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Agile Software Development with Scrum – Introduction


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The Scrum methodology of Agile software development was inspired from and grew out of the shortcomings of traditional waterfall management. Unlike waterfall techniques, Scrum methods emphasize team collaboration and communication, functioning software know-how, and focus strongly on the ability to adapt and be responsive to any and all emerging business situations.

The Scrum and Agile IT methodologies are proven project management styles and business approaches that assist companies in identifying company goals as well as customer needs. Through frequent adaptation and inspection, these leadership methods promote team member accountability, self-organization, and allow for high-quality projects to be completed quickly.

Published in: Software
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Agile Software Development with Scrum – Introduction

  1. 1. Blackvard Management Consulting Agile Software Development with Scrum – Introduction Copyright © Blackvard Management Consulting – All rights reserved
  2. 2. Copyright © Blackvard Management Consulting – All rights reserved Agenda What Will Be Covered: 1. Who We Are 2. What Lean, Agile, Waterfall & Scrum Mean 3. Scrum Roles, Events & Tools 4. Why & When You Should Utilize Scrum Teams 5. Real-world Obstacles with the Agile Approach 6. Coaching & Training Services 7. Q&A Session
  3. 3. Copyright © Blackvard Management Consulting – All rights reserved  Technical project lead and ABAP architect responsible for quality in technical scope and budget in a global roll-out of SAP Logistics applications (SAP LE / LO)  Conducting multiple SAP ABAP and SAP HANA® trainings for various US companies  Implementation of a standard SAP software solution for Spend Management within SAP AG & ARIBA (annual spend volume 3 Bill. EUR) which can be used in all SAP systems  Improved claims management using SAP FS-CM which is generating annual savings of 15 Mio € for a huge German public healthcare organization  Implemented a global solution for procurement processes at BMW AG using SAP SRM / B2B  Blueprinting and implementation of SAP software for banking credit cancelations for VOLKSWAGEN Key Achievements of Blackvard Management Consulting in Previous Projects What We’ve Accomplished
  4. 4. Blackvard Management Consultants www.blackvard.comCopyright © Blackvard Management Consulting – All rights reserved Short Bio: Lukas M. Dietzsch is managing director at Blackvard Management Consulting, LLC. He is holding a Master’s degree in Information Technology and is an experienced IT solution architect and project lead. His strong background in adapting to requirements and standards in different industries and on various platforms are valuable assets for Blackvard customers. He is repeatedly commended by customers for driving efficient solutions for complex problems in globally distributed team environments and meeting tough deadlines. For further information please visit: Lukas M. Dietzsch Copyright © Blackvard Management Consulting- All rights reserved Managing Director
  5. 5. Copyright © Blackvard Management Consulting – All rights reserved An overview of current and previous customers: Customers That Recommend Blackvard
  6. 6. Copyright © Blackvard Management Consulting – All rights reserved Lean Software Development  Lean Software Development (LSD) is modeled after lean manufacturing & lean IT principles  Adapted from the Toyota Production System  Lean principles are close in concept to lean manufacturing principles  Eliminate waste/Amplify learning/Decide as late as possible/Deliver as fast as possible  Empower the team/Build integrity in/See the whole  Lean Software Development practices (Lean Tools) have parallels to Agile Software Development  Seeing waste/Value stream map/Set-based development/Pull systems  Queuing theory/Motivation/Measurements
  7. 7. Copyright © Blackvard Management Consulting – All rights reserved Agile Software Development  Agile Software Development - agility-based software development methods  Self-organizing & cross-functional teams create solutions & requirements assessments  Adaptive collaborative planning, evolving progression, early delivery, ongoing improvement  Emphasizes quick & agile responses to change  Agile Development Methods promote:  Iterative, incremental & evolutionary processes  Efficient face-to-face communication  Very short feedback loop & adaptation cycle  Quality focus (specific techniques)  The Agile Manifesto values the following:  Individuals & Interactions vs. Processes & Tools  Working Software vs. Comprehensive Documentation  Customer Collaboration vs. Contract Negotiation  Responding to Change vs. Following a Plan
