What Product Managers Need to Know About Agile Development with Scrum


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Agile development is more talked about than well understood. Product managers are often operating within a system that assumes a traditional waterfall approach to product development where product specifications can be nailed down early on in the product development process. Making agile development work requires educating managers so they will value fast development and the virtues of learning quickly from user interface testing, early test users and initial purchasers. Attracting the best developers requires having development processes that are considered state of the art by the best candidates. Laura will discuss being an employer of choice, using the best in agile and scrum to attract and motivate employees. Transitioning from waterfall to agile is a potentially difficult process and requires planning and knowledge. An often misunderstood aspect of the transition to agile is redefinition of the roles of product owner, product developer, product marketing and scrum master, along with their interactions with the rest of the development team and internal stakeholders. A clear understanding of best practices is likely to increase the probability of product development completion on time and on budget and increase the likelihood that products developed meet key user needs.

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What Product Managers Need to Know About Agile Development with Scrum

  1. 1. Laura Klemme, MSc IT, PMP, CSMMay 2013Silicon Valley Product Management Meetup1
  2. 2.  Higher Productivity and Lower Costs Faster Time to Market Higher Quality Improved Stakeholder Satisfaction Improved Employee Engagement and JobSatisfaction What We‟ve Been Doing Isn‟t WorkingFrom: http://www.versionone.com/pdf/3rdAnnualStateofAgile_FullDataReport.pdf2
  3. 3. From: Scaled Agile Framework3
  4. 4. From: Scaled Agile Framework4
  5. 5.  Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a planWe are uncovering better ways of developing software by doing itand helping others do it.Through this work we have come to value:That is, while there is value in the items on the right, we value theitems on the left more.Kent BeckMike BeedleArie van BennekumAlistair CockburnWard CunninghamMartin FowlerJames GrenningJim HighsmithAndrew HuntRon JeffriesJon KernBrian MarickRobert C. MartinSteve MellorKen SchwaberJeff SutherlandDave Thomas© 2001, the above authorsThis declaration may be freely copied in any form,but only in its entirety through this notice.From: http://www.agilealliance.org/the-alliance/the-agile-manifesto/5
  6. 6. I. Our highest priority is to satisfy the customer throughearly and continuous delivery of valuable software.II. Welcome changing requirements, even late indevelopment. Agile processes harness change for thecustomers competitive advantage.III. Deliver working software frequently, from a couple ofweeks to a couple of months, with a preference to theshorter timescale.IV. Business people and developers must work togetherdaily throughout the project.V. Build projects around motivated individuals. Give themthe environment and support they need, and trust themto get the job done.VI. The most efficient and effective method of conveyinginformation to and within a development team is face-to-face conversation.6
  7. 7. VII. Working software is the primary measure of progress.VIII. Agile processes promote sustainable development. Thesponsors, developers, and users should be able tomaintain a constant pace indefinitely.IX. Continuous attention to technical excellence and gooddesign enhances agility.X. Simplicity--the art of maximizing the amount of worknot done--is essential.XI. The best architectures, requirements, and designsemerge from self-organizing teams.XII. At regular intervals, the team reflects on how to becomemore effective, then tunes and adjusts its behavioraccordingly.From: http://www.agilealliance.org/the-alliance/the-agile-manifesto/the-twelve-principles-of-agile-software/7
  8. 8. Drawn by Laura KlemmeFrom: http:guide.agilealliance.org/subway.html8
  9. 9. 9Rendered by Laura Klemme on wordle.net
  10. 10.  Commercial software In-house development Contract development Fixed-price projects Financial applications ISO 9001-certifiedapplications Embedded systems 24x7 systems with99.999% uptimerequirements Software as a ServiceFrom: http://www.mountaingoatsoftware.com• Video game development• FDA-approved, life-criticalsystems• Satellite-control software• Websites• Handheld software• Mobile phones• Network switchingapplications• CMMI Model applications• Some of the largestapplications in use10
