brief introduction to lean, agile and scrum
DESCRIPTION
A brief introduction to Lean, Agile and Scrum that we use whit our clients. Hope you enjoy it and many thanks to the people we take some slides from: Henrik Kniberg and Jeff Patton amongst others.TRANSCRIPT
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What if…?A sneak preview on Lean, Agile and Scrum in four acts
November 2009
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Ángel Medinilla
Telco Guy - cable, radio & ISP/portals
13 years in IT, 11 as a ProjectManager
Entrepreneur, blogger Aikido, Motorbikes, WoW,
books, cooking, wines, music,travel, comics,movies…
Certified Scrum Master - ScrumAlliance Member, Agile Spainco-founder, PMI member
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ICT Project Management Consulting
Our mission is to improve the results of ourclient’s projects and initiatives
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Ourbusiness isto create
differences
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…and improve yourcompetitive advantage
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Some references
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Enough about us…
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Intro Act one: the world Act two: Lean & Agile Act three: Scrum Act four: implementation Epilogue: books & references
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Act one
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© 2009 Proyectalis Gestión de Proyectos S.L.The world of projects
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© 2009 Proyectalis Gestión de Proyectos S.L.Yap, for sure…
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The awful truth Estimates are never correct Nobody knows what impediments may
arise Objectives are not understood Constant changes Client doesen’t know what he wants Developer doesnt’t know how to write it
Ergo… Commitments are not met There’s no project visibility Over time, over budget Who are we going to blame?
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The Standish report
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El Standish Report Cancelled: 31% Problems: 53% Successful: 16%
Never-used functionalities: 64% Seldom used: 16% Used: 20%
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In four words…
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The golden triangle
Good, beautiful, cheap… fix two!
?Time Scope
Resources
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Typical reasons Requirements Objectives Changes Planning Methodology Visibility Organization
PM
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But don’t youworry nomore…
ProjectManager ishere!
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Or here?
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A fateful heritage
PoliticsProcedures
ControlInspection
SupervisionBureaucracy
Unhappyworkers
WaterfallISO9000CMMITQMITIL
PMBOKPRINCE2
…
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Thin is In
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Try another way!
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“Here comes Edward Bearnow, down the stairsbehind Christopher Robin.Bump! Bump! Bump! onthe back of his head. It is,as far as he knows, theonly way of coming downstairs. He is sure thatthere must be a betterway, if only he could stopbumping for a momentto think of it”
A. A. Milne, Winnie-the Pooh, Chapter 1
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Or we can do “same thing andexpect different results”
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The Buzz:
4 -12 x performance& quality (“Toyotaeffect)
Lower managementoverhead
Superb motivationlevel
“New Deal” with ourclients
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Act two
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“Lean”
All muscle, nofat
Focus on whatclient needs andappretiates:follow client’spriorities
Everything elseis waste (Muda)
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Lean = Value - waste
Gastonecesario( trabajoincidental oaccesorio )
Mura
Muda
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The Lean Enterprise
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Meanwhile, in Detroit…
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Hundreds of tools…
LEANLEANKanbanKanban VSMVSM
A3 A3 ThinkThink KaizenKaizen
KaizenKaizen
VisualVisualMngmtMngmt
CellCell ProdProd
5S5S
PDCAPDCA
RCARCAJidokaJidoka
TPMTPM SMEDSMED
QFDQFD
JITJIT
VA/VEVA/VE
PokaPoka--YokeYoke
ManageManagebybyexceptionexception
TaktTakt Time Time
AndonAndon
HoshinHoshinKanriKanri
OneOne piecepieceflowflow
StandarizeStandarize
Go and seeGo and see
ZoneZone control controlU-U-CellCell
SixSigmaSixSigma
HeijunkaHeijunka
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The principles
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“Waterfall”
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Waterfall and Software
Emergent requirementsConstant Change
Unpredictable processesHeterogeneous projectsContinuous integration
High communication neededChanging technology
High complexity
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A new model needed
Empirical process (inspect and adapt)Iterative and incremental development
Customer colaboration & communicationEmbrace change
Fixed time + fixed money = variable functionality
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Agile Manfesto
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
Over ≠ Instead of
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Principles:1. Satisfy your client2. Changes welcome3. Customer-Team collaboration4. Release early, release often5. Excelent quality6. Keep It Simple, Stupid7. Progress = Working software8. Self-organizing teams9. Motivation10. Face to Face11. Retrospectives12. Sustainable pace
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Sounds good?
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But it’s not…
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Nor…
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Three keyconcepts:
Inspect and adapt Iterative and incremental People
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Empirical Process
Visibility, transparency Inspect and adapt (adaptative
approach vs predictiveapproach)
PDCA (Painters and DecoratorsContractors of America…No,watit…Plan, Do, Check, Act -Deming’s Circle)
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Predictive approach
Requirements
Design
Delivery
Order
CD
R
PP
Real need
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Adaptative approach
C
Vision
Real need
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“Empirical” is not…
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See “empirical” in action!
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NO:
1 2 3
User hasn’t got a perfect idea of what he wants.Changes are detected on late stages.
Iterative & incremental
© 2006-2008 Jeff Patton, www.agileproductdesgin.com
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User discovers what he wants as he sees.Changes are detected in early stages.
Iterative & Incremental
© 2006-2008 Jeff Patton, www.agileproductdesgin.com
YES:
1 2 3
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What are Agile companiesusing?
2nd Annual ”State of AgileDevelopment” Survey
Jun-Jul 2007
3rd Annual ”State of AgileDevelopment” Survey
Jun-Jul 2008
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Act Three:
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S.C.R.U.M
SCRUM
Scrum !
