Codess Prague - Agile vs Traditional Methods - Apr 2014

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Introduction to Agile and Scrum. Comparison to traditional Waterfall method.

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Codess Prague - Agile vs Traditional Methods - Apr 2014

  1. 1. Silvana Wasitova Agile & Scrum Coach April 2014 Agile vs Traditional Methods
  2. 2. How Computer “Geeks” replaced Computer http://gender.stanford.edu/news/2011/researcher-reveals-how-%E2%80%9Ccompute %E2%80%9Ccomputergirls%E2%80%9D
  3. 3. 3
  4. 4. http://www.projectcartoon.com/
  5. 5. 64% implemented features are rarely or never used Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in: http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS Sample: government and commercial organizations, no vendors, suppliers or consultants Rarely 19% Never 45% Always 7% Often 13% Sometimes 16%
  6. 6. http://www.agilemanifesto.org
  7. 7. Waterfall, Agile and Scrum: Characteristics When is a project a “Scrum Project” and when is it not? 25-Apr-14 8 Waterfall Agile : Iterative Development RUP DSDM Upfront, Detailed Emergent Design Linear hand-offs: Dev then QA Cross-functional & collaborative: Dev & QA Formal process, implemented at end Welcomed, prioritized vs. backlog At beginning and at delivery Throughout cycle Scrum • Daily “standup” status checks ≤ 15mins • Delivery rhythm in iterations (Sprints) • Demo & Retrospective at end of ea. Sprint  Continuous Improvement XP: eXtreme Programming • Automated Tests • Pair Programming • Automated / Continuous Builds • TDD: Test-Driven Development • Continuous Deployment Teamwork Change Requests Customer / User Involvement Specifications Scrum is the most popular Agile method: 74% of Agile practitioners (2009)
  8. 8. © Silvana Wasitova Scrum vs. Waterfall: Time To Market Develop & QASpec Develop & QA Spec Scrum Waterfall 12 weeks 3-6 wks y wks 9 weeks 3 months 6-10 months Collaborative Results-Oriented 3 MONTHS x wks Updates Sequential Process-Oriented 6-10 MONTHS  Faster Time to Market  Higher Quality  Satisfied Customer
  9. 9. Scrum Framework 10
  10. 10. Scrum Framework: Summary  Product Owner  Team  Scrum Master  Planning: Product & Sprint  Daily Scrum  Sprint Review & Retrospective  Product Backlog  Sprint Backlog  Potentialy Shippable Product Cardinal Rule: Work on the highest priority item first
  11. 11. Why Scrum works: 1. Close collaboration with Customer 2. Transparency through daily reviews → risk reduction 3. LEAN ‘flow’ → frequent delivery of business value 4. Eliminate waste, focus on highest priorities 5. Inspect, adapt, improve - in each iteration
  12. 12. from Shingo's “Seven Wastes of Manufacturing” 7 Wastes of Software Development Partially Done Work (In-Process Inventory) Defects (Defects) Relearning (Extra Processing) Extra Features (Over-Production) Handoffs (Transportation) Delays (Waiting) 1 2 3 4 5 6 7 Every bit of code that is there and not needed creates complexity that will plague the code base for the rest of its lifeTask Switching (Motion) Ref: Implementing Lean Software Development: From Concept to Cash Mary Poppendieck
  13. 13. Lean, Agile, Scrum: How they relate Two things in common: Eliminate Waste & Increase Customer Value Waste: anything which does not advance the process, or add value Value: any action or process that a customer would be willing to pay for • A production practice that considers the expenditure of resources for any goal other than the creation of value for the end-customer to be wasteful, and thus a target for elimination. • Agile practices are rooted in lean philosophy. •Scrum is the most popular Agile methodology used in software development. •Scrum emphasizes iterative approach to building incremental business value. •Agile is a group of methodologies based on iterative and incremental delivery, where requirements and solutions evolve through collaboration between clients and self-organizing, cross-functional teams. •Agile practices include: Scrum, Kanban, XP (eXtreme Programming), TDD (Test Driven Development), RUP (Rational Unified Process from IBM). Lean ScrumAgile
  14. 14. Adapt to changing requirements throughout dev. cycle Continuous improvement via Retrospectives Early product delivery Transparency: daily standup Stress collaboration between developers and customers Strip-off non-essential activities & artifacts Regular reviews with Client/Product Owner Agile Philosophy 1 2 3 4 5 6 7
  15. 15. • Specifications will never be fully understoodZiv’s Law: • The user will never be sure of what they want until they see the system in production (if then) Humphrey’s Law: • An interactive system can never be fully specified, nor can it ever be fully tested Wegner’s Lemma: • Software evolves more rapidly as it approaches chaotic regions (without spilling into chaos) Langdon’s Lemma: Agile deals with:
  16. 16. “There is nothing so useless as doing efficiently that which should not be done at all.” ~Peter Drucker frequent handovers, separating decision-making from work –interfere with the learning that is the essence of development. Interfering with the smooth flow of value – e.g.: task switching, design loopbacks, technical debt, backlogs – cause organizations to deliver less value while using increasingly more resources. in software development Three Biggest Sources of Waste Building the Wrong Thing Thrashing. Failure to Learn http://www.poppendieck.com/
  17. 17. Silvana Wasitova, CSM, CSP Lausanne, Switzerland wasitova@yahoo.com +41 79 558 05 09 slideshare.com/wasitova Go get it!
  18. 18. Silvana Wasitova, CSM, CSP Lausanne, Switzerland wasitova@yahoo.com +41 79 558 05 09 slideshare.com/wasitova
  19. 19. 21THANK YOU!

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