  11. 11. • Scrum is an agile process that allows us to focus ondelivering the highest business value in the shortesttime.• It allows us to rapidly and repeatedly inspect actualworking software (every two weeks to one month).• The business sets the priorities. Teams self-organize to determine the best way to deliver thehighest priority features.• Every two weeks to a month anyone can see realworking software and decide to release it as is orcontinue to enhance it for another sprint.From: http://www.mountaingoatsoftware.com11
  12. 12. • Jeff Sutherland• 1993: Initial scrum at Easel Corp• IDX Systems Corp, a healthcare softwaretechnology company, 500+ doing Scrum• Original signer of Agile ManifestoFrom: http://www.mountaingoatsoftware.com• Ken Schwaber• 2006: Presented Scrum w/Sutherland at ACM‟sOOPSLA (Object-OrientedProgramming, Systems,Languages & Applications)• Author of 3 books on Scrum• Original signer of AgileManifesto12
  13. 13. • Mike Beedle• Co-author of first Scrum book• Original signer of Agile ManifestoFrom: http://www.mountaingoatsoftware.com• Mike Cohn• 2002: Co-founder of ScrumAlliance w/Ken Schwaber• Author of numerous bookson Scrum• Series editor for Addison-Wesley Signature Series• Founder of Mountain GoatSoftware13
  14. 14.  Self-organizing teams Product progresses in a series of month-long“sprints” Requirements are captured as items in a list of“product backlog” No specific engineering practices prescribed Uses generative rules to create an agileenvironment for delivering projects One of the Tribes, “agile processes”From: http://www.mountaingoatsoftware.com14
  15. 15. From: http://www.mountaingoatsoftware.comSimpleComplexAnarchyTechnologyRequirementsFar fromAgreementClose toAgreementClosetoCertaintyFarfromCertaintySource: Strategic Management andOrganizational Dynamics by Ralph Stacey inAgile Software Development with Scrum byKen Schwaber and Mike Beedle.15
  16. 16. 16
  17. 17. ScopeSchedule CostScopeSchedule CostPlanDrivenValueDrivenFrom: http://pmi.org17
  18. 18. AnalysisRequirementsSpecificationDesignImplementationTesting andIntegrationOperations andMaintenance18
  19. 19.  Loss of „Product Vision‟ between idea and the launch No single person in charge of the productProduct MarketingDoes Market ResearchWrites Product ConceptProduct ManagerWrites RequirementsSpecificationDevelopment TeamWrites CodeTests CodeProject ManagerWrites Project PlanManages Team19
  20. 20.  20 years of planning, fundraising andconstruction Key Stakeholders:◦ Alpha Phi Alpha fraternity◦ the MLK Jr National Memorial Project Foundation◦ the US Commission of Fine Arts◦ the National Capital Planning Commission◦ Design: ROMA Design Group, San Francisco◦ Artist: Lei Yixin, China◦ Council of Historians 2007: Council of Historians select thequotations, including Dr Maya Angelou 2008: Cost estimate $120 million20
  21. 21.  2009: Conflict between 3 gov‟tagencies and compromise,Construction begins 2011: Dedication ceremony Located in a 4-acres site, near the National Mall in Washington, DC Statue is 30‟ high with the „Stone of Hope‟ and „Mountain ofDespair‟ and a 450‟ long Inscription Wall with 14 quotes.21
  22. 22.  Decision to Paraphrase Quotation◦ “I was a drum major for justice, peace andrighteousness,” King‟s actual words◦ “If you want to say that I was a drum major,say that I was a drum major for justice. Saythat I was a drum major for peace. I was adrum major for righteousness. And all ofthe other shallow things will not matter.” 2011: Maya Angelou◦ “The quote makes Dr Martin Luther Kinglook like an arrogant twit…” 2013: Solution approved to removethe quote for a cost of ~$800,000From: http://en.wikipedia.org/wiki/Martin_Luther_King,_Jr._National_Memorial22
  23. 23.  In Agile, the Product Owner is the productvisionary and follows the product through theentire life cycle23
  24. 24. From: http://www.mountaingoatsoftware.comProduct VisionProduct RoadmapRelease PlanIteration PlanDaily PlanYearly by the Product OwnerBi-Yearly by the Product OwnerQuarterly by the Product Ownerand TeamBi-Weekly by the TeamDaily by the Individuals24
  25. 25. RolesProductOwnerScrum MasterTeamCeremoniesSprintPlanningSprint ReviewSprintRetrospectiveDaily ScrumMeetingArtifactsProductBacklogSprintBacklogBurndownChartsFrom: http://www.mountaingoatsoftware.com25
  26. 26. RolesProductOwnerScrum MasterTeamCeremoniesSprintPlanningSprint ReviewSprintRetrospectiveDaily ScrumMeetingArtifactsProductBacklogSprintBacklogBurndownChartsFrom: http://www.mountaingoatsoftware.com26
  27. 27. From: http://www.mountaingoatsoftware.com Define the features of the product Decide on release date and content Be responsible for the profitability of theproduct (ROI) Prioritize features according to market value Adjust features and priority every iteration, asneeded Accept or reject work results27
