effective scrum
TRANSCRIPT
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Effective Scrum
Székely Sipos Sándor Zolta
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Agenda• Software Engineering Challenges• Agile Methodologies• Scrum• In a Nutshell - Ensure We Are All on the Same Page• Benefits and Opportunities• Caveats and Pitfalls
• Best Practices• Alternatives• Conclusion
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Scrum is Popular
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Software EngineeringChallengesChallengesUnderstand customer needsRequirements changeTight deadlinesSystem integrationEstimation - art or science?Attitude and skills of project team membersTechnical debtYoung Science
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Waterfall Model
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V Model
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The Iron Triangle ofProject Management
Quality?
Deadline(est.)
Cost(est.)
Scope(fixed)
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Technical Debt"Shipping first time code is like going into debt. A little debt speeds development so long as it is paid back promptly with a rewrite... The danger occurs when the debt is not repaid. Every minute spent on not-quite-right code counts as interest on that debt. Entire engineering organizations can be brought to a stand-still under the debt load of an unconsolidated implementation..."
Ward Cunningham, 1992
Deadline PressureTechnical Debt
Code quality
TestsSpeed
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Technical Debt• Unpredictable• If you notice it, do not try to hide it!• Act quickly!
• Its consequences: Increase in software delivery time Increase in the number of bugs
Decrease in customer satisfaction “Degeneration” of the product Increased maintenance costs Low performance Frustration (development team)
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How to Prevent and Fight It?• Prevention, prevention, prevention…• Strict Definition of Done• Covering code quality as well• Sonar
• Extreme Programming Techniques• TDD• Pair Programming
• Boy Scout Rule• Clean Code principles
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The Agile Manifesto
Processes and ToolsIndividuals and Interactions >
Comprehensive DocumentationWorking Software >
Contract Negotiation
Customer Collaboration >
Following a PlanResponding to Change >
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The 12 Principles Behind theAgile Manifesto
Frequent delivery
Early and continuous delivery
Close cooperation between business people and developers
Working SoftwareSelf-organizing teams
The art of maximizing the amount of work not done
Frequent delivery
Early and continuous delivery
Motivated, trusted individuals
Self-organizing teams
Welcome changing requirements
Welcome changing requirements
Face-to-face conversation
Technical excellence and good designAdapt quickly to changing realities
Simplicity
Simplicity
Face-to-face conversation
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The Iron Triangle ofProject Management
Quality(fixed)
Deadline(scheduled)
Cost(fixed)
Scope(fine-tuned)
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ChallengesWaterfall
V Model
Agile
Understand customer needs
Requirements change
Tight deadlines
System integration
Estimating is more an art than science
Attitude and skills of project team members
Technical debt
Young Science
Comparison
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Definition of Scrum
“A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.”
The Scrum Guide™, Ken Schwaber and Jeff Sutherland
Characteristics: Lightweight Easy to understand Difficult to master
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The Scrum Framework
Rules
Iteration
Increment
Product OwnerScrum MasterDevelopment Team
Roles
Sprint PlanningSprint ReviewSprint RetrospectiveDaily Scrum
Ceremonies
Product BacklogSprint BacklogReports (charts)
Artifacts
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Iterative and Incremental Development
Functionality
Iteration
TasksRequirements
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Sprint – Iteration
• Goal• Scope – development
team decides Team commitment
Product increment
• Length: 2-4 weeks
Photographer: Vullioud Pierre-AndréSource: http://www.freeimages.com/
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Sprint Board
To Do In Progress DoneUser Story
PBI #1
PBI #2
PBI #3
Impl Impl Test
CRImpl
Impl CR Test
Impl Test Test
CRImpl
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User Story• Represents the customer needs• Customers/users write them• Informal, non-technical language• Acceptance criteria• Size• Limited• Estimate• Time• Story points• Quantity• Complexity
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Sprint Board
To Do In Progress DoneUser Story
PBI #1
PBI #2
PBI #3
Impl Impl Test
CRImpl
Impl CR Test
Impl Test Test
CRImpl
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Sprint Board
To Do In Progress DoneUser Story
PBI #1
PBI #2
PBI #3
ImplImpl Test
CR Impl
ImplCR Test
Impl Test Test
CRImpl
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Sprint Board
To Do In Progress DoneUser Story
PBI #1
PBI #2
PBI #3
ImplImpl Test
CR Impl
ImplCR Test
Impl Test Test
CRImpl
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Sprint Board
To Do In Progress DoneUser Story
PBI #1
PBI #2
PBI #3
Impl Impl TestCR
Impl
ImplCR Test
ImplTest Test
CRImpl
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Sprint Board
To Do In Progress DoneUser Story
PBI #1
PBI #2
PBI #3
Impl Impl Test
CRImpl
ImplCR Test
ImplTestTest
CR Impl
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Sprint Board
To Do In Progress DoneUser Story
PBI #1 PBI #2
PBI #3
Impl Impl Test
CRImpl
Impl CRTest
Impl TestTest
CR Impl
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Sprint Board
To Do In Progress DoneUser Story
PBI #1 PBI #2
PBI #3
Impl Impl Test
CRImpl
Impl CRTest
Impl Test Test
CRImpl
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The Definition of Done
Source: http://geek-and-poke.com/
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Acceptance Criteria
• Addition to the Definition of Done• User Story• Refinement
• Remember the V Model• User Acceptance Test (UAT)
Defined upfront• BDD (Behavior Driven Development)
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Non-Functional Requirements – NFR• System level requirements• It is a good practice to have as many NFRs being part
of the Definition of Done as possibleQuick feedback• Not always possible nor necessary
New functionality
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The Scrum Framework
Rules
Iteration
Increment
Product OwnerScrum MasterDevelopment Team
Roles
Sprint PlanningSprint ReviewSprint RetrospectiveDaily Scrum
Ceremonies
Product BacklogSprint BacklogReports (charts)
Artifacts
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The Scrum Team
Makes efforts in order to deliver at the end of each sprint the potentially shippable product increment they have committed to.
