More Related Content Similar to A.Kamran Comprehensive Review of Agile and Scrum (20) 1. Agile and Scrum
by A. Kamran
Lean Agile Council
A review of Core Concepts, Values, Components and the process
2. Agile & Scrum
In this presentation we will take a look at:
❖When did it all start?
❖What methods were used in the old days? (traditional approaches)
❖When did the modern ways (Agile) were invented?
❖What is Agile?
❖What is Scrum?
❖What are the components of Scrum? (Values, Roles, Events, Artifacts)
❖What is next? (Scaling Up!)
© 2018 A. Kamran
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3. A bit about the presenter: A. Kamran
• Certified Agile Coach, Certified Scrum Master (since 2006), Certified Scrum
Product Owner, Certified Scaled Agile Enterprise Transformation Lead (SPC/SA),
Certified Scrum@Scale Practitioner, Certified Kanban Practitioner.
• 12+ years in Agile and Hybrid approaches (total 20+ years in Consulting and
Project Management)
• Specialized in Scaled Agile / Scrum using (SAFe, Scrum@Scale, LeSS, Nexus)
• Consulted on, coached and/or directly managed technology solution delivery
teams for the Fortune Global 500 companies (incl. 5 major Canadian banks) as
well as Public Sector.
• Has launched 3 Successful Start Ups in Technology and Consulting Services; The most recent
launched in 2015 using the Lean Start Up model (now a growing high tech boutique in
Machine Learning technology solutions with 4 bases of operation in:
• Toronto,
• Palo Alto (Silicon Valley),
• Glasgow (Scotland, UK), and
• Hong Kong.
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© 2018 – 2019 A. Kamran
5. Agile & Scrum : When did it all start?
At the beginning, each human had to cover
every role needed in his / her life:
• Manager,
• Idea Generator,
• Designer,
• Builder,
• Tester and even the
• End-user
© 2018 A. Kamran
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6. Agile & Scrum : When did it all start?
Later, and at the dawn of civilization, humans learned it would be much more
efficient if they distributed responsibilities among the team members, so each one
can become better at what they are doing and do a better job (Specialize).
Now a New Problem had emerged: How to get a team to work together effectively?
© 2018 A. Kamran
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7. This led to invention of the
Traditional Approaches
© 2018 A. Kamran
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8. Agile & Scrum : When did it all start?
Through a few centuries of trials and errors, humans finally established the
plan-based (sequential) traditional project management methods.
Using them, they even managed the work to build the worlds wonders and
magnificent monuments – many of which - still standing today.
© 2018 A. Kamran
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10. None of them would finish in Time
© 2018 A. Kamran
Tombs commissioned
by the Pharaohs would
finish a long time after
their death …
Wall designed to protect
an empire from invaders
would take 200 years to
complete …
Took them 140 years to finish
Florence’s most famous church
(Santa Maria del Fiore);
Spent 100 years of it building
the dome!
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11. None of them would finish in Time
© 2018 A. Kamran
Even with today’s life expectancies, it would take them generations after
generations to finish any large project.
Same was the issue with any small or large manufacturing efforts, that would take
a very long time (several generations) for any improvements in design and build.
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12. And as it would be expected,
they would
Never Finish within
their initially anticipated
Budget.
© 2018 A. Kamran
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13. Traditional Approaches
• The efforts for improvement of traditional
approaches continued for centuries.
• As they became more accurate in tracking
the efforts and progress, they also became
heavier in the process and several steps
and stages and gating (checkpoints) were
added to them.
• They also grew heavy in paperwork and
documentation.
© 2018 A. Kamran
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14. The accuracy that was established allowed for projects to better target their initially
scheduled delivery timeframe (and move away from a multiple generations’ work to the
lifetime of the projects’ team members!)
© 2018 A. Kamran
Traditional Approaches
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15. © 2018 A. Kamran
Traditional Approaches
Built in 1889 from the ground level in 20 months
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16. Traditional Approaches
CON: It made them even slower than
before to react to any changes or needs
for re-alignment to the changing
conditions of market (or environment)
and Customers’ needs!
© 2018 A. Kamran
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17. Traditional Approaches
Since the Industrial Revolution, manufacturing
had become more and more competitive as
local markets had now grown into global
trading and local competition had changed into
an international race for customers’ money.
© 2018 A. Kamran
As making money in this competitive market became
more difficult, It became more important to:
Find out – upfront - what customers need and to
build and sell it to them before the competition does
(or before their needs change)
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20. Traditional Approaches
The most famous traditional approach
is the Waterfall approach.
