Managing international software projects interactively using scrum


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Too many projects are not (fully) successful. In many cases this is caused by issues in the management approach. Clients want to know what they get for a fixed budget. But we all know it's almost impossible to fully specify what you need.

An Agile software approach proved to work for us. After implementing Scrum our projects went more smooth and we were more often delivering the right results on time.

It took time to get this working. For developers it was a bit scary and for our clients it meant they really had to trust us. Today we can see our effort pays off. We wouldn't like to go back to waterfall times anymore.

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  • 5 years ago we started as very motivated amateurs, guys enjoying their hobby Spent a lot of time to investigate the clients’ needs Were very eager to offer the best deal Concluded too often the client was not fully satisfied with the result When growing we lost control on the team
  • Managing international software projects interactively using scrum

    1. 1. Managing (international) software projectsinteractively using Scrum IT Academic Days Technical University Gdansk November 2011 Peter Horsten © 2011 Goyello Sp. z o. o.
    2. 2. Looking  back  ….  
    3. 3. Let’s  Vote   Who  knows  Agile?   Who  uses  Agile?   Who  uses  Scrum?  Image source: European Parliament,
    4. 4. Too  many  IT  projects  fail   30 up to 70%
    5. 5. 1. Requirements Top  causes  of  project  trouble Unclear, lack of agreement, lack of priority   2. Resources Lack of resources, poor planning 3. Schedules Too tight, unrealistic, overly optimistic 4. Planning Missing items, insufficient details, poor estimates 5. Risks Unidentified or assumed, not managedSource: Michael Krigsman (2011)
    6. 6. 10  signals  a  project  will  fail  1.  Project    managers    don’t    understand    users’  needs.  2.  The  project’s  scope  is  ill-­‐defined.  3.  Project  changes  are  managed  poorly.  4.  The  chosen  technology  changes.  5.  Business  needs  change.  6.  Deadlines  are  unrealisGc.  7.  Users  are  resistant.  8.  Sponsorship  is  lost.  9.  The  project  lacks  people  with  appropriate  skills.  10.  Managers  ignore  best  pracGces  and  lessons  learned   Source: John S. Reel, Critical Succes Factors In Software Projects
    7. 7. The  classic  mistakes  
    8. 8. People  related  mistakes  •  Undermined  moGvaGon   •  FricGon  between  •  Weak  personnel   developers  and  •  Uncontrolled  problem   customers   employees   •  UnrealisGc  expectaGons  •  Adding  people  to  a  late   •  Lack  of  effecGve  project   project   sponsorship  •  Noisy,  crowded  offices   •  Lack  of  user  input   •  Wishful  thinking  Source: Steven C. McConnell (1996)
    9. 9. Process  related  mistakes  •  Overly  opGmisGc  schedules  •  Insufficient  risk  management  •  Abandonment  of  planning  under  pressure  •  Inadequate  design  •  Premature  or  too  frequent  convergence  •  Code-­‐like-­‐hell  programming  Source: Steven C. McConnell (1996)
    10. 10. Product  related  mistakes  •  Too  many  and  too  complex  requirements  •  Feature  changes  (about  25%)  •  Developer  gold-­‐plaGng  •  Research-­‐oriented  development  Source: Steven C. McConnell (1996)
    11. 11. Technology  related  mistakes  •  Silver-­‐bullet  syndrome  •  OveresGmated  savings  from  new  tools  or   methods  •  Switching  tools  in  the  middle  of  a  project  •  Lack  of  automated  source-­‐code  control  Source: Steven C. McConnell (1996)
    12. 12. It  is  possible  to  do  it  right!   •  You  can’t  define  all  your  needs  in  a  contract     •  IT  has  to  try  to  understand  the  business  needs   •  Agree  about  the  ground  rules     •  Cooperate  and  communicate!     That  sounds  Agile,  doesn’t  it?    
