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Agile and Scrum: benefits and how

they are achieved - the project

manager’s perspective

Fran O’Hara – Inspire Quality Services

www.inspireqs.ie – Agile Training & Coaching

Agenda

• What is Agile?

• Agile Benefits

• Agile Methods (briefly)

• Requirements in Agile

• Lessons Learned

• Q&A – Discussion

• (Estimation and Planning in Agile)

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AGILE IS DIFFERENT

Agile – Executive Overview

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Process Control Models

CLOSED-LOOP

Empirical - Adaptive

OPEN-LOOP

Analytical - Predictive

Controller Controller

Inspect

Set TargetSet Target

AIM & FIRE

FIRE & AIM

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The Parts and the Whole

Controller

Inspect

Set Target Adapt

• Clean Design & Code

• User Stories - Late Elaboration

• Shared Code Ownership

• Test Driven Development…..

• Iteration Plan

• Daily Stand-Up

• Pair Programming

• Customer Reviews &

Feedback

• Retrospectives

• AutoTest…..

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Resources Schedule

Scope/

Requirements

Plan Driven

FIXED

ESTIMATED

Resources Schedule

Scope/

Requirements

Value Driven

QualityQuality

Flipping the Iron Triangle

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The Life of an Iteration

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Agilemanifesto.org

“We are uncovering better ways of developing software by doing it

and helping others do it. Through this work we have come to

value:

– Individuals and interactions over processes and tools

– Working software over comprehensive documentation

– Customer collaboration over contract negotiation

– 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.”

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BENEFITS OF AGILEAgile

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Less is more - What we really needed

was a good hammer…

Generate

Value

36%

Rarely used

19%

Never used

45%

Standish Group CHAOS Study

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Investment

Period

Payback

Period

Profit Period

Return On Investment

Max. Cash

Consumed

Self-Funding

Point

Break-Even

Point

Dis

cou

nte

d C

ash

Time

Agile

Plan-Driven

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Evidence…

QSMA 2009

16%

*4

37%

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Salesforce.com

Source: Greene, Steve, and Chris Fry. 2008. Salesforce.com14

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Gaining Traction…

Data Source: Forrester/Dr. Dobbs Global Developer Technographics Survey Q3 2009

Gartner 2010: 80% of

Software Development will

use Agile by 2012

Gartner 2008: 15%-25% of

Organisations have

Implemented Agile

Capgemini 2009: Agile is no. 4 of

the Top 5 IT Priorities for 2010

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TDD - Some Case studies reported

• Microsoft Case Study

– TDD project has twice the code quality

– Writing tests requires 15% more time

• IBM Case Study

– 40% fewer defects

– No impact on the team's productivity

• John Deere / Ericsson Case Study

– TDD produces higher quality code

– Impact of 16% on the team's productivity

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AGILE METHODS

Agile – Adoption

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The Major Agile/Lean Methods• Scrum (1995) – PM Oriented

– Prioritized backlog

– Daily standup meetings

– Demo after each iteration

– Correct the process through lessons learned

XP (1999) – Engineering Oriented

• (A)TDD, refactoring, pair programming,

continuous integration, simplicity, whole

team, planning game, …

Kanban(2010) – Anderson for development

Visualize

Reduce WIP

Manage Flow

Make process Policies Explicit

Improve Collaboratively (using scientific method)

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REQUIREMENTS IN

AGILE

Agile – Adoption

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Communication Modes

http://www.agilemodeling.com/essays/communication.htm

Synchronous

Bi-Directional

Asynchronous

Uni-Directional

IM?

Social Networking?Wiki?

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Specification

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User StoryAs a HomeOwner, I want to regularly trim my lawn so its neat and tidy.

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User Stories - CCC

As a <role>

I need <action>

so that <result>

Card

As a customer I search for

users so that I can view their

details

Value: Med

Risk: LowEstimate: 3 pts

Conversation

Confirmation•I can find users

•I can use any search

criteria I need

•Once found I can view

details

•….

� Independent

� Negotiable

� Valuable

� Estimable

� Small

� Testable

INVEST

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LESSONS LEARNT

Agile – Lessons

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Some common challenges

• Functional silos hard to break

• Resistance on role changes

• Lack of knowledge of agile – inappropriate hybrid agile implementation

• No clear agile test strategy

• Insufficient continuous integration, automated testing (e.g. with TDD) and other agile technical practices

• Sprints become mini-waterfalls

• No clear definition of done

• Distributed teams

• …

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From: Lisa Crispin, Agile testing Days 2011 26

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Questions/Review of Challenges

Contact Details:

fran.ohara@inspireqs.ie

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• Lean/Kanban

– ‘The Principles of Product Development Flow – 2nd generation lean product development’,

Donald G. Reinertsen, ISBN 978-1-935401-00-1, Celeritas Publishing

– ‘Kanban – Successful evolutionary change for your technology business’, David J. Anderson,

ISBN 978-0-9845214-0—1, Blue Hole Press

• Scrum and agile

– www.scrumalliance.com

– www.controlchaos.com

– www.mountaingoatsoftware.com/scrum - Mike Cohn’s website

– jeffsutherland.com

– www.agilealliance.com

– www.satisfice.com - Bach’s session-based test management

– Martinfowler.com – various related articles

– Ken Schwaber’s Books

• Agile Software Development with Scrum

• Agile Project Management with Scrum

• The Enterprise and Scrum

– Mike Cohn’s Books

• User stories applied

• Succeeding with Agile

• Agile Estimating and Planning

References 1/2

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• Agile Testing:

– ‘Agile testing – A practical guide for testers and agile teams’, Lisa Crispin & Janet

Gregory, ISBN -13: 978-0-321-53446-0, Addison Wesley 2009

– www.stickyminds.com – search for agile articles

– www.agiletestingdays.com – conference on agile testin

– ‘Test driven Development – By example’ – Kent Beck, Addison wesley, 2002

References 2/2

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Scrum

See www.controlchaos.com

Roles:

-Scrum master

-Developer-Product owner

Retrospective

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ScrumMaster

Product Owner

Team

►Defines the features of the product, decides on release date and content

► Is responsible for the profitability of the product (ROI)

► Prioritizes features according to market value

► Can change features and priority every 30 days

►Accepts or rejects work results

► Cross-functional, seven plus/minus two members

► Selects the iteration goal and specifies work results

►Has the right to do everything within the boundaries of the project guidelines to reach the

iteration goal

►Organizes itself and its work

►Demos work results to the Product Owner

► Ensures that the team is fully functional and productive

► Enables close cooperation across all roles and functions and removes barriers

► Shields the team from external interferences

► Ensures that the process is followed. Invites to daily scrum, iteration review & planning meetings

Key roles and responsibilities

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Team

member

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Project Manager(Position of Authority)

Scrum Master(Servant-Leader)

Plan & Coordinate

Staff & Assign

Track & Report

Risk & Issue Mgt

Evaluate & Reward

…

Own the Method

Facilitate Practices

Remove Impediments

Block Distractions

Nurture the Team

…

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