Requirements
Design
Development
Testing
Release
© 2018 A. Kamran
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It resembles a Waterfall as when
the work in a level is finished, the
outcome pours into the next level
and the direction is only one way.
21. © 2018 A. Kamran
Now imagine someone comes
up with a
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32. © 2018 A. Kamran
Historically
68%of
Waterfall
IT Projects have
FAILEDto Accurately Deliver What Customer Needs.
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33. Let’s see why this has been happening over
and over again to Waterfall projects.
© 2018 A. Kamran
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34. Requirements Design Release
• Slow to deliver (or to respond to changes).
• Takes several weeks or months to deliver that Great
Idea to Customers!
• There is no in-process corrective measure to re-align
our Great Idea with Customers’ shifting values.
Months
TestingDevelopment
© 2018 A. Kamran
Waterfall
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As time moves forward, the ideal
product that market would embrace,
shifts away from our original idea,
while we are still following it without
any corrections!
35. Waterfall
0
2
4
6
8
10
12
14
16
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10
Value of an Idea drops over time!
1. Competitors may find a similar or better idea and enter the market earlier.
2. Customers may start following a different trend or fashion.
3. Customers may slow down on spending money due to a newly tightening economy.
4. Customers may demand new features that they didn’t want before.
Release$$$$$$$
$$$$$
$$$$
$$$
$$
$
© 2018 A. Kamran
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36. Waterfall
• Project Cost grows over time but no income is produced until after the Release.
(The Perceived Value of the Great Idea won’t enter the market until Release date.)
• At that point, if it makes more money than the Cost, then project has succeeded.
• All this time, we have a high amount of Risk accumulating because we cannot tell
whether we are still working on a good marketable product or not.
0
2
4
6
8
10
12
14
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10
Value
Release
RISK
© 2018 A. Kamran
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37. Waterfall
1. We may learn – too late in the project – that
we do not have the skill sets for the project.
2. We may learn – too late in the project – that
it is not feasible – technically or financially -
to implement.
3. We may learn – too late in the project – that
this was not a very good idea to begin with!
What else?
© 2018 A. Kamran
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39. The problems with the
Traditional Approaches
were noticed long before
the 20th Century!
© 2018 A. Kamran
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40. Agile & Scrum: Modern Ways
© 2018 A. Kamran
One of the earliest traces of non-traditional ways of
thinking and lean approaches in manufacturing and
raising efficiency in using time and material goes
back to the 1700s and to Benjamin Franklin (The
American scientist and Politician).
He was a pioneer in understanding that reducing
cost by choosing less wasteful approaches and
higher speed in production are the best ways to
succeed in the market.
He used to publish these ideas in his famous annual
publication called: Poor Richard’s Almanac
Images courtesy of Wikipedia
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41. Agile & Scrum: Modern Ways
© 2018 A. Kamran
Image courtesy of WikipediaImage courtesy of Wikipedia
Henry Ford, the American Industrialist and a great pioneer
of Assembly Lines in production (from 1908 to 1940s) ,
adopted and improved the idea of reducing wasteful
processes and improving the speed of production (The
Concept of Agility).
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42. Agile & Scrum: Modern Ways
© 2018 A. Kamran
Image courtesy of Wikipedia (Bryan Fury75)
Just before the Second World War, and based on Ford’s great success in using
the modern approach, the British and the Japanese started using and
expanding on Light (Lean) and Agile approaches in manufacturing and
maintenance works.
The British used an early version of Lean approach in
assembly lines of Spitfire fighter planes (circa 1936) to
improve speed and quality of the production line.
Their approach – called The Two-Bins approach - was later
adopted by the Japanese researchers (at Toyota) and
further developed and titled as KANBAN (which means
“Visualization”)
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43. Agile & Scrum: Modern Ways
© 2018 A. Kamran
Just before the Second World War, and based on Ford’s great success in using
the modern approach, the British and the Japanese started using and
expanding on Light (Lean) and Agile approaches in manufacturing and
maintenance works.
The Japanese inventor and Industrialist Sakichi Toyoda and his son
Kiichiro Toyoda (who established the world’s largest automaker,
Toyota, adopted the Ford’s and the British lean models and
invented a series of methods in Lean / Agile manufacturing and
maintenance works (Pull system, Kaizen, Kanban, Jidoka …)
The severe shortage of raw materials immediately after WWII in
Japan and the high urgency in rebuilding the production capacity
became a key driver for innovations in process optimization and
development of Lean/Agile approach.
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44. Agile & Scrum: Modern Ways
© 2018 A. Kamran
Polaris Submarine Project (1956): This was originally scheduled to take 9 years to deliver and ended
up being delivered in 3 years!
