Introduction_to_Scrum_Agile_Values
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Introduction_to_Scrum_Agile_Values

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This was for a series of presentations I did in Korea for a number of customers who were new to Scrum and Agile values.

This was for a series of presentations I did in Korea for a number of customers who were new to Scrum and Agile values.

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  • CollabNet was founded in 1999 with the goal of creating a better way to build software. At that time Brian Behlendorf’s strategy (our founder) was focused on “how to connect talented developers regardless of where everyone was physically located”. In today’s terminology, CollabNet wanted to enable “geographically distributed development teams” and provide them a way to all work as ONE TEAM. Finding that CVS, one of the most popular version control systems available at the time, had various issues, CollabNet decided to commission development of a brand new version control system called Subversion. In 2000, CollabNet founded the Subversion open source project and recruited its first developers. Since then, we have continued to sponsor and foster the Subversion project. This includes: hosting the physical project servers in our data center, guaranteeing uptime, providing technical support, and working with the press and analyst community to increase exposure and drive adoption. Perhaps most importantly, we maintain a team of full-time Subversion committers who are dedicated to contributing code and driving a product roadmap. As most of you know, we recently announced version 1.7 that finally addressed Merge Tracking, this was a big request from the community. For companies who have now standardized on Subversion and are then looking to have Technical Support (like having insurance for SVN – someone to call if there is major issue) we offer 3 levels of Support which you can find on our website. We also provide migrations services and web based training. From our openCollabNet site you can download our CollabNet Subversion that EXTENDS SVN giving you additional functionality like Certified binaries and IDE support. Along with our dedication to Subversion we also provide the CollabNet TeamForge platform which will cover shortly.
  • 01/16/13
  • 01/16/13
  • You are working with known technology Requirements are complete and unchanging The process is highly repeatable 01/16/13
  • A team of 100 is really no team at all. It’s a collection of 100 individuals.
  • In software being agile means different things to different people, but usually we all share a few basic characteristics. For inspiration lets check out our manifesto 01/16/13
  • A team of 100 is really no team at all. It’s a collection of 100 individuals.
  • If you have incompetent people, terrible managers, an awful product and no customers, Scrum will not fix that. Then again, neither will any other method. Scrum will make these things visible so the organization can work on those problems. Scrum assumes that teams are made of technically competent professionals who know how to make decisions within their sphere of expertise. Scrum will provide a simple framework to help successful systems, efforts, and people shine, while revealing things (and people) that aren’t working towards success. (This can be very painful when there are PEOPLE who are contributing to failure and it becomes visible…)
  • Detailed up-front planning and defined processes are replaced by adaptive inspect and adapt cycles. Pay attention Validate (Inspect/test) all artifacts Adapt to the realities you see Team is self-managing and organizes itself around goals given constraints. Team self-organization is the key difference between Scrum and other brands of agile.
  • Product Owner Defines the features of the product, decides on release date and content Is responsible for the profitability of the product (ROI) Constantly prioritizes the Product Backlog Can change features and priority every sprint Accepts or rejects work results ScrumMaster Helps resolve team and organizational based impediments Ensures that the team is fully functional and productive Enables close cooperation across all roles and functions and removes barriers Shields the team from external interferences Ensures that the process is followed. Invites to daily Scrum, iteration, review and planning meetings Team (Development Team and Available Customers) Cross-functional, 7 ± 2 members Negotiates the iteration goal and specifies tasks Has the right to do everything within the boundaries of the project guidelines to reach the iteration goal Organizes itself and its work Demos work results to the Product Owner and other Stakeholders 01/16/13
  • Daily Stand-up (Daily Scrum) ‏ The team understands its status every day in order to do a daily “inspect and adapt” cycle. Ask three questions (what did you do today, what did you do yesterday, what’s impeding you to get done what it is you need to get done. Sprint Planning The Product Owner and team agree on the subset of the Product Backlog to work on this sprint. This subset is the Sprint Backlog. Sprint Review The Team shows their Product to their Product Owner and other Stakeholders. The purpose is to “show off” and get buyoff and feedback. Sprint Retrospective The team (or Scrum Team) analyzes its own process and modifies it as necessary Backlog Grooming Comb through the backlog and work on the building of stories, Def. Of Done of stories, etc etc
  • Lets study the basics and some metrics and advanced topics too… 01/16/13
  • Discuss the mechanics of Scrum here
  • 01/16/13
  • 01/16/13
  • 01/16/13

Introduction_to_Scrum_Agile_Values Introduction_to_Scrum_Agile_Values Presentation Transcript

