The Sprint Planning:
Is not longerthan 15 minutes Stand-up, becauseitaviodslongdiscussionsStand-upis not the time forproblemsolving. Invitewhomyouwant, but onlytheProductOwner, Scrum Master andthe Team isallowedto talk. Itavoidsotherlongermeetings. Challenge forthedailyScrum:Is eachteammemberabletodefinewhat he wantstoachieveuntilthe end oftheworkingday? Is perfectto find out problemsat a veryearlystage. Agile Project Management with Scrum The Daily Scrum:
The teampresentstheresultsofthe last sprint. The product (increment) ispresentedandcommentedbytheproductowner. The review must be a demoofthesoftwareorat least thepresentationofthearchitecture. Get real assoonaspossible! Retrospective: What was good? What was bad? What was reallyuglyandshouldbestopped? Agile Project Management with Scrum The Review & Retrospektive:
contains the requirements is list of all required feature is the answer to question why is my work useful for the company or the customers/users. is owned by the product owner. is being re-prioritized before the planning meetings. contains estimations for each feature made by the team during the kick-off. Agile Project Management with Scrum The ProductBacklog:
Agile Project Management with Scrum Howtowrite a productbacklog (Gherkin): Feature: Manage SC-EEN customers In order to easily control the installations of SC-EEN as a provider of SC-EEN (superadmin) I want to manage the customer installations Scenario: Add a new customer installation Given I am on the add new customer page When I fill in "Subdomain" with "AKRA" And I fill in "First name" with "Oliver" And I fill in "Last name" with "Hankel" And I fill in "User name" with "oliverhankel" And I fill in "Email" with "email@example.com" And I press "Add" Then I should see "akra.sc-een.eu" And I should see "Oliver" And I should see "Hankel" And I should see "oliverhankel" And I should see "firstname.lastname@example.org" And an email with a generated password should be sent to "email@example.com" Scenario: View details of one customer Scenario: View list of customer installations Scenario: Remove an existing customer installation Scenario: Update an existing customer installation
Define a goal. A goalwhichcanbeachievedbytheteam…! Foreachfeaturetasksaredefined. Eachteammembercanadd, update orremovetasks. The remaingeffortforeachtaskisupdateddaily. Divide & conquer! In caseyouare not sureabouthowtoimplement a feature, break it down in manageablepieces. Agile Project Management with Scrum The Sprint Backlog:
Agile Project Management with Scrum The Burndown Chart:
Thisis a simple burndownchartforthispresentation
A burndownchartvisualisesproblemsveryquickly.A flat lineindicatesthatnothingisdoneandtheScrum Master isrequired, forexample.
Agile Project Management with Scrum The ScrumProcess:
Agile Project Management with Scrum ApplyingScrumfor a Support Team: Thesituation: The developersareworkingseperatlyfromeachothertosupportseveralproducts. The supportcontracts also contain a certainamountofthedevelopmentofnewfeatures. From time to time theyhaveproductionreservesandfrom time to time theyare not availablefordoingsupport, becausetheyareillor on holidayorcoachingotherdevelopers. The customersalwaysknowwhat time was spent, but theyhadnoreallyrelationtotheprogressoftheirproducts. The change: The developersarebuilding a team. Know-Howistransferred. A stablesupportteamissetup. The developersareawareoftheprioritiesofthecustomers. The customersismoreinvolvedandstartstocontroltheproductdevelopmentaspromised in thesupportcontract.
Agile Project Management with Scrum ApplyingScrumfor a Support Team: TheReviewandthePlanning:
Agile Project Management with Scrum ApplyingScrumfor a Support Team: Thedailyday:
Agile Project Management with Scrum AndneverforgettodefinethetermDONE! Contactperson: Oliver HankelIT-Consultant Tel. +49 (0) 40 309 535 - 46 Fax. +49 (0) 40 309 535 - 49 firstname.lastname@example.org://www.akra.de AKRA GmbH Domstraße 17 20095 Hamburg Germany Amtsgericht Hamburg HRB 74309, Geschäftsführer: Fabian von Borcke, Thomas Ochmann, Ralf Kaminski, Jörg Krüger und Cem Basman