Apart from invention of PERT (Program Evaluation Review Technique) for monitoring the control of
the project, they used Agile approaches: 1. Role based team structure 2. Incremental production
delivery 3. On-the-go adjustments as per the post-demo feedbacks received and 4. They enforced
TDD [Test Driven Development] across the teams.
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45. Agile & Scrum: Modern Ways
© 2018 A. Kamran
The Empire State Building (1931): As it stands today as a proof to a ground breaking construction project in the
early 20th century with 102 stories (over 440 meters tall), was also a pioneer in using the modern approaches in
project management.
It started in March 1930 and delivered in March 1931 (it took only 13 months to go from a flat ground to
opening the doors to the public): 1.They segregated each unit to work independently from other units as much
as possible (incremental delivery through self-managing teams); 2. They created multiple flows of work
(similar to a Kanban approach today).
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46. So for decades in the 20th century ,
Innovative & Pioneering
Architects and Project managers
were using
Agile and Lean concepts
© 2018 A. Kamran
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49. © 2018 A. Kamran
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Secret Rebellion
Waterfall
50. © 2018 A. Kamran
Waterfall dictates a sequence of mutually exclusive phases,
separated by gates where one phase must be completed
before the next one can start.
But the reality of what is actually happening is very different!
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The Secret Rebellion within the Waterfall ranks
51. © 2018 A. Kamran
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The Secret Rebellion within the Waterfall ranks
Over the past several decades, the managers
and leaders of production teams - looking for
ways to improve their teams’ performance - had
discovered that they can raise their team’s
productivity through secretly allowing the work
to slip through the gates and to let the team
start working on the next phase before the
previous phase is completed, just going ahead
with a bare minimum output (Lean) from the
work still-in-progress at the previous gate!
52. © 2018 A. Kamran
This became an un-written agreement among
the team managers and the upper management
to pretend it is not happening.
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The team managers won’t talk about it and
the upper management won’t ask about it.
The empirical success of these “lean” and “Agile”
forward thinking process manipulations,
triggered the ideas behind official creation of the
modern approaches of today.
The Secret Rebellion within the Waterfall ranks
53. What is Agile?
In one sentence:
A new approach to Deliver
Value to Customers Faster and
Minimize Paperwork”
© 2018 A. Kamran
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54. Why Agile?
Because we have seen that this approach can generate more happy customers,
which would lead to more income for the business.
© 2018 A. Kamran
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56. As per the
Agile Manifesto,
signed in 2001
by its co-founders,
In Agile …
© 2018 A. Kamran
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57. Individuals and Interactions
over
Processes and Tools
© 2018 A. Kamran
Because the People who are creating the Product and the People
who are going to use the Product (Customers) are more important
in identifying the right Product and creating it the right way, than
Processes or the Tools we will use.
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58. Working Product
over
Comprehensive Documentation
© 2018 A. Kamran
Because creating the right Product that will match what Customers need
in the Market is a more important factor in success of the business that
our Comprehensive Documentations (esp. as the Market conditions and
Customers demands will change and will move away from what our
Comprehensive Documentations would have on records).
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59. Customer Collaboration
over
Contract Negotiation
© 2018 A. Kamran
Because engaging Customers in the build process, giving them the opportunity to tell us
what they need and providing them with prototypes (or MVPs) to try and test and collect
their feedback on them, is more important that trying to cover our profits through
contractual obligations imposed on Customers. (they may have to buy from us now because
the contract obligates them to do so, but they may not repeat the buy nor would become a
good advocate of our Products in the Market later on)
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60. Responding to Change
over
Following a Plan
© 2018 A. Kamran
Because having the flexibility and speed to respond to the changes in
Market and what Customers now perceive as valuable means we will be
able to continue to exist in the Market and in relationship with Customers
and that is more important than following our original plan esp. as it
would no longer be in alignment with the now changed conditions.
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61. Here is a Summary:
In Agile we value:
1. Individuals and Interactions over Processes and Tools.
2. Working Product over Comprehensive Documentation.
3. Customer Collaboration over Contract Negotiation.
4. Responding to Change over Following a Plan.
That is, while there is value in the items on the right, we value the
items on the left more!
© 2018 A. Kamran
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63. © 2018 A. Kamran
63
Scrum
is the
Most
Popular
Agile
approach
64. The word Scrum originates in Football:
• An ordered formation of players, used to
restart play, in which the forwards of a
team form up with arms interlocked and
heads down, and push forward against
a similar group from the opposing side.
