Blackvard Management Consulting
Agile Software Development with Scrum –Introduction
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Agenda
What Will Be Covered:
1. Who We Are
2. What Lean, Agile, Waterfall & Scrum Mean
3. Scrum Roles, Events & Tools
4. Why & When You Should Utilize Scrum Teams
5. Real-world Obstacles with the Agile Approach
6. Coaching & Training Services
7. Q&A Session
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Technical project lead and ABAP architect responsible for quality in technical scope and budget in a global roll-out of SAP Logistics applications (SAP LE / LO)
Conducting multiple SAP ABAP and SAP HANA® trainings for various US companies
Implementation of a standard SAP software solution for Spend Management within SAP AG & ARIBA (annual spend volume 3 Bill. EUR) which can be used in all SAP systems
Improved claims management using SAP FS-CM which is generating annual savings of 15 Mio € for a huge German public healthcare organization
Implemented a global solution for procurement processes at BMW AG using SAP SRM / B2B
Blueprinting and implementation of SAP software for banking credit cancelations for VOLKSWAGEN
Key Achievements of Blackvard Management Consulting in Previous Projects
What We’ve Accomplished
Blackvard Management Consultants
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Short Bio:
Lukas M. Dietzsch is managing director at BlackvardManagement Consulting, LLC. He is holding a Master’s degree in Information Technology and is an experienced IT solution architect and project lead.
His strong background in adapting to requirements and standards in different industries and on various platforms are valuable assets for Blackvard customers.
He is repeatedly commended by customers for driving efficient solutions for complex problems in globally distributed team environments and meeting tough deadlines.
For further information please visit:
www.blackvard.com
Lukas M. Dietzsch
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Managing Director
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An overview of current and previous customers:
Customers That Recommend Blackvard
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Lean Software Development
Lean Software Development (LSD) is modeled after lean
manufacturing & lean IT principles
Adapted from the Toyota Production System
Lean principles are close in concept to lean manufacturing principles
Eliminate waste/Amplify learning/Decide as late as possible/Deliver as fast as possible
Empower the team/Build integrity in/See the whole
Lean Software Development practices (Lean Tools) have
parallels to Agile Software Development
Seeing waste/Value stream map/Set-based development/Pull systems
Queuing theory/Motivation/Measurements
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Agile Software Development
Agile Software Development - agility-based software development methods
Self-organizing & cross-functional teams create solutions & requirements assessments
Adaptive collaborative planning, evolving progression, early delivery, ongoing improvement
Emphasizes quick & agile responses to change
Agile Development Methods promote:
Iterative, incremental & evolutionary processes
Efficient face-to-face communication
Very short feedback loop & adaptation cycle
Quality focus (specific techniques)
The Agile Manifesto values the following:
Individuals & Interactions vs. Processes & Tools
Working Software vs. Comprehensive Documentation
Customer Collaboration vs. Contract Negotiation
Responding to Change vs. Following a Plan
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Agile Software Development
The Agile Manifesto is based on 12 principles:
Rapid delivery of useful software
Evolving requirements are welcomed
Frequently delivered working software
Close daily cooperation between developers & clients
Projects built around specific individuals
Face-to-face conversations preferred
Working software is essential to progress
Sustainable development
Technical excellence & design
Simplicity
Team self-organization
Adaptation to changing circumstances
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Agile Software Development
Agile Philosophy
Complex systems & projects w/ dynamic & non-linear characteristics
Stability, accuracy & predictions are difficult in early stages due to agility
Large up-front designs & arrangements are wasteful
Adaptive (Agile) vs. Predictive
Adapting quickly to evolving realities vs. Analyzing & planning the future in detail
Iterative vs. Waterfall
Differences in software testing phases
Product mindset vs. project mindset
Code vs. Documentation
Working software over comprehensive documentation
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Agile Software Development
Well-known Agile Software Development Methods
Adaptive Software Development (ASD)
Agile Modeling
Agile Unified Process (AUP)
Crystal Clear Methods (Crystal Clear)
Disciplined Agile Delivery
Dynamic Systems Development Method (DSDM)
Extreme Programming (XP)
Feature Driven Development (FDD)
Lean Software Development
Kanban (development)
Scrum
Scrum-ban
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Waterfall Development is a sequential design used in software development
Progress is viewed as steadily flowing downward through phases
Originated in manufacturing & construction industries
Waterfall Development
Requirements
Design
Implementation
Verification
Maintenance
Product Requirements Document
Software Architecture
Software
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One phase must be completed before moving on to the next phase
Rarely re-visit a phase once it has been completed
High risk – accuracy is critical the first time around
More costly & less efficient than Agile approaches
Changes after the fact are often not possible
Waterfall Development
Value is realized at end of project (deployment)
End of project testing leaves room for unresolved issues
Stakeholder requirements & needs could have changed
Heavily reliant on planning & project managers
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SCRUM