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Scrum! Works good withundefined / changingrequirements
Good impedimentsmanagement
Gives maximum valuefor a given effort
Can manage verycomplex projects
Gives a sense ofurgency, removes the“student syndrome”
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Scrum for Managers Give customer delivery
dates (and accomplish). Daily progress visibility. Improves performance and
motivation (warning! Onlyif done properly).
Reduces managementoverhead.
Gives a beter ROI
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Sample companies doing Scrum
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What Scrum is NOT:
A Silver Bullet
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-“Naysayers”- Messy organizations- Bureaucracy
¡Lo siento! Haber elegido la píldoraazul…
- No authority, no empowermet- Uncommitted management- Conflictive customers…
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Scrum 101
Retrospective
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Ten commandments of Scrum1. People2. No silver bullet3. Retrospectives, retrospectives, retropectives4. Daily Scum, daily management5. Progress = functional product (measure what’s left, not
what we’ve done)6. Self management of the team, abandon command & control7. Iterative & Incremental developmen8. Only team manages Sprint Backloj, Only product owner
manages product backlog9. Fixed duration for sprints10. Define “done, done”
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The greatest and firstcommandment…
¡Time Boxing!
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Scrum Framework
Artifacts
Product backlog Sprint backlog
Scrum board
Impediment backlog
Roles
Product owner
Scrum Master
Team
ReunionesProduct planning Sprint planning Daliy Scrum
Retrospective Demo
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Roles Rol ≠ line, company positions Pigs and chickens
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Product Owner
Gather requirements Manages vision Prioritize and manage
product backlog Accepts deliverables Manages roadmap Economical responsibility Scrum / company
interface “Feathered pig”
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Scrum Master “Shepherd dog”, servant
leader, Coach Team member Works closely with product
manager Keeps and manages the
impediments list Keeps the Scrum process
moving on Improves team quality of life
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Team
Estimates project Commited with delivery of
done-done product Report progress Multifunctional Self managed but
responsible before productowner
7±3 members
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Artifacts Product Backlog
Contains every functionalityto be built
Prioritized and estimated Sprint backlog
Subset of product backlog To be built in next sprint Every functionality is divided
in tasks (4-16h) Must produce a shippable
product increment
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Basic Product Backlog
1720Functionality C
3250Functionality B
24100Functionality A
Estim.Priot.Story
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Not-so-basic product backlog
DESEABLE
DEBERÍA
IMPRESCINDIBLE
Nivel
19201720PENDIENTEJuanFuncionalidadC
36403250PENDIENTEPedroFuncionalidadB
9107PENDIENTEPacoTarea 5
453PENDIENTEJuanTarea 4
996INICIADAMaríaTarea 3
475INICIADAPedroTarea 2
143TERMINADAJuanTarea 1
273524100INICIADAJuanFuncionalidadA
TestDescripción
Estimación /Buffer
Estimación 90%
Estimación 50%
ImportanciaEstado
ResponsableTareasHistoria
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Visual Management
Information radiators
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Pending Dev. Test DoneStoryProject:
Team: Scrum, Demo:
Burn-down::
Release Plan:
Impediments:
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“Scrum&XP from the trenches”,www.crisp.se/henrik.kniberg/ScrumAndXpFromTheTrenches.pdfwww.proyectalis.com/scrum-y-xp-desde-las-trincheras/
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“Scrum&XP from the trenches”,www.crisp.se/henrik.kniberg/ScrumAndXpFromTheTrenches.pdfwww.proyectalis.com/scrum-y-xp-desde-las-trincheras/
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“Scrum&XP from the trenches”,www.crisp.se/henrik.kniberg/ScrumAndXpFromTheTrenches.pdfwww.proyectalis.com/scrum-y-xp-desde-las-trincheras/
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Burndown
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“Smells”
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Act four:
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Scrum Master Miyagui says…
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Why so many teams fail?
They build tools, but forget principlesPrinciples must root in corporate culture
“Culture Eats Strategy ForBreakfast”
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“It’s culture, stupid!”
Deciding to change and improve s easy. Making peoplechange and improve is very, very difficult.
If we are to change the company, we must change thecompany’s culture
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10 steps
1. Convince management2. Stablish corporate values3. Train everyone4. Build product backlog5. Design calendar6. Make teams work the backlog7. Sprint!8. Retrospective9. Work on impediments10. Stablish metrics
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“Every ten thousand miles trip beginswith a single step”
Lao Tze
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Epilogue…
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To read:
“Agile Software Development with SCRUM”, “AgileProject Management with SCRUM”, “The Enterprise andScrum”, Ken Schwaber
“Scrum y XP from the trenches”, Henrik Kniberg
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To read: “User Stories Applied”, Mike Cohn “Agile Estimation and Planning”, Mike Cohn “Agile Retrospectives”, Esther Derby y Diana Larsen “Peopleware”, “Walting with Bears”, Tom DeMarco &
Timothy Lister “The Mythical Man-Month”, Fred Brooks
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Bonus:
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Software tools Commercial:
VersionOne Scrum for VSTFS+ Conchango template ScrumWorks Acunote (hosted, free for OpenSource projects) Scrum Desk (hosted or SQL sever +/-TFS) Jira (bugtracking) + confluence (wiki) + Bamboo (CI)
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Herramientas Free / Open Source
Red mine + scrum plugin Agilo, Trac (Bug Tracking), Bugzilla, Scarab BananaScrum (hosted), Ice Scrum, Agilito, Acunote… Git, Subversion (CVS) Gnats (Bug Tracking + Scrum, muy customizable, requiere
trabajo) xUnit, abbot, selenium, Fitnesse, Cruise Control, jMock…
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Tools
Our approach: DokuWiki + excel
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Best tools ever