The ball is thrown into the scrum and the
players try to gain possession of it by
kicking it backward toward their own
side.
© 2018 A. Kamran
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65. A framework, based on Agile approach
for managing knowledge work, with an
emphasis on software development.
It is designed for teams of three to nine
members, who break their work into actions
that can be completed within timeboxed
iterations, called “Sprints", no longer than
one month and most commonly two weeks,
then track progress in 15-minute daily stand-
up meetings (Wikipedia).
© 2018 A. Kamran
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66. 66
© 2018 A. Kamran
• A framework for developing, delivering, and sustaining
complex products.
• Scrum is:
• Lightweight.
• Simple to Understand.
• Difficult to Master
• Scrum has been used to develop almost everything we
use in our daily lives, as individuals and societies
(including Software)
68. What is Scrum’s difference?
© 2018 A. Kamran
Requirements Design ReleaseTestingDevelopment
Remember
this?
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69. © 2018 A. Kamran
Scrum can realign itself to market movement
at each Sprint!
That means, at the beginning of each Sprint
we can correct our path and re-assess our
status!
Release
Scrum
Waterfall
One Sprint One Sprint One Sprint One Sprint
What is Scrum’s difference?
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70. © 2018 A. Kamran
In Scrum (or generally in Agile), the Variable part of a project is the scope (or the features) that is
being developed, while in Waterfall that is the fixed component.
In Scrum we follow a cadence for development (Sprint), and during that Sprint we keep the
quality steady (as high as we can) and spend within our capacity (keeping them fixed) while in
Waterfall they are the Variables and their changes affecting one another.
What is Scrum’s difference?
Scope Time Cost
Scope
Quality
FixedVariable
Waterfall
Agile
Time Cost
Quality
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72. © 2018 A. Kamran
• Two Japanese researchers, Hirotaka Takeuchi and Ikujiro Nonaka introduced the
term Scrum in the context of product development in their 1986 Harvard Business
Review article, "The New New Product Development Game".
• In 1995, Jeff Sutherland and Ken Schwaber jointly presented a paper describing the
Scrum framework at the Object-Oriented Programming, Systems, Languages &
Applications '95 (OOPSLA '95) in Austin, Texas.
• In 2001, Schwaber worked with Mike Beedle to describe the method in the
book, Agile Software Development with Scrum. Mike Beedle is one of the writers
and signatories of the Agile Manifesto.
Image courtesy of Scrum.org
Image courtesy of Wikipedia
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Enter
Scrum
73. • In 2002, Schwaber with others founded the Scrum Alliance and set up
the Certified Scrum accreditation series.
• In 2009, Schwaber left the Scrum Alliance and founded Scrum.org which
oversees the parallel Professional Scrum accreditation series.
© 2018 A. Kamran
Enter
Scrum
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75. State of
Scrum
2017-2018
by
Based on a survey completed by:
2,000+ Respondents
From 91 Countries
In 27 Industries
94%using Scrum in their Agile practice
7.4 Average Scrum Team Sizes
91%Organizations offering Training or
Coaching
2.4 Average length of a Sprint (weeks)
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76. 97% Will continue to use Scrum in the
future.
55% Of enterprise projects are Scrum
projects.
64% Average Success Rate of Scrum
projects which is a significant
upgrade compared to the 49%
success rate of Waterfall projects
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78. Scrum
• Scrum is founded on Empirical process
control theory, or Empiricism.
• Empiricism asserts that knowledge comes
from experience and making decisions
based on what is known.
• Scrum employs an iterative, incremental
approach to optimize Predictability and
control Risk.
© 2018 A. Kamran
By Ken Schwaber and Jeff Sutherland
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79. Scrum
Three pillars
uphold every implementation of the
Empirical Process Control
© 2018 A. Kamran
By Ken Schwaber and Jeff Sutherland
Transparency
Inspection
Adaptation
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80. Scrum
Transparency
Significant aspects of the process must be visible
to those responsible for the outcome.
Transparency requires those aspects be defined
by a common standard so observers share a
common understanding of what is being seen.
© 2018 A. Kamran
By Ken Schwaber and Jeff Sutherland
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81. Scrum
Inspection
• Scrum users must frequently inspect Scrum
artifacts and progress toward a Sprint Goal
to detect Undesirable Variances.
• Their inspection should not be so frequent
that inspection would get in the way of the
work.
• Inspections are most beneficial when
diligently performed by skilled inspectors at
the point of work.