• Team members: Product Owner Scrum Master Development Team
Ideal team size: 5 - 10
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Product Owner
• Responsible to maximize the value of the product
• Responsible for:• Product Backlog• Items • Unambiguous description• Prioritization
• Accessible• Transparent• Understood by every key stakeholder
One single person!
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Scrum Master
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Scrum Master
Servant Leader• Makes sure Scrum is• Understood• Followed
• Interaction Product Owner Development Team Organization All Stakeholders
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Development Team
• Self-organizing• Cross-functional• There are no titles• Everyone is a developer
• There are no subgroups the whole team is responsible for
their commitment
Professionals
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The Scrum Framework
Rules
Iteration
Increment
Product OwnerScrum MasterDevelopment Team
Roles
Sprint PlanningSprint ReviewSprint RetrospectiveDaily Scrum
Ceremonies
Product BacklogSprint BacklogReports (charts)
Artifacts
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Sprint Planning
• The Product Owner presents the Sprint Goal and the Product Backlog Items which need to be completed in order to reach the goal
• What will be accomplished?• How?
• Outcome: Sprint Backlog• In case of 2-week Sprints limited to 4 hours
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Sprint Review
• Purpose: inspect the product increment• The development team• demonstrates the completed work• answers the questions related to the increment
• Informal• Open to everyone• At the end of the Sprint• In case of 2-week Sprints limited to 2 hours
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Sprint Retrospective• Ensures continuous improvement• Scrum Team identifies and prioritizes • What worked well • What could be improved
Outcome: Plan to improve the efficiency of the Scrum Team• When:• After Sprint Review, before next Sprint Planning
• In case of 2-week sprints limited to 1.5 hours
People Interactions Processes Tools
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Daily Scrum• Purpose:
• Maintain momentum• Identify impediments• Improve
communication within the team
• How:• Same time• Same place• Time boxed: 15
minutes
What did you do yesterday?1
What will you do today?
What obstacles are in your way or slowing you down?
2
3
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The Scrum Framework
Rules
Iteration
Increment
Product OwnerScrum MasterDevelopment Team
Roles
Sprint PlanningSprint ReviewSprint RetrospectiveDaily Scrum
Ceremonies
Product BacklogSprint BacklogReports (charts)
Artifacts
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Product Backlog• The single source of product change
requests• Requirements• Functionality• Enhancements• Bug fixes
• Living document
• Never complete Refinement
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Backlog Refinement / Grooming• Continuous activity• Development team and
Product Owner• Items:• Reviewed• Extended• Estimated• Priority changed when
needed
• No more than 10% of the capacity of the development team
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Estimation Technique: Planning Poker
Scale
Story Points
Relative SizeBased on Previous
Data
No AveragesDiscuss Consensus
Expert Opinion
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Sprint Backlog
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Scrum Ceremonies and Artifacts
Potentially shippable product
increment
Sprint2-4 weeks
24 hours
Sprint BacklogProduct Backlog
Refinement
Sprint planning
Daily Scrum
Sprint DemoSprintRetro
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Monitoring Progress - Reports• Scrum relies on transparency• Actual state of work packages
Decisions to optimize value and control risk
Sprint burn down
Cumulative flow
Velocity
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Sprint Burn Down Chart
1 2 3 4 5 6 7 8 9 10 11 12 13 14 150
10
20
30
40
50
60
70
80
90Ideal Actual
Before schedule
Behind schedule
SprintStart
SprintEnd
Estim
ated
Tim
e (m
an-d
ays)
Sprint Days
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Cumulative Flow
1 2 3 4 5 6 7 80
50
100
150
200
250
300
350
400
DoneIn ProgressTo Do
Sprints
Num
ber o
f Use
r Sto
ries
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Velocity Chart
1 2 3 4 5 6 70
5
10
15
20
25
30
35
CommitmentActual
Velocity: 27
Num
ber o
f Sto
ry P
oint
s
Sprints
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Cancelling a Sprint Sprint goal - obsolete, no longer relevant
Company strategy changed Important market or technology conditions changed
In the given circumstances it does not make sense to
continue
Who: Product Owner Rarely makes sense
Short duration of sprints Demotivating
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Scalability• Large project• A lot of functionality to implement• Tight deadlines
• Mandatory:Parallelizable tasks Several teams
• Approach:• Work packages independent from each other• That can be built into the product one after other or at
the same time• There is enough work to keep everyone busy
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Scalability – Scrum• Several Product Owners – only one Product Backlog!• Coordination• Chief Product Owner
• Before refinement and planning• Synchronization between Product Owners is necessary
• Sprint Review• All teams together• Separately
• Retrospective• Sometimes also with the representatives of all teams
• Scrum of Scrums (SOS)
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Scrum of Scrums
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Scrum of ScrumsWhat has your team done since we last met? 1
What will your team do before we meet again?
