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Codess Prague - Agile vs Traditional Methods - Apr 2014
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Codess Prague - Agile vs Traditional Methods - Apr 2014

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

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

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  • 1. Silvana Wasitova Agile & Scrum Coach April 2014 Agile vs Traditional Methods
  • 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
  • 4. http://www.projectcartoon.com/
  • 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. http://www.agilemanifesto.org
  • 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. © 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. Scrum Framework 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. 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. 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. 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. 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. • 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. “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. Silvana Wasitova, CSM, CSP Lausanne, Switzerland wasitova@yahoo.com +41 79 558 05 09 slideshare.com/wasitova Go get it!
  • 18. Silvana Wasitova, CSM, CSP Lausanne, Switzerland wasitova@yahoo.com +41 79 558 05 09 slideshare.com/wasitova
  • 19. 21THANK YOU!