  • Intro to Scrum and Agile Values Laszlo Szalvay VP Worldwide Scrum Business Wednesday, January 16, 2013ENTERPRISE CLOUD DEVELOPMENT1 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • CollabNet Company Background • Founded in 1999; Headquarters in Silicon Valley. • Global offices in Singapore, Shanghai, Seoul, Tokyo, Chennai, Munich, London, Amsterdam, Seattle, Portland. • Started Subversion project in 2000 • 50%+ Market share for Source Code Management. CollabNet named strategic leader by Gartner and Forrester • Founders include Brian Behlendorf (Founder of Subversion, Apache Project, Mozilla Board member, CTO of the World Economic Forum) and Tim O’Reilly (founder of O’Reilly Media) • Multiple Acquisitions along the way (VA Software, Danube, Codesion) • Primary product today is called TeamForge and is built on top of Subversion • 10,000 companies use our products and services2 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Today’s Agenda 1. Define waterfall development 2. Define a working conceptual understanding of what being Agile means 3. Differentiate Scrum 4. Study basic Scrum mechanics 5. Explore Case studies to help validate some of what I say3 Copyright ©2012 CollabNet, Inc. All Rights Reserved. 3
  • Define Waterfall4 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Waterfall an Overview In 1970, Dr. Winston Royce published “Managing the Development of Large Software Systems,” in which the waterfall paradigm was first documented. He said, “I believe in this concept, but the implementation described above is risky and invites failure.”5 Copyright ©2012 CollabNet, Inc. All Rights Reserved. 5
  • Waterfall Isn’t Always Wrong If Waterfall is working well – don’t change a thing. Agile & Scrum is a means to an end, not an end unto it self.6 Copyright ©2012 CollabNet, Inc. All Rights Reserved. 6
  • What Kind of Team Do You Need to Accomplish This? • Need specialists - Over-the-fence, relay race approach • People are separated into functional groups • Breeds culture of “it’s their fault” when something • doesn’t work7 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • What does it mean to be Agile?8 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Under the Umbrella of Agile • The following are specific approaches, typically considered Agile* • Extreme Programming (XP) • Scrum • Adaptive Software Development (ASD) • Crystal Clear and Other Crystal Methodologies • Dynamic Systems Development Method (DSDM) • Feature Driven Development (FDD) • Lean software development • Agile Unified Process (AUP) • Rational Unified Process (RUP) * List updated from Wikipedia 2/21/20079 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Agile is not a process…10 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • The Agile Manifesto 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.Image from http://www.jamieclouting.co.uk/2011/08/managing-change-the-agile-way 11 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • To me, being agile means • Developing software in iterations • Delivering software increments (usually called releases and come with inherent value to the business) • Reducing the cost of changes that come late in the game (e.g. building a IT infrastructure that allows for you to be responsive)12 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • What Kind of Team Do You Need to Accomplish This? Agile teams are cross-functional • All functions represented on a single team • Team size: no more than 9 for each single team • People work together to finish product increments • Teams own their deliverables and are responsible for getting them done-done-done13 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Differentiate Scrum14 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Scrum Is… • The management piece of Agile (engineering practice-agnostic). • A simple framework that can be understood and implemented in a few days. • A collaborative effort involving developers and customers in ongoing dialogue. • A management wrapper around existing engineering practices, driving incremental improvements.15 “ Scrum is not a methodology – it is a pathway Copyright ©2012 CollabNet, Inc. All Rights Reserved. ” Ken Schwaber, Co-founder of Scrum
  • Scrum Is Not…• A Silver Bullet• Entirely New• Equipped to Address Every Possible Contingency16 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Key Principles in Scrum – Delivering Business Value to stakeholders – Prioritization – Empirical Process – Inspect and Adapt – Team Self- organization17 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Why Agile? Empirical vs. Defined (Predictive) Approaches Waterfall = Defined/Predictive Start with all Follow the plan to end with requirements & a all requirements completed detailed plan (someday, maybe…) Scrum = Empirical Start with a Project Goal Adapt requirements & and some high priority the plan to meet the requirements Project Goal18 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Scrum Mechanics19 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Key Roles and Responsibilities • The Team • ScrumMaster • Product Owner • Stakeholder20 Copyright ©2012 CollabNet, Inc. 20 Rights Reserved. All