Is anything slowing your team down on their way?
2
3
Are you about to put anything in another team’s way?4
Resolve problems and discuss issues on the team backlog.
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What Scrum of Scrums is Not
“All the ScrumMasters and the project manager would have a teleconference three times a week where the ScrumMasters would take turns giving status reports(!) and complaining about the problems they had. I was approached by some of the ScrumMasters asking me if we shouldn’t have the meeting less frequently since ‘nothing new is being said. The same problems are being brought up in every meeting.’”
Morgan Ahlström: Scrum of Scrums – A Communication Thermometer
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Theoretically There Is No Limit
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Benefits of Scrum
Source: http://nyphotographic.com/
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Increased Sense of Responsibility
Development Team
Estimates Decision
Development TeamSet Their
Own LimitsCommitment -
Together
Increased Sense of Responsibility
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Less “Single Point of Failure”
ScrumCross-Functional
TeamsAttend All
Ceremonies
Team Members
Product Know-How Project Know-How
Less Pressure on Individuals
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Motivation, CreativityScrum
Clear and Common Goals Solution - Team
Team Members
Motivation Creativity
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Commitment
Big Picture
Fail fast… Commitment
Scrum
Clear and Common Goals Solution - Team
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Scrum
Transparency
Transparency
Sprint Review(Demo) Discuss User Stories
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High Degree of Independence
Scrum Team
Mixed Professional Background
High Degree of Independence
Cross-Functional Teams
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Extreme Programming
Communication, Team Spirit
Photographer: Sebastian DanonSources: http://www.freeimages.com/
Scrum Team
IndependentProblem Solving
Communication Team Spirit
PairProgr TDDCI
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Continuous Improvement
IdentifyOpportunities
Flaws in the process
PlanHow can the process be improved?Try outFor one iteration
Retrospect
Did it work?
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Fail Fast and Often
• Does not give the possibility to failure• Can lead to a mental roadblocks
Most Education Systems Suggest
Hard Work Time Success
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Learn from Our Failures
Hard Work Time
Success
Failure 1
Failure n
…?
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Software Bugs Found at an Early Stage of Development
Cost
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The Dark Side
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Scrum is VerboseScrum ceremonies:• Sprint planning• Up to 4 h
• Daily Scrum• ~10x15 minutes = 2h 30m
• Sprint Review• Up to 2 h
• Sprint Retrospective• Up to 1.5 h
Other meetings:• Backlog Refinement• Up to 10% ≈ 8 h
Scaled:• Meetings to discuss, break
down and assign epics/features to teams• Scrum of Scrums
*2 week sprintsUp to 2 work days – 20% of total time!
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Flow• Meetings
Agenda Focus Participants• Choose wisely!
Keep it short Meeting minutes
• Alternatives
• Even if short, they still interrupt developers in their creative work Flow
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Daily Stand-up• Scrum framework Daily Scrum• Stand-up became a habit, a ritual, a dogma,Jon Evans calls it even cargo cult• Ideal circumstances• Development team members• Start working more or less at the same time• Are collocated• Are in the same or close time zones
• Kept short (up to 10-15 minutes)
Creative and Productive Morning Period Context Switchingor
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…
The Check-in as Alternative
What did I accomplish yesterday?1
What do I intend to do today?
Are there any impediments?
2
3
Login
Write
Read
Asynchronous
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Adaptability and Flexibility…• “Scrum’s roles, artifacts, events, and rules are immutable
and although implementing only parts of Scrum is possible, the result is not Scrum. Scrum exists only in its entirety and functions well as a container for other techniques, methodologies, and practices.“
End Note, The Scrum Guide,Ken Schwaber and Jeff Sutherland, July 2013
Processes and ToolsIndividuals and Interactions ?