  28. 28. From: http://www.mountaingoatsoftware.com Represents management to the project Responsible for enacting Scrum values andpractices Removes impediments Ensure that the team is fully functional andproductive Enable close cooperation across all roles andfunctions Shield the team from external interferences28
  29. 29. From: http://www.mountaingoatsoftware.com Typically 5-9 people Cross-functional:◦ Programmers, testers, user experience designers, etc. Members should be full-time◦ May be exceptions (e.g., database administrator) Teams are self-organizing◦ Ideally, no titles but rarely a possibility Membership should change only between sprints29
  30. 30. From: http://www.goodenoughmother.com From: http://peterrhysthomas.wordpress.comThe behavior common to Scrum: „Moving the Scrum downfield‟Character of the team: it tries to go the distance as a unit, passing the ballback and forth30
  31. 31. RolesProductOwnerScrum MasterTeamCeremoniesSprintPlanningSprint ReviewSprintRetrospectiveDaily ScrumMeetingArtifactsProductBacklogSprintBacklogBurndownChartsFrom: http://www.mountaingoatsoftware.com31
  32. 32. TeamCapacityProductBacklogBusinessConditionsCurrentProductTechnologyFrom: http://www.mountaingoatsoftware.comSprint GoalSprintBacklogSprintPrioritizationAnalyze and evaluateproduct backlogSelect sprint goalSprintPlanningDecide how to achieve sprintgoal (design)Create sprint backlog (tasks)from product backlog items(user stories/features)Estimate sprint backlog32
  33. 33. From: http://www.mountaingoatsoftware.com Team selects items from the productbacklog they can commit to completing Sprint backlog is created◦ Tasks are identified◦ Estimated using story points – PlanningPoker◦ Collaboratively, not done alone by theScrum Master High-level design is considered33
  34. 34. From: http://www.mountaingoatsoftware.com Team estimation for Story Points Agree on point scale Team briefly discusses a story Everyone silently selects a point card Team reveals all cards at once If outliers exist, discuss and re-vote34
  35. 35. From: http://www.mountaingoatsoftware.com Parameters◦ Daily◦ 15-minutes◦ Stand-up Not for problem solving◦ Whole world is invited◦ Pigs vs Chickens◦ Only team members, Scrum Master, Product Owner,can talk Helps avoid other unnecessary meetings35
  36. 36. From: http://www.mountaingoatsoftware.com Everyone answers 3 questions These are NOT status for the Scrum Master They are commitments in front of peersWhat didyou doyesterday?What willyou dotoday?Is thereanythingin yourway?361 2 3
  37. 37. From: http://www.mountaingoatsoftware.com Team presents what it accomplished duringthe sprint Typically takes the form of a demo of newfeatures or underlying architecture Informal◦ 2-hour prep time rule◦ No slides Whole team participates Invite the world37
  38. 38. From: http://www.mountaingoatsoftware.com Periodically take a look at what is and is notworking Typically 15–30 minutes Done after every sprint Whole team participates◦ Scrum Master◦ Product Owner◦ Team◦ Possibly customers and others Start / Stop / Continue38
  39. 39. RolesProductOwnerScrum MasterTeamCeremoniesSprintPlanningSprint ReviewSprintRetrospectiveDaily ScrumMeetingArtifactsProductBacklogSprintBacklogBurndownChartsFrom: http://www.mountaingoatsoftware.com39
  40. 40. From: http://www.mountaingoatsoftware.com The requirements A list of all desired work on the project Ideally expressed such that each item hasvalue to the users or customers of theproduct Prioritized by the Product Owner Reprioritized at the start of each sprint40This is theproductbacklog
  41. 41. From: http://www.mountaingoatsoftware.com A short statement of what the work will befocused on during the sprintDatabaseApplicationMake theapplication run onAWSLifeSciencesSupport featuresnecessary forpopulationgenetics studies41
  42. 42. From: http://www.mountaingoatsoftware.com Individuals sign up for work of their ownchoosing◦ Work is never assigned Estimated work remaining is updated daily Any team member can add, delete or changethe sprint backlog Work for the sprint emerges If work is unclear, define a sprint backlogitem with a larger amount of time and break itdown later Update work remaining as more becomesknown42
  43. 43. From: http://www.scrumdesk.com43
  44. 44. From: http://www.mountaingoatsoftware.com Typical individual team is 7 ± 2 people◦ Scalability comes from teams of teams Factors in scaling◦ Type of application◦ Team size◦ Team dispersion◦ Project duration Scrum has been used on multiple 500+person projects44
  45. 45. From: http://www.mountaingoatsoftware.com45
  46. 46.  Educate widely◦ Management, stakeholders, team, customers Start small Pilot Continuous Improvement Use an Agile Coach Training – Scrum Alliance46
  47. 47.  Agile Alliance Scrum Alliance mountaingoatsoftware.com PMI.org Version One47
  48. 48. Laura Klemme, MSc IT, PMP, CSMLinkedIn: http://www.linkedin.com/in/lauraklemmeTwitter: @lklemme48