Introducing SCRUM

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Introducing SCRUM

  1. 1. Agile Project Management with Scrum Introduction to Agile Project Management with Scrum 9th August 2010 - Oliver Hankel
  2. 2. Agile Project Management with Scrum Official Scrum Certifications: • 2009 Certified Scrum Master (at least I attended a course…) • 2010 Certified Scrum Professional (at least I applied Scrum and wrote about it) Why am I allowed to talk about agile? More interesting: • Since 1999 I am involved Software (Web)- Development • Working in different units: From PM to QA • Working with agile methods since 2001: • eXtreme Programming (TDD-Lover) • Participative & evolutionary SW-Development
  3. 3. Agile Project Management with Scrum AKRA GmbH & AKRA Business Solutions GmbH : • Management Consulting & Process Consultancy • Agile Project Management • Development (Java, Ruby, CA Gen, .NET, ORACLE) Whom do I work for? Sectors: • Energy • Finance & Insurance • Aviation • Logistics • Web 2.0
  4. 4. Agile Project Management with Scrum Correct approach? • Contract specifications • Functional specifications • Waterfall: Point of no return… • Now we know the future! Understand the Pain … Sometime it works… but mostly : • Discussion about the scope of the contract • Mass debatts about contracts… • Blame Game • High costs & change management pain • Unfortunately, it is hard to predict the future.
  5. 5. Agile Project Management with Scrum Are you sure? More control, please – Unified Processes?!? Source: http://justaddwater.dk/2009/08/19/rup-vs-scrum-vs-kanban/
  6. 6. Agile Project Management with Scrum Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON 26 (August): 1–9, Look back, but not in Anger: Waterfall revisited
  7. 7. Agile Project Management with Scrum Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON 26 (August): 1–9, Look back, but not in Anger: Waterfall revisited That sounds agile! • Use prototypes, doing more then one time • Interact and talk to your customer • Write tests! Don‘t forget them.
  8. 8. Agile Project Management with Scrum Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON 26 (August): 1–9, Look back, but not in Anger: Waterfall revisited There is even a loop! Check your software requirements after testing, do it again, check once again…
  9. 9. Agile Project Management with Scrum The reduction: From Royce Model to the Known Waterfall … but why? The reason is money! The plain waterfall creates the illusion that you know what happens at each phase and that you can calculate the costs.
  10. 10. Agile Project Management with Scrum But Control is an Illusion… If you have time watch the film „Instinct“…
  11. 11. Agile Project Management with Scrum Why is Control in SW Projects so Difficult? … because SW is complex! That‘s it.
  12. 12. Agile Project Management with Scrum Something must change…
  13. 13. Agile Project Management with Scrum Value-driven SW development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.
  14. 14. Agile Project Management with Scrum Scrum – A Wholistic Approach Hirotaka Takeuchi und Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, Januar 1986.
  15. 15. Agile Project Management with Scrum Scrum – „coming up with some new dog-and-pony show?” Yes and no …. Personally I like Scrum, because you find doors in its process, which let in change and it helps to find out problems at a very early stage. Source: http://www.astromanager.net/?p=318
  16. 16. Agile Project Management with Scrum • We don't make mistakes, we learn • If you don't have fun, there's something wrong Joseph Pelrine's rules about Scrum: Source:XP Days 2007
  17. 17. Agile Project Management with Scrum 3 x 3 = Scrum Three meetings • Planning • Review/Retrospective • Daily Scrum Three roles • Product Owner • Scrum Master • Team Three artefacts • Product backlog • Sprint backlog • Burndown/up chart
  18. 18. • 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 Product Owner:
  19. 19. • 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:
  20. 20. • is self organizing (that also means that they are allowed to use RUP within a sprint) • is cross functional: Developer, QA, UI-Designer • has only full-time members • includes between 5-7 members. • can be left or joined only at the end of a sprint. Agile Project Management with Scrum The Team:
  21. 21. • takes the product backlog as an input • has a sprint backlog as an output The team commits to implement the features in the sprint backlog during the next sprint and promise to deliver a possible shippable product increment. Commitment is the hardest thing to achieve. Use planing poker to learn how to improve your estimations. Never forget that the product increment is the goal, don‘t let yourself be distracted by some cool technical challenges. Agile Project Management with Scrum The Sprint Planning:
  22. 22. • Is not longer than 15 minutes • Stand-up, because it aviods long discussions Stand-up is not the time for problem solving. • Invite whom you want, but only the Product Owner, Scrum Master and the Team is allowed to talk. • It avoids other longer meetings. • Challenge for the daily Scrum: Is each team member able to define what he wants to achieve until the end of the working day? • Is perfect to find out problems at a very early stage. Agile Project Management with Scrum The Daily Scrum:
  23. 23. • The team presents the results of the last sprint. • The product (increment) is presented and commented by the product owner. • The review must be a demo of the software or at least the presentation of the architecture. Get real as soon as possible! • Retrospective: What was good? What was bad? What was really ugly and should be stopped? Agile Project Management with Scrum The Review & Retrospektive:
  24. 24. • 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 Product Backlog:
  25. 25. Agile Project Management with Scrum How to write a product backlog (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 "oliver.hankel@akra.de" 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 "oliver.hankel@akra.de" And an email with a generated password should be sent to "oliver.hankel@akra.de" Scenario: View details of one customer Scenario: View list of customer installations Scenario: Remove an existing customer installation Scenario: Update an existing customer installation
  26. 26. • Define a goal. A goal which can be achieved by the team…! • For each feature tasks are defined. • Each team member can add, update or remove tasks. • The remaing effort for each task is updated daily. • Divide & conquer! In case you are not sure about how to implement a feature, break it down in manageable pieces. Agile Project Management with Scrum The Sprint Backlog:
  27. 27. Agile Project Management with Scrum The Burndown Chart: 13:00 13:15 13:30 14:00 14:15 14:30 14:45 15:00 15:15 15:30 Points aka Minutes 120 115 110 90 75 60 50 30 15 0 0 20 40 60 80 100 120 140 Points Points aka Minutes • This is a simple burndown chart for this presentation • A burndown chart visualises problems very quickly. A flat line indicates that nothing is done and the Scrum Master is required, for example.
  28. 28. Agile Project Management with Scrum The Scrum Process:
  29. 29. Agile Project Management with Scrum Applying Scrum for a Support Team: The situation: The developers are working seperatly from each other to support several products. The support contracts also contain a certain amount of the development of new features. From time to time they have production reserves and from time to time they are not available for doing support, because they are ill or on holiday or coaching other developers. The customers always know what time was spent, but they had no really relation to the progress of their products. The change: The developers are building a team. Know-How is transferred. A stable support team is set up. The developers are aware of the priorities of the customers. The customers is more involved and starts to control the product development as promised in the support contract.
  30. 30. Agile Project Management with Scrum Applying Scrum for a Support Team: The Review and the Planning:
  31. 31. Agile Project Management with Scrum Applying Scrum for a Support Team: The daily day:
  32. 32. Agile Project Management with Scrum AKRA GmbH Domstraße 17 20095 Hamburg Germany Oliver Hankel IT-Consultant Tel. +49 (0) 40 309 535 - 46 Fax. +49 (0) 40 309 535 - 49 oliver.hankel@akra.de http://www.akra.de Amtsgericht Hamburg HRB 74309, Geschäftsführer: Fabian von Borcke, Thomas Ochmann, Ralf Kaminski, Jörg Krüger und Cem Basman Contact person: And never forget to define the term DONE!
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