SCRUM is an Agile Software Development framework
Iterative & incremental
Challenges assumptions of traditional & sequential approach
Flexible & holistic
Development team works as a unit (enables self-organization)
Daily face-to-face communication & discipline in projects
Key Principles of SCRUM
Customers can change their minds regarding wants & needs
Unpredicted challenges cannot be addressed in predictive manner
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Roles of SCRUM
Product Owner defines & communicates product requirements
Represents the stakeholders & voice of customer
One per SCRUM team (not combined w/ SCRUM master)
Prioritizes & empathizes w/ team members & stakeholders
Demonstrates solutions/announces releases/educates stakeholders/organizes milestones
Development Team delivers Potentially Shippable Increments (PSIs) of product
3 – 9 individuals w/ cross-functional skills (self-organizing)
Analyze/design/develop/test/document
SCRUM Master (Servant-leader) facilitates the SCRUM
Removes product & deliverables impediments
Not traditional project manager (buffer between team & distractions)
Enforces SCRUM rules (chairs meetings & challenges team)
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Events of SCRUM
Sprint
Basic unit of development in SCRUM (iteration)
Timeboxed – advanced specific fixed duration (1 week - 1 month)
Started by planning meeting – tasks identified/estimated goal/review-and-retrospective
“Done” working product sprint emphasis
Meetings
Sprint planning meeting - beginning of every sprint cycle
Daily SCRUM meeting – team “stand-up” communication meeting
End Sprint meetings – review & retrospective
Extensions
Backlog refinements (grooming) – ongoing product backlog review & prioritization
SCRUM of SCRUMS – scales SCRUM up to large development groups
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Tools of SCRUM
Product Backlogs are maintained ordered lists of requirements (story format)
Requirements that deliver a viable product (Features/bug fixes/non-functional requirements)
Product Backlog Items (PBIs) are ordered by the product owner; broken down by tasks Based on risk/business value/dependencies/required data
Gauge timelines & influence backlog item ordering
Product Backlogs are commonly used to:
Capture requests for product modification & prioritize sprint items
Ensure work maximizes business benefit to product owner
Determine new market opportunities/competitor threats/customer feedback
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Tools of SCRUM
Sprint Backlog – Selecting backlog items from the top of the
backlog, until sprint work is complete
Asks “Can we also do this?”
Product backlog items added to sprint backlog
Considers past performance; assesses capacity for new sprint
Tasks are never assigned; team signs up for tasks based on priority & skill set
Sprint Backlogs & estimates belong to development team
Task boards used to track & alter sprint tasks
Ensure team is given work which maximizes benefits
Only team can add functionality
Analyzed & reprioritized if necessary
Next sprint functionality selected
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Tools of SCRUM
Potentially Shippable Increments (PSI) are all product backlog items
completed during current & previous sprints
Definition of Done (DoD) – Scrum Team’s criteria
Increment must be in a usable condition
Burndown Charts are public charts showing remaining sprint backlog work
Updated daily, view of sprint progress (quick reference)
Release burndown chart – work left to complete product release target commitment
Alternate release burndown chart – scope changes to release content (resets baseline)
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Why and When To Utilize Agility & SCRUM
SCRUM adopts an empirical approach which is highly beneficial
Recognizes that problems cannot be fully understood or defined early on
Maximizes development team’s ability to deliver quickly
Responds to emerging & changing requirements
Allows for rapid & agile responses
SCRUM should be utilized when:
Working in-house projects or projects that require flexibility
Working on projects where scope changes rapidly
Team isn’t fluent with specific project management approaches
New practices are being introduced
Rapid results are required & low costs are essential
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Real-world Obstacles with Agility & SCRUM
SCRUM does not cover the entire product development lifecycle
Additional processes to improve implementation are commonly added
Process guidance on prioritization & requirements gathering also added SCRUM does not allow for extension points
Framework should be extended, not instantiated
Inability to accept transparency often leads to avoidance of agility
Company might fear processes are too specific for agile development
Requires complete specifications prior to beginning software development
Daily reports on accomplishments & struggles leads to information hiding
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Agile Consulting Services We Offer
Analyze existing IT & software development processes
Oversee Agile services & processes setup
Mentor software development teams during Agile with SCRUM implementation
Provide Quality Assurance, enabling higher quality software solutions
Improve quality of services & motivation of entire teams via SCRUM processes
Oversee Change Management of collective business processes
Mentor non-SAP software development teams in:
Improvement of software quality
Transparency of coding & development processes
Increasing development team performance
Coaching & Training Services
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Questions & Answers
Blackvard Management Consulting
Gartenstrasse 14
D-69168 Wiesloch (Heidelberg)
Tel: +49 160 966 00 111
Fax: +49 3212 1300 485
www.blackvard.com
Blackvard Management Consulting, LLC
308 S Church Street Suite #12
West Chester Pennsylvania, 19382
Tel: +1 (484) 401 7218
Fax: +49 3212 1300 485
www.blackvard.com
Americas – Philadelphia (USA)Western Europe - Germany
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