Agile and Scrum seminar (english)

© 2010 Proyectalis Gestión de Proyectos S.L.

Agile & Scrum

Barcelona, November 2011

© 2010 Proyectalis Gestión de Proyectos S.L – htttp://slideshare.net/proyectalis.

Ángel [email protected]

@angel_m






Nice to meet you!


Some Ground Rules



* * *



"What" ain't no country I ever heard of! They speak English in "What"?

Speak English (and help me do so!)


Principles, Rules, Opinions…


Open Mind


Don’t Kill the Messenger!


Take some notes


Mmmmm… Lunch time…



Exercise: Scrum Ball


Enough for a start…


Project Management


A tale of two states

Statewide Automated Child Welfare Information System (SACWIS)

Florida: started 1990, forecasted 8 years, $32M

2002: $170M spent, deadline estimates 2005, cumulative cost $230M

Source: Jim Johnson, Standish Group President, as quoted in “Lean Software Development,” , Mary&Tom Poppendieck


Standish Group

68% project challenge / fail rate

64% functionalities never used

59¢ value for every $ of software


Developers everywhere are in terrible pain


Vicious cycle

Low quality

Hurry

Errors

Interruptions

Low productivity

Late


Vicious cycle

Low quality

Hurry

Errors

Interruptions

Low productivity

Late

Unhappy customers

Lower profits

Higher costs


Vicious cycle

Low quality

Hurry

Errors

Interruptions

Low productivity

Late

Unhappy customers

No training

Lower profits

Higher costs

Lack of skills

Demotivation

Pressure


Meanwhile, in Minessota

Essentially the same system, same functionality, started in 1999

Finished at the beginning of 2000, costs $1.1M

Source: Jim Johnson, Standish Group President, as quoted in “Lean Software Development,” , Mary&Tom Poppendieck


Is luck the whole story?


Rule Set


First Rule

Good, Cute, Cheap…Choose any two!

?

Time Scope

Resources


Project Buffers

Measure buffer consumption velocity Work against the average (not accuracy) Avoid hidden “padding” or wild sandbagging

Buffer

80% project done

60% buffer used

Min T Max T


Traditional vs. Agile

Fixed

Estimate

Scope

Scope

Cost Time

Cost Time

Plan oriented

Value oriented


Change is the only constant

Second rule


Uncertainty cone

(Tip: estimate here )


Uncertainty cone


Uncertainty


Estimation is not THIS: Probability

Estimation Value


Estimation is not even THIS: Probability

Estimation Value


Estimation is THIS: Probability

Estimation Value


Accuracy vs. effort

Good enough!

Accuracy

Estimation effort


Accuracy vs. effort

Good enough!

50-70% accuracy

100% accuracy Accuracy

Estimation effort


Gedanken: the perfect P.O.

…..


…..



…..



…..



Histogram


Histogram Average


Histogram

95% SLA

80% SLA

Average


Different kind of stories

T-Shirt size XS – 2 days S – 4 days M – 9 days L – 15 days XL – 22 days


It is complex (maybe impossible) to give a perfect up-front design for a software system

Third Rule

Req

uire

men

ts

Technology


Software is not THIS:


Software is THIS:


Agile


Exercise: human circle



Principios: Our highest priority is to satisfy the customer through early and continuous

delivery of valuable software. Welcome changing requirements, even late in development. Agile processes

harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of

months, with a preference to the shorter timescale.


Principios: Business people and developers must work together daily throughout the

project. Build projects around motivated individuals. Give them the environment

and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and

within a development team is face-to-face conversation.


Principios: Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors,

developers, and users should be able to maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility.


Principios: Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-

organizing teams. At regular intervals, the team reflects on how to become more effective, then

tunes and adjusts its behavior accordingly.


Agile101

Estimate

Ouch!

Estimate

Replan R1.0 ¿R2.0?

BV

t

R1.0 ¿R2.0?


Agile101

Estimate

Ouch!

Estimate

Replan R1.0 ¿R2.0?

BV

t

R1.0 ¿R2.0?

- Self-organized, Motivated team - Working on a sustainable pace - Collaborates with customer and business people daily - Communicates face to face - Strives for technical excellence - Reflects on how to improve, eliminates waste


Values

Principles

Processes

Roles

Tools

Artifacts

Practices


5thAnnual ”State of Agile Development” Survey, 2010

Challenges:


5thAnnual ”State of Agile Development” Survey, 2010


Scrum


The name:


Some folks doing Scrum


What Scrum is NOT


Scrum 101


Agile101

Estimate

Ouch!

