agile vs. the iron triangle
DESCRIPTION
TRANSCRIPT
- 1. Agile vs. The Iron Triangle
SCRUMUnder Fixed Contracts
Ethan Huang - 2. Ethan Huang
- 3.
- 4. Its NOT about Game Development
- 5. But aREAL STORY of a consulting project
- 6. The client is Agile
At least they think they are - 7. We deliver SERVICE
Business analysis
Solution architecting
Delivery - 8. Boss wanted SCRUM
- 9. TEAM was established
- 10. Ready to GO!
- 11. PO identified a list of EPIC STORIES
- 12. Team provided BALLPARK ESTIMATES
- 13. SOW sighed off against STORY POINTS
- 14. BUDGET approved for 120 Points
- 15. RELEASE PLAN approved
- 16. Entering the DELIVERY phase
- 17. SPRINTS started
- 18. Epics were decomposed to USER STORIES
- 19. Team did SPRINT PLANNING
- 20. Estimates became more ACCURATE
- 21. OOPS
- 22. People were shocked by the new ESTIMATES
- 23. PO didnt like the NEW number
- 24. Team was asked to talk APPLES TO APPLES
- 25. RELEASE DATE cannot change
- 26. BUDGET cannot change
- 27. Schedule became a PROBLEM
- 28. Something must have gone WRONG
- 29. We were trapped in the IRON TRANGLE
- 30. FRUSTRATED
- 31. How could we GET OUT?
- 32.
- 33. A simple LIST became our hope
- 34. It was a list of ASSUMPTIONS for Epics
- 35. Assumption for Epic # 1:
SSO module ONLY connects to 3 major 3rd party applications
Assumption for Epic # 2:
This interface only talks to Facebook Twitter, WILL NOT talk to LinkedIn - 36. Epics vs. User Stories - GRANULARITY
- 37. Revisedthe RELEASE PLAN
- 38. But the client was still UNHAPPY
- 39. Until our VELOCITY increased
- 40. An invisible FORMULAin their mind
1 point = 15 man days - 41. VELOCITY exceeded that fixed expectation
- 42. Sign work orders against RELEASES
- 43. The client SPENT MORE, but GOT MORE
- 44. Customer collaboration over contract negotiation
- 45. Takeaways
Use different granularity when defining the SCOPE
Define the work we will NOT do
Break the invisible HOURS/STORY POINT equivalence
Small work orders, aligned to INCREMENTAL delivery
Ethan Huang