Managing Software Projects Using Agile/Scrum
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Managing Software Projects Using Agile/Scrum

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This presentation gives an overview of Agile software development process using Scrum. It compares and contrasts Agile/Scrum with Traditional approach (a.k.a, Waterfall). If your are new to Agile or ...

This presentation gives an overview of Agile software development process using Scrum. It compares and contrasts Agile/Scrum with Traditional approach (a.k.a, Waterfall). If your are new to Agile or thinking about introducing Agile to your company, this will help you show why.

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  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved Entrée comes with soup or salad and bread
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved Entrée comes with soup or salad and bread
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved IT projects are considered failure because either the project is over budget, cannot be delivered on time or it did not meet the requirements.
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved According to the Standish group
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved In 2001, A group of seventeen people who refer to themselves as organizational anarchists , 3 but were primarily software consultants and thought leaders in software development, gathered at Snowbird, Utah and defined Agile software development. While each of the agile methods is unique in its specific approach, they all share a common vision and core values (see the Agile Manifesto ). They all fundamentally incorporate iteration and the continuous feedback that it provides to successively refine and deliver a software system. They all involve continuous planning, continuous testing, continuous integration, and other forms of continuous evolution of both the project and the software. They are all lightweight (especially compared to traditional waterfall-style processes), and inherently adaptable. As important, they all focus on empowering people to collaborate and make decisions together quickly and effectively
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved Documentation– it is not saying to not do any documentation. Avoid any non-value added documentation. Use tools capture designs/decisions. Document inside the code, not outside the code. Use tools to generate documents from the code. Process and tools– it is not to say that process and tools are not important. Process and tools are to help people on the project to accomplish their jobs and meet project goals. Plan- it is not saying that planning is not important. If anything, it is quite the opposite. The suggestion is to not get locked down by a stale plan. Inspect and Adapt cycle allows to plan continuously just enough. The idea is to be flexible to adapt plan with changing/evolving situation.
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved Each of these processes have its unique approach to implement the common agile vision and core values
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved Chicken- scrum master, product owner, stake holders Pig – development team
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved Scrum Master is a servant leader- never tells what to do Trust, Difficult to let go of control
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved PMI and Scrum Alliance are working together to share knowledge AgilePMI group has been setup PMI has 500,000 members worldwide Scrum Alliance has 55000 members worldwide
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved
  • Copyright 2005 Syed Humayun Rayhan. All rights reserved