Estimate

Replan R1.0 ¿R2.0?

BV

t

R1.0 ¿R2.0?


Scrum 101

Product Owner

Team

Scrum Master

Product Backlog

Sprint Backlog

Stakeholders


Organizational Anti-Pattern

? ? ?

?


Scrum 101

Product Owner Team

Scrum Master

Product Backlog

Sprint Backlog

Stakeholders

?


Scrum structure / same product

?

?

?

? ?



?

?

?

? ?


Agile Hyper-specialists?


Skills Matrix



?

?

?

? ?

?


Organizational anti-pattern

? ?


Scrum structure / several products - clients

?

?

?

? ?


Communities of practice

?

?

?

? ?


Communities of practice

?

?

?

? ?


The framework:


Our 10 rules for healthy Scrum 1. Individuals 2. Not a silver bullet 3. Retrospect, retrospect, retrospect 4. Daily Scrum, Daily control 5. Working software is our measure of

progress 6. Self-organizing self-committing

teams: Scrum Master is not a boss, but a team’s servant

7. Iterative and incremental development


8) “Done, done”


9) “Orcs at the gates”

?


9) “Orcs at the gates”

?


10) “The Muffins Oven”

?


!!

?

!! +3

10) “The Muffins Oven”


?

Options: Queue the cake (can affect

value delivery) Delay red muffins and use

that space for the cake (equal clients)

Put the cake first (priority client, delays the whole muffin portfolio)

Have spare capacity for cakes (Scrumban)

Drop quality, build technical debt, ask for overtime (not Agile)


This ten commandments are bound by a Supreme Command:

¡Time Boxing!


Agile Planning


Exercise: burning man project


Burning Man Project

?= 12.000 Scrum$ / sprint ~20 work units / sprint


Burning Man Project


…..

120 work units (~72.000s$)


Burning Man Project


…..

120 work units (~72.000s$) Buffer size: 12 units(~7.200S$)


Burning Man Project

Estimated Real Left Should be Deviation

20 18 102 100 -2


…..



Burning Man Project


20 18 102 100 -2

22 15 (-5) 92 80 -12


…..



Burning Man Project


20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12


…..



Burning Man Project Estimated Real Left Should be Deviation

20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12



20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12

Delay: 0 days V=24 S$=0



20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12


V=20 Delay=-12 (1/2 sp.)

S$=6.000S$



20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12


V=20 Delay=-12 (1/2 sp.)

S$=6.000S$

V=15 Delay=-27 (2 sp.)

S$=24.000S$



20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12


V=20 Delay=-12 (1/2 sp.)

S$=6.000S$

V=10 OMG!

V=15 Delay=-27 (2 sp.)

S$=24.000S$



20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12


V=20 Delay=-12 (1/2 sp.)

S$=6.000S$

V=10 OMG!

V=15 Delay=-27 (2 sp.)

S$=24.000S$

V=18 Delay=-18 (1 sp.)

S$=12.000S$


Burning Man Project


V=20 Delay=-12 (1/2 sp.)

S$=6.000S$

V=10 OMG!

V=15 Delay=-27 (2 sp.)

S$=24.000S$

V=18 Delay=-18 (1 sp.)

S$=12.000S$


Burning Man Project


V=20 Delay=-12 (1/2 sp.)

S$=6.000S$

V=10 OMG!

V=15 Delay=-27 (2 sp.)

S$=24.000S$

V=18 Delay=-18 (1 sp.)

S$=12.000S$

We can: - Drop scope (~18pt.) - Give more time (~1sp.) - Add more resources (Brooks law!!)


Burning Man Project


20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12

22 25 47 40 -7


…..



Burning Man Project


20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12

22 25 47 40 -7

25 28 19 20 +1


…..



Burning Man Project


20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12

22 25 47 40 -7

25 28 19 20 +1

19 19 0 0 0


…..



Burning Man Project


20 18 102 100 -2

22 15 (-5) 92 80 -12

25 20 72 60 -12

22 25 47 40 -7

25 28 19 20 +1

19 19 0 0 0


…..


????