    13. 13. We  decided  to  implement  SCRUM  Scrum is an agile software development framework. Workis structured in cycles of work called sprints, iterations ofwork that are typically two to four weeks in duration. Duringeach sprint, teams pull from a prioritized list of customerrequirements, called user stories, so that the featuresthat are developed first are of the highest value to thecustomer. At the end of each sprint, a potentiallyshippable product is delivered.Image source:
    14. 14. The  SCRUM  process  
    15. 15. Not  just  another  tool!  We  value  •  Individuals  and  interacGons  over  processes   and  tools  •  Completed  funcGonality  over  comprehensive   documentaGon  •  Customer  collaboraGon  over  contract   negoGaGon  •  Responding  to  change  over  following  a  plan  Source:
    16. 16. SCRUM  Roles  Source:
    17. 17. We  are  Agile  The  project  budget  can  be  fixed,    the  date  will  be  fixed,    we  only  cannot  fully  predict  the  funcGonality  that  will  be  delivered  
    18. 18. Tell it with a story: “user stories”•  Write down the story•  Make it clear and understandable for both sides•  Make sure developers fully understand it•  Prioritize together
    19. 19. Define needs in terms your client understands! As a Role I require a Feature To gain a Business Benefit Business Driven Development
    20. 20. People  don’t  like  change  •  Business  has  to  take  ownership  and  to  share  visions  •  Gedng  a  product  owner  •  Project  managers  need  to  be  flexible  •  Development  team  has  to  take  responsibility  •  Cherry  picking  
    21. 21. Key  challenges   1.  Developer  fear  caused  by  transparency  of   skill  deficiencies   2.  The  need  for  developers  to  be  a  ‘master  of  all   trades’   3.  Increased  reliance  on  social  skills   4.  A  lack  of  business  knowledge  among   developers  Source: Key challenges in Agile implementations, Goyelloblog
    22. 22. Gains  •  More  intense  cooperaGon  with  clients  •  Increased  client  trust  •  Quick  client  feedback  •  Beier  and  more  frequent  results  •  Increased  team  responsibility  
    23. 23. Do  you  want  to   experience  it     yourself?   Join  us!    h;p://      
    24. 24. Thanks for your attention!Feel free to contact and follow!Or ask questions today.Contact details:@ +48 606 699 560 GOYELLO Sp. z o.o. Al. Niepodległości 606/610 81-855 SopotDEDICATED TO YOU T: (58) 555 0073
    25. 25. Sources  •  Michael  Krigsman,  CIO  analysis:  Why  37  percent  of  projects  fail,  2011,   ZDNet, hip://­‐analysis-­‐why-­‐37-­‐percent-­‐of-­‐ projects-­‐fail/12565    •  Steve  McConnell,  Classic  Mistakes  Enumerated,  1996 hip://    •  John  S.  Reel,  Cri>cal  success  factors  in  so?ware  projects,     hip://­‐CriGcal%20Success%20Factors %20in%20Soqware.pdf  •  OutsourcingNL,  Op  zoek  naar  sourcingsucces  [Looking  for  sourcing  success],   hip://  •  Scrum  Alliance,  hip://  •  Key  challenges  in  Agile  implementaGons,  Goyelloblog,   hip://­‐challanges-­‐in-­‐agile-­‐implementaGons/  •  Top  10  Project  Management  Challenges,   hip://­‐10-­‐project-­‐management-­‐challenges      
    26. 26. Further  reading  
    27. 27. Further  reading  •  Project  management  2.0 hip://­‐ management-­‐20-­‐1884020  •  The  Zen  of  Scrum hip://­‐ zen-­‐of-­‐scrum-­‐10  
    28. 28. Disclosure  and  sharing  In  today’s  informaGon  society  it’s  impossible  not  to  be  inspired  by  other  sources.  That’s  applicable  to  this  presentaGon  as  well.  I’ve  tried  to  menGon  the  sources  used  and  to  include  there  copyright  if  applicable.  Please  contact  me  through  my  blog:  hip://  if  you  feel  I  reused  your  work  without  menGoning.    Feel  free  to  share  and  reuse  my  presentaGon  taking  the  following  in  mind:    This  work  is  licensed  under  the  CreaGve  Commons  AiribuGon-­‐NonCommercial-­‐ShareAlike  3.0  Unported  License.  To  view  a  copy  of  this  license,  visit  hip://­‐nc-­‐sa/3.0/.