  • Scrum Roles: Responsibilities The Scrum Team MAKES and MEETS Commitments The Product Owner Defines Business Value and Prioritizes the Product Backlog The ScrumMaster Enforces the process and removes team impediments21 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Four Meetings + 122 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Example: What the standup can look like • Daily Standup – What did you do yesterday? – What do you plan to do today? – How are you impeded?23 Copyright ©2012 CollabNet, Inc. All Rights Reserved. 23
  • Scrum Artifacts Release Burndown Sprint Burndown24 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Exercise: Build Your Own Scrum Build Your Own Scrum brought to you by Adam Weisbart Level set your Scrum knowledge with your teammates (8 mins)25 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Roles, meetings, and artifacts Scrum is a means to an end26 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Case Studies27 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Pre-Agile Client Situations • Deutsche Post – No traceability into software quality metrics, source code (unknown number of shadow IT projects), and no formal document organization across programs or geographies – No internal development communities in place – Lack of visibility at the executive level “… we have aalong history “… we have long history – 1,000+ projects, 6 Continents, 4,000 people of requirements thrash, of requirements thrash, over-committing, missed over-committing, missed • DHL schedules, insane work schedules, insane work weeks, poor morale, and weeks, poor morale, and – Poorly defined business line ownership resulting in requirements thrash, weak definitions of done, scope creep, and a lack of meaningful metrics high turnover rates” high turnover rates” – Lack of flexibility / time to market between IT Services, BuIT, and the Business – 100 projects, 4 Continents, 1,200 people 50 Teams, 33Continents, 50 Teams, Continents, 500+ people 500+ people • Amdocs ($2.5b software co.) – Development efforts resulted in too much time gathering requirements, – poorly defined vision, lack of Def. of Done, too much time in planning, Intel, OAP PDE group Intel, OAP PDE group – Incessant debate about the “right way” to do iterative development – 18 teams, 3 Continents, 200 people • Nokia – Lack of business line ownership and integration issues – 100 Teams, 3 continents, 11,500 people28 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • Post Agile Engagement 66% cycle time 66% cycle time• Deutsche Post reduction of which reduction of which – 100% secured IP control, at least 50% is at least 50% is – 30% increase in developer productivity attributable to attributable to – 20% IT Ops savings CollabNet’s people CollabNet’s people – Multiple Innersource communities in place and platform, nine and platform, nine – 800+ Projects in Flight, 6 continents, 2,000 people figure savings figure savings Interest //Growth Interest Growth• DHL outside of OAP PDE outside of OAP PDE – Formed Agile Center of Excellence & Steering Committee based on Global Lean Initiative group group – Early days – CollabNet executing against Agile Assessment, Coaching and Training – 12 projects, 100 people 200 Teams, 33 200 Teams, Continents, 3,500+ Continents, 3,500+ people people• Amdocs ($2.5b software co.) – Created internal Agile Center of Excellence & community based in VP level endorsements – 18 Scrum Teams established, 200 people using the CollabNet platform – Cycle time reduction of 25% Intel Intel• Nokia – 11,500 on the CollabNet platform – 100% pure Scrum Community – the largest in the world – 100+ Teams, 3 continents, 11,500 people29 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • The Thing We’re Most Proud of – Our Clients!30 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • We’re Just a Catalyst • Scrum transformations require major changes in operations and organizational culture. There is a champion behind every one of those clients – someone who stuck their neck out and said, “Let’s try something different.” • Without clients who are passionate about what they do, the products they create, and the staff they represent, there would be no need for our services and tools. • We deliver value through training, coaching/consulting, and software products.31 Copyright ©2012 CollabNet, Inc. All Rights Reserved. 31
  • More than Half of the Fortune 100 Use CollabNet’s ScrumWorks • “The best compliment I can give to ScrumWorks is my staff doesnt think about it. It is intuitive and respectful of the Scrum methodology, and easily becomes a very natural extension of the methodology.” Dan Butzer, Senior Director, platform engineering team • “I’ve transitioned several groups to Scrum and we use ScrumWorks for sprint and backlog management. The intuitive interface actually helps my teams learn the Scrum process. The last thing I want to worry about is complex tooling when rolling out a new process like Scrum. With ScrumWorks, my teams are up and running in minutes.” Rob Clark, Oracle32 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • © 2013 CollabNet, Inc., All rights reserved. CollabNet is a trademark or registered trademark of CollabNet Inc., in the US and other countries. All other trademarks, brand Laszlo Szalvay names, or product names belong to their respective VP Worldwide Scrum Business holders. Laz@collab.net https://twitter.com/#!/ewok_bbq +1-971-506-7862 http://www.linkedin.com/in/laszloszalvay33 Copyright ©2012 CollabNet, Inc. All Rights Reserved.