Burning Man Project


200 18 102 100 -2

2,2 15 (-5) 92 80 -12

2500 20 72 60 -12

22M. 25 47 40 -7

0,25 28 19 20 +1

2¶/3 19 0 0 0


…..


????


Estimation is WASTE!


“The emphasis is on steering the project - wich is quite straitghtforward - rather than an exact prediction of what will be needed and how long will it take - which is quite difficult”

Ron Jeffries, XP co-founder

How?


Velocity

Min. V

Max. V

Sure we’ll make it

Are you freakin’ kidding me?

We’ll probably end somewhere over here


Bell curve / Gauss curve

Min. V

Max. V

Worst case: minimum scope or maximum time

Better case: maximum scope / minimum time

Estimate


Capacity 105

80

90

80

93

86

100

86

90

100

¡¡900 points in 9 weeks!!

+5 -5 -25 -32 -46 -46 -59 -70 -70


Capacity 105

80

90

80

93

86

100

86

90

100

¡¡900 points between 9 and 11 weeks!!

+15 +5 -5 -2 -6 +4 +0 +0 +10

¡¡Between 700 and 900 points in 9 weeks!!

+5


Backlog= Bunch of

functionalities, Prioritized and

Estimated

(Following that sequence, in fact)

Scrum Planning


Functionalities

SMART (Specifical, Measurable, Achievable, Reasonable, Time Boxed)

INVEST (Independent, Negotiable, Valuable, Estimatable, Small, Testable).

MOSCOW (Must, Should, Could, Wish…)


Iceberg Backlog

Sprint

Product

Version


IEEE-830

“Entree comes with soup or salad and bread”

(Mike Cohn)


An office virus:



Common Understanding


User stories


Product specs:

Product must have petrol engine Product must have four wheels Product must have at least one seat for human

driver Product must have metalic framing Product must have steering wheel Product must be able to move through

countryside Product must be cheap


User story:

“As a frequent gardener, I want to mow lawn fast and comfortably, so I don’t get tired or hurt ”.

Acceptance criteria: mown lawn using traditional method. Then use new system: should be at least 2x faster, virtually no tiring and much more fun.


What did we build / What did user need?

Describe solution Understad user need


Story maps

Time

need

“Épics”

Stories

© 2006-2008 Jeff Patton, www.agileproductdesgin.com


Story map

Time

Release one

Release two

Release three

nece

sida

d Neccesary

Less optional

More optional



MVP / MMFS


MVP / MMFS


MVP / MMFS


MVP / MMFS

?


MVP / MMFS


MVP / MMFS


MVP / MMFS


MVP / MMFS


MVP / MMFS


Walking Skeleton:

1 2 3

1 2 3



Important

The story or the card are not as important as the conversation they

come from


Important

Engineering is not to be described in the story

≠


Backlog= Bunch of

functionalities, Prioritized and

Estimated

(Following that sequence, in fact)

Reminder:


Prioritize

Consensus Voting Buy a feature Dot voting Story maps Iterative rounds (rate 1-5) Cost benefit analysis (Uh?)


Dish washing Dog walking Lawn mowning Plants watering Beds changing Laundry Ironing Oven cleaning Monthly shopping Groceries shopping Floor cleaning Windows cleaning Paint bedroom

Estimation


Planning Poker


Roles, processes and tools


Scrum Framework

Artifacts

Product Backlog Sprint backlog

Scrum board

Impediment backlog

Roles

Product owner

Scrum Master

Team

Processes Product planning Sprint planning Daily Scrum

Retrospectives Demo


The roles:


The roles:


Product Owner

Manages vision and roadmap Gathers specs, writes user

stories Manages Product Backlog:

decides on scope and priority Defines acceptance criteria for

every user story Accountable for financial

success and customer satisfaction

Business & stakeholders interface with Scrum

“Feathered pig”


Gives estimates, reports progress Committed to deliver working

software at the end of the iteration Cross-functional, self-managed Accountable for quality and velocity 7±3 people (“feed them two pizzas”)

Team


Scrum Master

“Shepherd dog”, servant leader, Coach

Close to the team Maintains process Manages impediment

backlog Makes the team improve Maker team life better Moderator - facilitator If necessary, acts as an

interface with Product Owner


The evolution of the Scrum Master

ScrumButt Scrum Agile Nirvana

“The Scrum guy”

- Schedule meetings - List impediments




“The Scrum guy”