  8. 8. Copyright © Blackvard Management Consulting – All rights reserved Agile Software Development  The Agile Manifesto is based on 12 principles:  Rapid delivery of useful software  Evolving requirements are welcomed  Frequently delivered working software  Close daily cooperation between developers & clients  Projects built around specific individuals  Face-to-face conversations preferred  Working software is essential to progress  Sustainable development  Technical excellence & design  Simplicity  Team self-organization  Adaptation to changing circumstances
  9. 9. Copyright © Blackvard Management Consulting – All rights reserved Agile Software Development  Agile Philosophy  Complex systems & projects w/ dynamic & non-linear characteristics  Stability, accuracy & predictions are difficult in early stages due to agility  Large up-front designs & arrangements are wasteful  Adaptive (Agile) vs. Predictive  Adapting quickly to evolving realities vs. Analyzing & planning the future in detail  Iterative vs. Waterfall  Differences in software testing phases  Product mindset vs. project mindset  Code vs. Documentation  Working software over comprehensive documentation
  10. 10. Copyright © Blackvard Management Consulting – All rights reserved Agile Software Development  Well-known Agile Software Development Methods  Adaptive Software Development (ASD)  Agile Modeling  Agile Unified Process (AUP)  Crystal Clear Methods (Crystal Clear)  Disciplined Agile Delivery  Dynamic Systems Development Method (DSDM)  Extreme Programming (XP)  Feature Driven Development (FDD)  Lean Software Development  Kanban (development)  Scrum  Scrum-ban
  11. 11. Copyright © Blackvard Management Consulting – All rights reserved  Waterfall Development is a sequential design used in software development  Progress is viewed as steadily flowing downward through phases  Originated in manufacturing & construction industries Waterfall Development Requirements Design Implementation Verification Maintenance  Product Requirements Document  Software Architecture  Software
  12. 12. Copyright © Blackvard Management Consulting – All rights reserved  One phase must be completed before moving on to the next phase  Rarely re-visit a phase once it has been completed  High risk – accuracy is critical the first time around  More costly & less efficient than Agile approaches  Changes after the fact are often not possible Waterfall Development  Value is realized at end of project (deployment)  End of project testing leaves room for unresolved issues  Stakeholder requirements & needs could have changed  Heavily reliant on planning & project managers
  13. 13. Copyright © Blackvard Management Consulting – All rights reserved SCRUM  SCRUM is an Agile Software Development framework  Iterative & incremental  Challenges assumptions of traditional & sequential approach  Flexible & holistic  Development team works as a unit (enables self-organization)  Daily face-to-face communication & discipline in projects  Key Principles of SCRUM  Customers can change their minds regarding wants & needs  Unpredicted challenges cannot be addressed in predictive manner
  14. 14. Copyright © Blackvard Management Consulting – All rights reserved Roles of SCRUM  Product Owner defines & communicates product requirements  Represents the stakeholders & voice of customer  One per SCRUM team (not combined w/ SCRUM master)  Prioritizes & empathizes w/ team members & stakeholders  Demonstrates solutions/announces releases/educates stakeholders/organizes milestones  Development Team delivers Potentially Shippable Increments (PSIs) of product  3 – 9 individuals w/ cross-functional skills (self-organizing)  Analyze/design/develop/test/document  SCRUM Master (Servant-leader) facilitates the SCRUM  Removes product & deliverables impediments  Not traditional project manager (buffer between team & distractions)  Enforces SCRUM rules (chairs meetings & challenges team)
  15. 15. Copyright © Blackvard Management Consulting – All rights reserved Events of SCRUM  Sprint  Basic unit of development in SCRUM (iteration)  Timeboxed – advanced specific fixed duration (1 week - 1 month)  Started by planning meeting – tasks identified/estimated goal/review-and-retrospective  “Done” working product sprint emphasis  Meetings  Sprint planning meeting - beginning of every sprint cycle  Daily SCRUM meeting – team “stand-up” communication meeting  End Sprint meetings – review & retrospective  Extensions  Backlog refinements (grooming) – ongoing product backlog review & prioritization  SCRUM of SCRUMS – scales SCRUM up to large development groups