Managing Software Projects Using Agile/Scrum Presentation Transcript

  • 1. Managing Soft ware Project s using A gile/Scrum Syed Rayhan Co-founder, Code71, I nc. Contact: srayhan@code71.com Blog: http://blog.syedrayhan.com Company: http://www.code71.com Product: http://www.scrumpad.com htt p://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad. com
  • 2. A genda • Tradit ional soft ware development lifecycle • What are t he issues wit h t radit ional soft ware development ? • What is t he answer? • What is A gile? • Why should you use it ? • Scrum Framework • Q& A ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 3. Tradit ional Soft ware Project Lifecycle Requirements Design Implement ation V arificat ion Wat erfall Feedback Maint enance loop ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 4. A ssumpt ions of Waterfall Project s Project can be accurat ely planned in det ails ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 5. A ssumpt ions of Waterfall project s Words are precise En tré e c o m e s w ith s o u p o r s a la d a n d b re a d S oup or (s a la d a nd bre a d)? (S oup or s a la d) a nd bre a d? ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 6. A nd t he result … A ccording t o t he Standish group, only 34% IT project s are successful ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 7. A few t op reasons for failure 1 . Unrealistic or unarticulated project goals 2 Inaccurate estimates 3 Badly defined system requirements 4 Poor communication among customers, developers, and users 5 Stakeholder politics Poor software development process and 6 practices ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 8. In realit y, soft ware projects are like… forecast ing weat her- rain or shine? ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 9. In realit y, soft ware projects are like… functional silos? highly int eract ive cross-funct ional social set t ings? ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 10. In realit y, soft ware projects involve… fact ory workers who needs det ailed direct ion ? knowledge workers who can self-manage? ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 11. What is t he solution? We need a new way of looking at t he problem! ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 12. Bir t h of A gile Software Development There has to be a better way to reduce the failure rate… .. In 2001, a group of t hought leaders in the software indust r y defined “A gile Manifest o” ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 13. A gile Manifest o • Individuals and interactions • Processes and tools • Working software • Comprehensive documentation Over • Customer collaboration • Contract negotiation • Responding to change • Following a plan S ource : http://a gile ma nife s to.org/ That is, while there is value in the items on the right, we value the items on the left more. ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 14. A gile Principles • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software • Welcome changing requirements , even late in development. Agile processes harness change for the customer's competitive advantage. • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. • Business people and developers must work together daily throughout the project. • Build projects around mot ivat ed individuals . Give them the environment and support they need, and t rust them to get the job done. • The most efficient and effective method of conveying information to and within a development team is face-t o-face conversat ion . ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 15. A gile Principles Cont d. • Working software is the primary measure of progress. • Agile processes promote sustainable development . The sponsors, developers, and users should be able to maint ain a const ant pace indefinit ely . • Continuous attention to t echnical ex cellence  and good design enhances agility. • Simplicit y --the art of maximizing the amount of work not done--is essential. • The best architectures, requirements, and designs emerge from self- organizing t eams. • At regular intervals, t he team reflect s on how to become more effective, then tunes and adjusts  its behavior accordingly. ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 16. What is A gile Soft ware Development? “ A gile Soft ware Development " is an umbrella t erm … .. • Any process that incorporates the Agile Manifesto is called Agile process – Scrum – XP – DSDM – FDD – Agile RUP ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 17. Sur vey Result s from “ St at e of A gile Development ” A survey conduct ed in J une 2007, 1700 individuals from 71 count ries part icipat ed Met ric >=10% >=25% Increased productivit y 90% 55% Cost reduct ion 66% 28% Reduced software defect s 85% 54% Quicker implement at ion 83% 54% Most popular A gile Met hodology Scrum 37% Scrum/X P Hybrid 23% XP 12% DSDM 5% S ource :http://www.ve rs ionone .com/pdf/S ta te OfAgile De ve lopme t2_FullDa ta Re port.pdf ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 18. Scrum Framework Self-managing Team Principles Iterative and Incremental delivery Inspect & Adapt mechanics Roles & Rit uals T ools Responsibilities •Product Owner • Sprint Planning • Product Back log •Development team • Sprint Review • Sprint Backlog •Scrum Master • Daily Scrum • Burndown Chart • Sprint Retrospect 3 3 4 ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 19. Scrum Processes 1. What did I do yesterday? 2. What will I do today? 3. Any Impediments? Track done Stories broken down into tasks ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 20. Roles and Responsibilit ies Product Owner • Manages product back log in priority order • Represents all st ak eholders’ needs Symbiot ic Relat ionship t hrough cooperat ion yet keeps each ot her focused Scrum Mast er Development T eam • Removes impediment s to allow the • Performs the actual development work team to make progress at constant/desired • Decides on how works get done pace • Responsible for managing the sprint • Facilitat es communication/interaction back log and meeting the self-defined among all parties target ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 21. K ey Concept s- It erat ive and Increment al Deliver y Valuable and usable Valuable but not usable UI Business Tier Data Tier How to slice requirements? It erat ive and Increment al (frequent ) delivery of working soft ware ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 22. K ey Concept s- Self-organizing Team Cross-functional, Self-organizing T eam ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 23. K ey Concept s- Inspect & A dapt Inspect & Adapt ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 24. K ey Concept s Informat ion Radiat ors ScrumPad provides elect ronic “ K anban.” ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 25. Planning-Tradit ional vs. Scrum Fix ed Scope/R equirements Costs Schedule V alue Driven Plan Driven Est imat ed Costs Schedule Scope/Requirement s ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 26. Roles- Tradit ional vs. Scrum Project Manager What? Facilitates How and When? Product Owner Scrum Mast er Development T eam Scrum master Product owner involvement t ime ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 27. Organizat ion- Traditional vs. Scrum Analysts Analysts Developers Testers System Admins Team 1 UI Developer Middleware DB Developer Developer Team 2 Tester T radit ional A gile ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 28. Project ROI- Tradit ional vs. Scrum Waterfal l Which one has higher risk? value A gile 6 T imeline in Mont hs value 1 2 3 4 T imeline in mont hs ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 29. Mechanics- Tradit ional vs. A gile Scrum Waterfall Project Plan • Sprint Estimates • WBS • Release Estimates • Plan in details to the end • Level of details matches the • Procedural phases planning horizon • Empirical timeboxes • Release and Sprint Burndowns • Gantt chart Tracking • Impediment List • Issues List • Short daily stand-up meetings • Long weekly status meetings • # of features accepted • % completion of tasks • Serial checkpoints • Parallel checkpoints • Emerging design • Grand upfront design Engineering • Continuous integration • Large integration on the backend • Continuous tests • Long tests on the backend • Never miss build • Never miss development • Incremental delivery • Big-bang delivery ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 30. Tradit ional vs. A gile Scrum Waterfall Culture • Protect the iteration scope • Protect the project scope • Response to changes • Conformance to the plan • Squeeze low priority scope • Squeeze tests rather scope • Culture of learning and • Culture of sign-offs adoption • Direct, monitor, and control • Facilitate, observe, and serve • Contract with customer • Partner with customer • Prioritized backlog and Impediment list • Risk list • Information radiators • Separate activity • Daily stand-ups Risk Management • Reviews and retrospectives • Embedded activity ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 31. Lean Concept s in A gile 7 “ Mudas” or Wast es How Agile/Scrum Minimizes 1 Transportation => Continuous integration, automated deployment 2 Inventory => Just in time elaboration of requirements 3 Motion => Physical or virtual collocation (open-space) 4 Waiting => Cross-functional team 5 Overproduction => Prioritized backlog (requirements) 6 Over processing => Time-boxed small development cycles 7 Defects => Agile engineering practices (CI, TDD, etc.) ScrumPad mak es it easy t o eliminat e/reduce wast es ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 32. A gile/Scrum adopt ion 2006 2007 2009 65% 69% 69% S ource : http://www.ddj.com/a rchite ct/20760061 5 Increasingly more companies are adopting agile ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 33. A gile Communit y • Agile Alliance • Agile 2010 Conference • Scrum Alliance • Certifications • Scrum Gathering 2010 • User Groups • PMI Agile Group Scrum has been used for projects of all shapes and sizes. ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 34. Diverse project s, organizat ions are using Scrum •Microsoft •Nielsen Media •Yahoo •First American Real Estate •Google •BMC Software •Electronic Arts •John Deere •High Moon Studios •Lexis Nexis •Lockheed Martin •Sabre •Philips •Salesforce.com •Siemens •Time Warner •Nokia •Turner Broadcasting •Capital One •BBC •Intuit Scrum has been used for projects of all shapes and sizes. ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com
  • 35. Q& A Please cont act for on-sit e t raining or Webinar: Cont act : srayhan@code71.com Blog: http://blog.syedrayhan.com Company: http://www.code71.com Product : http://www.scrumpad.com ht tp://www.code71.com Copyright 2010 Code71 Inc. All rights reserved. htt p://www.scrumpad.com