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No Changes During the Sprint• Choose the
length of the Sprints in such a way that it can resist change
SprintScrum Master
Guardian of Scrum
Following a Plan
Responding to Change ?
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Agile Mindset
Clie
nt
Team
OrganizationHigh
er m
gmt.
AgileMindset
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Agile Keeps People Busy
• Can be very tiring to the whole development team
• Being iterative, it offers some moments to relax between sprints – take advantage of it!
Agile
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Money, Money, Money…
• Courses• Workshops• Certifications• Cost a bunch of money• Expire• Need to be renewed from time to time, for even more
money• They exist for most specialties but in the case of Scrum it
became outrageously over-dimensioned
• Evangelists, coaches preach for money the new religion
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Who Became the Scrum Masters?• Mostly Project Managers
• Often with no technical knowledge• They have no development experience• In any case, not with the modern
way of it
Scrum often simply does not work
Servant LeaderInstead
Manager
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Scrum Masters Cannot Stand on the Side Line
• Scrum process – “good enough”
• Scrum Master – sometimes get out of shape• Remember: agile required continuous improvement!
A Scrum Master cannot stand on the side line
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Part time and remote work
• Part time work• Scrum ceremonies eat up the same time
Barely have time for development
• Remote work• Meetings
Video conferencing Online real time collaboration tools Still difficult to follow
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Lean Principles – 7 Wastes
PartiallyDoneWork
UnnecessaryFunctionality Hand-offs
UnnecessaryProcesses
Delays DefectsSwitchingBetween
TasksWaiting Rework
Movement
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Kanban, an Alternative• Goal: improve organizational efficiency
• Kanban: focus on processes• Lean principles – 7 wastes• Clearly defined process rules• Transparency of tasks• Limit work in progress• Constantly measure and improve flow
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Scrum Board
To Do In Progress DoneUser Story
PBI #1
PBI #2
PBI #3
Impl Impl Test
CRImpl
ImplCR Test
ImplTestTest
CR Impl
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Kanban BoardTo Do Plan
Max 3DevelopMax 5
TestMax 5
DeployMax 3 Done
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Kanban• Easy to learn• Works well with other methodologies• Extreme programming• TDD• Pair Programming• Continuous Integration
• Efficient at adapting to changes• Makes continuous delivery possible
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Kanban• No roles• Kaizen meetings• Anyone can organize• Only affected team members participate
• Focus: Kanban board• Does not prescribe estimations• Difficult to tell when specific tasks are done• Deadlines – may be written to cards but not necessary
• Puts efficiency before predictability
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ComparisonScrum Kanban
Empirical
Lean
Agile
Sprints Continuous flow of work
Limits work in progress
Focus on fast and continuous delivery
Reorganization might be necessary (cross-functional teams)
Current situation is the starting point
Transparency
Continuous improvement of processes
Roles (SCM, PO) No roles
Estimates Does not prescribe estimates
Predictability Efficiency
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ConclusionOrganization
Opportunities Constraints
Team
Skills Attitudes
Project Specifics
Mindset
Agile Lean
Process
Scrum Kanban
Extreme Programming
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Contact Information
• Name: Székely Sipos Sándor Zolta• LinkedIn: https://www.linkedin.com/in/zoltaszekely• Mail: [email protected]
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Bibliography• A Scrum Guide, Ken Schwaber and Jeff Sutherland• Introduction to Scrum, Mike Cohn• Stand up against the stand-up, Jon Evans• Lean + Agile vs Seven Wastes in Software Development, V S
S N R Ram Nanduri• A Scrum keretrendszer és agilis módszerek használata a
Visual Studióval, Csutorás Zoltán, Árvai Zoltán, Novák István• Essential Scrum, A Practical Guide to the Most Popular Agile
Process, Kenneth S. Rubin• http://www.adaptiveconsulting.hu/kanban-vagy-scrum• https://www.linkedin.com/pulse/how-reduce-risk-missing-n
onfunctional-requirements-miller-cbap
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Bibliography• https://dzone.com/articles/digging-fail-fast-fail-often• http://www.seguetech.com/waterfall-vs-agile-methodology• https://blog.gate6.com/top-6-challenges-software-develop
ment• https://
www.finextra.com/blogposting/6836/7-reasons-why-software-development-is-so-hard• https://
www.scrumalliance.org/community/articles/2007/may/advice-on-conducting-the-scrum-of-scrums-meeting• https://www.wikipedia.org• http://www.freeimages.com• http://geek-and-poke.com• https://www.draw.io
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Recommended Reading
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Q/A
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Thank You forYour Kind Attention