  16. 16. Copyright © Blackvard Management Consulting – All rights reserved Tools of SCRUM  Product Backlogs are maintained ordered lists of requirements (story format)  Requirements that deliver a viable product (Features/bug fixes/non-functional requirements)  Product Backlog Items (PBIs) are ordered by the product owner; broken down by tasks  Based on risk/business value/dependencies/required data  Gauge timelines & influence backlog item ordering  Product Backlogs are commonly used to:  Capture requests for product modification & prioritize sprint items  Ensure work maximizes business benefit to product owner  Determine new market opportunities/competitor threats/customer feedback
  17. 17. Copyright © Blackvard Management Consulting – All rights reserved Tools of SCRUM  Sprint Backlog – Selecting backlog items from the top of the backlog, until sprint work is complete  Asks “Can we also do this?”  Product backlog items added to sprint backlog  Considers past performance; assesses capacity for new sprint  Tasks are never assigned; team signs up for tasks based on priority & skill set  Sprint Backlogs & estimates belong to development team  Task boards used to track & alter sprint tasks  Ensure team is given work which maximizes benefits  Only team can add functionality  Analyzed & reprioritized if necessary  Next sprint functionality selected
  18. 18. Copyright © Blackvard Management Consulting – All rights reserved Tools of SCRUM  Potentially Shippable Increments (PSI) are all product backlog items completed during current & previous sprints  Definition of Done (DoD) – Scrum Team’s criteria  Increment must be in a usable condition  Burndown Charts are public charts showing remaining sprint backlog work  Updated daily, view of sprint progress (quick reference)  Release burndown chart – work left to complete product release target commitment  Alternate release burndown chart – scope changes to release content (resets baseline)
  19. 19. Copyright © Blackvard Management Consulting – All rights reserved Why and When To Utilize Agility & SCRUM  SCRUM adopts an empirical approach which is highly beneficial  Recognizes that problems cannot be fully understood or defined early on  Maximizes development team’s ability to deliver quickly  Responds to emerging & changing requirements  Allows for rapid & agile responses  SCRUM should be utilized when:  Working in-house projects or projects that require flexibility  Working on projects where scope changes rapidly  Team isn’t fluent with specific project management approaches  New practices are being introduced  Rapid results are required & low costs are essential
  20. 20. Copyright © Blackvard Management Consulting – All rights reserved Real-world Obstacles with Agility & SCRUM  SCRUM does not cover the entire product development lifecycle  Additional processes to improve implementation are commonly added  Process guidance on prioritization & requirements gathering also added  SCRUM does not allow for extension points  Framework should be extended, not instantiated  Inability to accept transparency often leads to avoidance of agility  Company might fear processes are too specific for agile development  Requires complete specifications prior to beginning software development  Daily reports on accomplishments & struggles leads to information hiding
  21. 21. Copyright © Blackvard Management Consulting – All rights reserved Agile Consulting Services We Offer  Analyze existing IT & software development processes  Oversee Agile services & processes setup  Mentor software development teams during Agile with SCRUM implementation  Provide Quality Assurance, enabling higher quality software solutions  Improve quality of services & motivation of entire teams via SCRUM processes  Oversee Change Management of collective business processes  Mentor non-SAP software development teams in:  Improvement of software quality  Transparency of coding & development processes  Increasing development team performance Coaching & Training Services
  22. 22. Copyright © Blackvard Management Consulting – All rights reserved Have Additional Questions? Let’s Hear Them! Questions & Answers
  23. 23. Blackvard Management Consulting Gartenstrasse 14 D-69168 Wiesloch (Heidelberg) Tel: +49 160 966 00 111 Fax: +49 3212 1300 485 Blackvard Management Consulting, LLC 308 S Church Street Suite #12 West Chester Pennsylvania, 19382 Tel: +1 (484) 401 7218 Fax: +49 3212 1300 485 Americas – Philadelphia (USA)Western Europe - Germany Copyright © Blackvard Management Consulting – All rights reserved Follow Us On: Contact Us © 2014 All rights reserved. SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE. All other product and service names mentioned are the trademarks of their respective companies.