getting agile with scrum
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Getting Agile with Scrum
6 June 2012
Mike Cohn
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We’re losing the relay race
Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, January 1986.
“The… ‘relay race’ approach to product
tries to go the distance as a unit, passing the
competitive requirements.”
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Source: “How Apple Does It,” Time Magazine, October 24, 2005 by Lev Grossman
“Apple employees talk incessantly about what they call ‘deep collaboration’ or ‘cross-pollination’ or ‘concurrent engineering.’
“Essentially it means that products don’t pass from team to team. There aren’t discrete, sequential development stages. Instead, it’s simultaneous and organic.
“Products get worked on in parallel by all departments at once—design, hardware, software—in endless rounds of interdisciplinary design reviews.”
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YahooGoogleElectronic ArtsIBMLockheed MartinPhilipsSiemensNokiaCapital OneBBCIntuit
AppleNielsen MediaFirst American CorelogicQualcommTexas Instruments
John DeereLexis Nexis
Time WarnerTurner BroadcastingOce
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In-house developmentContract developmentFixed-price projectsFinancial applications
applications
24x7 systems with 99.999% uptime requirementsthe Joint Strike Fighter
Video game development
systems
Network switching applicationsISV applications
applications in use
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Characteristics
“sprints”
Uses generative rules to create an agile
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Project noise level
Simple
ComplexAnarchy
Complicated
Technology
Req
uire
men
tsAgreement
Close toAgreement
Clo
se t
oC
erta
inty
Cer
tain
ty
Strategic Management and Organizational DynamicsAgile Software Development with Scrum
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Scrum
Cancel
Return
Sprint1-4 weeks
Return
Sprint goal
Sprint
product increment
ProductVouchers
Vouchers
Cancel
24 hours
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Sprints
“sprints”
Typical duration is 2–4 weeks or a calendar month at most
Product is designed, coded, and tested during the sprint
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Sequential vs. overlapping development
and Nonaka. Harvard Business Review, January 1986.
one thing at a time......Scrum teams do a little
Requirements Design Code Test
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No changes during a sprint
Plan sprint durations around how long you can
Change
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Product ownerScrumMasterTeam
Roles
Sprint planningSprint reviewSprint retrospectiveDaily scrum meeting
Ceremonies
Burndown charts
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Sprint planningSprint reviewSprint retrospectiveDaily scrum meeting
Ceremonies
Burndown charts
Product ownerScrumMasterTeam
Roles
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Product owner
Makes scope vs. schedule decisions
project
Adjust needed
Accept or reject work results
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The ScrumMaster
and practices
Removes impediments
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The teamTypically 5-9 people
Programmers, testers, user experience designers, etc.
M
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Product ownerScrumMasterTeam
Roles
Burndown charts
Sprint planningSprint reviewSprint retrospectiveDaily scrum meeting
Ceremonies
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Sprint planning meeting
Sprint backlog
Sprint goal
Who• Team, ScrumMaster, & Product
OwnerAgenda• Discuss top priority product
backlog items• Team selects which to do
Why• Know what will be worked on• Understand it enough to do it
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Sprint planning
commit to completing
High-level design is considered
As a vacation planner, I want to see photos of the hotels.
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The daily scrumParameters
Daily
15-minutes
Stand-up
Whole world is invited
owner, can talk
Helps avoid other unnecessary meetings
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Everyone answers 3 questions
These are not
What did you do yesterday?1
What will you do today?2
Is anything in your way?3
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The sprint reviewTeam presents what it accomplished during the sprint
2-hour prep time ruleNo slides
Whole team participatesInvite the world
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Sprint retrospectivePeriodically take a look at what is and is not workingTypically around 30 minutes
Whole team participatesScrumMasterProduct ownerTeam
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Start / Stop / ContinueWhole team gathers and discusses what they’d
Start doing
Stop doing
Continue doingThis is just one of many ways to do a sprint retrospective.
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Product ownerScrumMasterTeam
Roles
Sprint planningSprint reviewSprint retrospectiveDaily scrum meeting
Ceremonies
Burndown charts
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The requirements
the projectIdeally expressed such that each item has value to the
product
owner
each sprintThis is the
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Backlog item Estimate
Allow a guest to make a reservation 3
As a guest, I want to cancel a reservation. 5
reservation. 3
As a hotel employee, I can run RevPAR 8
Improve exception handling 8
... 30
... 50
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Sprint goalA short statement of what the work will be focused on during the sprint
Sprint 8
The checkout process—pay for an order, pick shipping, order gift wrapping, etc.
Sprint 7
Implement basic shopping cart functionality including add, remove, and update.
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Work is never assigned
Estimated work remaining is updated daily
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Tasks
Code the middle tier
Test the middle tier
Write online help
Mon8
16
8
12
8
Tues4
12
16
8
Wed Thur
4
11
8
4
Fri
8
8
Add error logging
8
10
16
8
8
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0
200
400
600
800
1,0004/
29/0
2
5/6/
02
5/13
/02
5/20
/02
5/24
/02
Hou
rs
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Hou
rs
40
30
20
10
0Mon Tue Wed Thu Fri
Tasks
Code the middle tier
Test the middle tier
Write online help
Mon8
16
8
12
Tues Wed Thur Fri4
12
16
7
11
8
10
16 8
50
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Typical individual team is 7 ± 2 people
Factors in scaling
Team dispersion
Project duration
people
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Scaling through the Scrum
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Programmers
ScrumMasters
UI Designers
Testers
DBAs
Communities of Practice help scale and cut across Scrum teams
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A Scrum reading listAgile Estimating and Planning
Agile Game Development with Scrum
Agile Product Ownership
Agile Retrospectives
Agile Testing: A Practical Guide for Testers and Agile TeamsCrispin and Janet Gregory
Coaching Agile Teams
Essential Scrum
Succeeding with Agile: Software Development using ScrumCohn
User Stories Applied for Agile Software Development
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