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Scrum & Prince2™
How to successfully combine
methodologies
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Introduction
EELCO GRAVENDEEL
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THE POINT IS …
Using a combination of the right tools can
help you do a complicated job!
Now lets go and find the right tools for
the right job …
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Enough about tools
WHAT ABOUT THE
METHODOLOGIES?
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Scrum …
• … gets things done
• … is transparent
• … makes me happy
• … is scalable
So why do I need
more tooling?
Doesn’t Scrum
fulfill all my
project needs?
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Scaling Scrum Company size
Company
management
Scrum support
team
Scrum of
Product owners
Scrums
Team A PO Team B PO Team C PO
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Consider this
COTS Product D:
Big budgets, Soled by company Z
tight deadlines Infrastructure
Stakeholder A Hosted at company Y
Stakeholder A
Stakeholder A
Stakeholder A
All components need to Stakeholder AA
Stakeholder
work together Stakeholder Z Migration of the old
data into the new
system
Users need
Software component A: extensive training
Build in-house Overall alignment of
components is crucial
Software component B: Software component C:
Build in-house Build by company X
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Okay, so lets compare
Scrum is about the Prince2 is about
team getting the work creating a controlled
Done environment
Scrum will get me Prince2 helps
transparency: what is identifying and
the real status managing project risks
Both are business
Scrum scales perfectly: value driven Prince2 can be used for
multiple teams, multiple managing complex
product owners Both emphasize projects
adapting the method to
your environment Prince2 gives real
Agile planning rules! attention to starting &
finishing projects
Prince2 says little about
Scrum says little about
how you get the “actual
project management
work” done
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Consider this again
Prince2
Hosted atScrum
company Y COTS Product D:
Big budgets, Soled by company Z
tight deadlines Infrastructure
Stakeholder A
Stakeholder A Hosted at company Y
Stakeholder A
Stakeholder A
All components need to Stakeholder AA
Stakeholder
work together Stakeholder Z Migration of the old
data into the new
system
Scrum Users need
Software component A: extensive training Scrum
Build in-house Overall alignment of
components is crucial
Scrum Scrum
Software component B: Software component C:
Build in-house Build by company X
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Okay, some process mapping
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Okay, some process mapping
Continues planning
Enhanced Burndown chart
Backlog management
Progress monitoring &
communication by working
software
Task Board
Burndown chart
Impediment list
Incorporated
testing & QA
Empowered teams
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Reporting and planning
• Burndown charts, task boards etc. direct
input for checkpoint reports
• Highlight reports easily derived from the
above
• Sprint planning equals team plan
• Well known velocity and enhanced
burndown charts help guarding the project
steering parameters
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Think about
• How many sprints should be a stage …
• What steering parameters do we use …
• Is the Senior User the product owner …
• Or can the PM be proxy product owner …
• How do we do architecture …
• Etc …
There are no cookbooks to follow and be right!
You need to think about these things when
starting up a project …
And then inspect & adapt as you go along!!!
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Too much process mapping …
PRINCE2 / Scrum configuration checklist http://blog.julianonsoftware.com
NOTE that
DP1 'ad hoc
direction' and a
few others are
Copyright 2006 Julian Harris / Scrum Master / Qualified intentionally
PRINCE2 Practitioner / julian@julianonsoftware.com omitted.
Who
Area Scrum / Agile X-Ref Status (PRINCE2) Who (Scrum) Notes
PRINCE2
Code Activities
Project Startup & Initiation
SU1 Appoint Executive and PM N/A Pending Executive Product Owner
SU1 Produce Project Mandate Define Project Vision Pending Executive Product Owner
SU1 PM Job Description N/A Done Executive Product Owner
SU2 Design PM Team Assemble Team Pending PM Scrum Master Includes interactions with other teams and why
SU3 Appoint PM Team Assemble Team Pending PM Scrum Master
SU4 Create Risk/Issue Log & Initial Risks & Issues 'Sprint 0' planning Pending PM Scrum Master Issues actually created in IP5
SU4 Create Outline Business Case 'Sprint 0' planning Pending Executive Product Owner Will be reviewed in 'Sprint 0' planning
'Sprint 0' planning: Prepare Initial
SU4 Capture Customer Quality Expectations Product Backlog Pending PM Scrum Master For Specialist Products produced
Time, cost, scope, benefit, risk, quality. Aspects that need to be
SU4 Capture Project Tolerances & Acceptance Criteria 'Sprint 0' planning Pending PM Scrum Master renegotiated with the Project Board if there's a danger of going past
'Sprint 0' planning: Prepare Initial
SU4 Capture & Prioritise Initial Customer Requirements Product Backlog Pending Senior User Product Owner
Capture Customer best practices, standards &
SU5 constraints 'Sprint 0' planning Pending Senior User Product Owner
CP1 Identify operational needs 'Sprint 0' planning Pending Senior User Product Owner
CP1 Identify maintenance needs 'Sprint 0' planning Pending Senior User Product Owner
Storage of project products: how, where, who, what. Does Customer
IP1 Establish Configuration Management Plan 'Sprint 0' planning Pending PM Scrum Master have systems in place? See SU5 as well.
Rules for when and how things can be changed. Scrum: anything can
IP1 Establish Change Control approach Scrum Rollout Pending PM Scrum Master be changed after a Sprint, but not during.
IP1 Establish QA approach for testing 'Sprint 0' planning Pending PM Scrum Master Secondment of test team members etc. Responsibilities etc
Scrum: monthly retrospectives reviewing how the process went, and
IP1 Establish QA approach for delivery 'Sprint 0' planning Pending PM Scrum Master how to improve. Agreement on what 'DONE' means.
Scrum: Sprint review & retrospectives + those from configuration
IP1 Establish Quality Log 'Sprint 0' planning Pending PM Scrum Master management
Probable Product Backlogs across multiple Sprints and setup of
IP2 Plan overall Project 'Sprint 0' planning Pending PM Scrum Master Release Backlog
Revisions to earlier work. Reality is that this will be updated as
IP3 Refine Business Case & Risks Sprint planning Each Sprint PM Scrum Master necessary at end of Sprints.
Reporting / escalation & decisionmaking arrangements with
Executive and rest of Board. In addition to standard Scrum
IP4 Set up Project Controls 'Sprint 0' planning Pending PM Scrum Master mechanisms of daily scrums + 30 day Sprint review
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Some do’s & don'ts
Do:
Use Scrum & Prince2 Don’t:
when complex Use Prince2 stand-
(previous slide) alone for software
projects
Don’t: Don’t: Do:
Use any methodology Use Prince2 and Plan-Do-Check-Act
just by the book: don’t Scrum for pure in- Taylor the methods
be a template zombie! house software constantly to
development continuously improve
Do: Do: Don’t:
People and Interactions Use Prince2 & Scrum in Rely on checklist’s and
over Processes and combination with other mechanical process
tools relevant tools mapping
(e.g. AgileUP: that’s a
whole new subject)
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Conclusion
When the project environment is complex,
you can benefit from combining methodologies
that supplement each other,
Such as Prince2 & Scrum
As long as you use tools to help you out,
instead of blindly following the tools manual!
Individuals and Interactions
over
Process and Tools
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THE POINT IS … (EXTENDED)
Using a combination of the right tools can
help you do a complicated job!
As long a common sense prevails and you
keep doing “plan, do, check, act”
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