© 2018 A. Kamran
By Ken Schwaber and Jeff Sutherland
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82. Scrum
Adaptation
If an inspector determines that one or more
aspects of a process deviate outside acceptable
limits, and that the resulting product will be
unacceptable, the process or the material being
processed must be adjusted, then an adjustment
must be made as soon as possible to minimize
further deviation.
© 2018 A. Kamran
By Ken Schwaber and Jeff Sutherland
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85. Scrum Roles
85
Scrum Master
• Servant-Leader
• Safeguards the Team
• Facilitates day-to-day work
• Removed Impediments
• Hosts and Runs the Scrum Ceremonies
• Promotes Scrum Values and Best Practices
Product Owner
• Owner of Scope (Prod Backlog) and Release
• Presents the work items to the team
• Provides the minimum needed requirements
• Safeguards the scope during the Sprint
• Can Cancel Sprint if Scope becomes obsolete
Development Team
• Ux, Design, Development, Testing
• Self-Organizing & Cross-Functional
• Does the estimation and sizing
• Chooses Sprint’s Backlog items
• Decides on how to develop and deliver
• Delivers the Incremental Product
© 2018-2019 A. Kamran
87. Scrum
Formal Events
Scrum prescribes four formal events for inspection and
adaptation, as we will describe in details soon:
• Sprint Planning
• Daily Scrum (aka Daily Stand Ups)
• Sprint Review (aka Demo)
• Sprint Retrospective
Backlog Refinement (aka Grooming) has been adopted into the process by
Scrum teams but is not a formal event (some teams include the work in the
Sprint Planning, while it is highly advisable to have it as a separate event.
© 2018 A. Kamran
By Ken Schwaber and Jeff Sutherland, Scrum.org
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89. Scrum Artifacts:
© 2018 A. Kamran
By Ken Schwaber and Jeff Sutherland
Product Backlog
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Scrum Artifacts
Scrum follows a Lean model when it comes to Artifacts and Documentation, as a result, a “Just Enough”
level of detail is considered everywhere:
• Product Backlog: Owned by the Product Owner, hold all the scope that needs to be done over the course of the
next few Sprints. Scope is written in Stories, where each Story should not be too large to fit in one Sprint, and
should have “just enough” details to allow the Development and Testing to be done on them.
• Sprint Backlog: Owned by the Development Team and is a sub-set of the Product Backlog where the
Development Team keeps the selected Stories they have agreed to work on and finish during the Sprint that is
under planning.
Sprint Velocity Report any other progress and / or performance tracking metrics, are not official Scrum Artifacts (but
they help the Scrum Master and the Team to track their progressive movement towards better productivity and
performance).
91. Scrum Artifacts:
© 2018 A. Kamran
By Ken Schwaber and Jeff Sutherland
Monitoring Progress
At any point in time, the total work remaining to
reach a goal can be summed.
The Product Owner tracks this total work remaining
at least every Sprint Review.
The Product Owner compares this amount with
work remaining at previous Sprint Reviews to
assess progress toward completing projected work
by the desired time for the goal.
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92. Scrum Artifacts:
© 2018 A. Kamran
By Ken Schwaber and Jeff Sutherland
Monitoring Progress
This information is made transparent to all stakeholders.
Various projective practices upon trending have been used
to forecast progress, like burn-downs, burn-ups, or
cumulative flows.
These have proven useful, however, these do not replace
the importance of empiricism.
In complex environments, what will happen is unknown.
Only what has already happened may be used for forward-
looking decision-making.
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93. Scrum Artifacts:
© 2018 A. Kamran
Monitoring Progress
93
Scrum reports mush have two characteristics:
• Simple (to produce and to understand)
• Transparent (easy to see through)
A Scrum Board (Task Board) is a good example.
It is simple and transparent enough – even for someone who is seeing it for
the first time – to read and understand were the development is with the
Sprint’s backlog.
94. Scrum Artifacts:
© 2018 A. Kamran
Monitoring Progress
94
Product Backlog is another good tool for monitoring
progress as it shows the status of completion of the
tasks that are identified as required for development of
the product and its release.
It also shows the priority of work items as listed for the
upcoming Sprints.
Product
Backlog
95. Scrum Artifacts:
© 2018 A. Kamran
Monitoring Progress
95
One key difference between a Waterfall and an Agile
approach is that in Waterfall we create multiple versions of
status reports for different levels of stakeholders, while in
Agile there is only one version of each report created and
updated and is accessible to the entire stakeholder group.
This is done to ensure we are minimizing paperwork so the
team can focus on development with minimal engagement
in updating reports.
97. 97
© 2018-2019 A. Kamran
Questions? Contact me!
https://www.linkedin.com/in/armankamran
