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

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

5. http://www.projectcartoon.com/

6. 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%

7. http://www.agilemanifesto.org

8. 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)

9. © 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

10. Scrum Framework
10

11. 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

12. 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

13. 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)
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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

14. 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

15. 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
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2
3
4
5
6
7

16. • 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:

17. “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/

19. Silvana Wasitova, CSM, CSP
Lausanne, Switzerland
wasitova@yahoo.com
+41 79 558 05 09
slideshare.com/wasitova
Go get it!

20. Silvana Wasitova, CSM, CSP
Lausanne, Switzerland
wasitova@yahoo.com
+41 79 558 05 09
slideshare.com/wasitova

21. 21THANK YOU!