“Scrum Mom”


- “I’ll take care of that” - Moderator - Diagnoses & Decides - Directly removes impediments - Team interface - Evades conflict (artificial harmony) - Does not really trust the team, still bossy




“The Scrum guy”

“Scrum Mom”

True Scrum Master



- Trainer, mentor - Facilitator - Motivator - Team gardener - Involves everyone - Progressively delegates - Collaboration - Innovation - Deals with Conflict - Change agent - Agile evangelist - Leader




“The Scrum guy”

“Scrum Mom”

True Scrum Master

Scrum Sensei – Agile Coach



- Listen - Master silence - Ask - Be a mirror

- Trainer, mentor - Facilitator - Motivator - Team gardener - Involves everyone - Progressively delegates - Collaboration - Innovation - Deals with Conflict - Change agent - Agile evangelist - Leader



ScrumButt Agile Nirvana

“The Scrum guy”



- Listen - Master silence - Ask - Be a mirror




“The Scrum guy”

“Scrum Mom”

True Scrum Master


Decide Sell Consult Participate Advice Delegate Inquire




“The Scrum guy”

“Scrum Mom”

True Scrum Master



Sprint Length

Estimate stories

Definition of done Team composition

Business strategy




“The Scrum guy”

“Scrum Mom”

True Scrum Master



Sprint Length

Estimate stories


Business strategy

TEAM

SM

PO

Manager

Manager




“The Scrum guy”

“Scrum Mom”

True Scrum Master



Sprint Length

Estimate stories


Business strategy

TEAM

SM

PO

Manager

Manager

C&C Coach (leader?)


Procesos


Planificación de producto


Planificación de Sprint


Scrum diario


Demo


Retrospectiva


Retrospectives


Formatos


Muy importante:


Prueba cosas nuevas


Pero no es esto…


Artifacts


Pending Develop Test Done Stories Project:

Team: Scrum, Demo:

Burn-down::

Release Plan:

Impediments

Scrum Board







“Olores”


Pendiente Desarrollo Test Terminado Historia Proyecto:

Equipo: Scrum, Demo:

Burn-down::

Release Plan:

Impedimentos:




Burn-down::

Release Plan:

Impedimentos:




Burn-down::

Release Plan:

Impedimentos:


Burn-down Trabajo

Tiempo

OK!

KO!


Release Plan


“Olores”


Trabajo

Tiempo


Trabajo

Tiempo


Trabajo

Tiempo


Trabajo

Tiempo


Trabajo

Tiempo


Trabajo

Tiempo


Trabajo

Tiempo


Trabajo

Tiempo


Trabajo

Tiempo


Trabajo

Tiempo


Trabajo

Tiempo


Trabajo

Tiempo


Kanban & Scrumban


Exercise: serial or parallel


Kanban


Kanban


Kanban

Start where you are Map your value stream Visualize flow Limit WIP – adjust

workload to capacity Measure and improve lead

time and cycle time Make policies explicit

(definition of done, WIP limits, coding standards, bloqued tasks…)


Capacity

50l/sg 20/sg

10l/sg

100/sg

30/sg


Capacity

50l/sg 22/sg

11l/sg

110/sg

33/sg

¡¡+10%!!

- Old troughput: 10 - New troughput: 11 (10% ok) - Cost: 16


Capacity

50 23l/sg

23/sg

23l/sg

100l/sg

33l/sg

¡Kaizen!

- Old troughput: 10 - New troughput: 23 (130%) - Adjust workload to capacity - Cost: 16

- R&D+i - Tech Debt - Decouple


Capacity

Bottlenecks: exploit, subordinate, rise (beware of the “need more resources” song)

Be sure your bottleneck operates at full capacity (eliminate waste at the bottleneck)

Be sure the system works at the pace of the bottleneck

Be sure the entrance to the bottleneck has good quality

Be sure your bottleneck is not idle / blocked Use the “slack” around your bottleneck to

work the bottleneck Treat your bottleneck as a national

emergency


The 40 hour week fallacy:

100% (40 hours a week)

Programming (value adding tasks, focus factor, sprint dedication, project

advance…)


A more realistic approach:

50%

10%

15%

10%

10%

5%

Bugs, technical debt, stoppers, blocked tasks, rework, context switching, other forms of waste…

Reports, e-mail, internal meetings, hiring interviews, admininistrative stuff, bureaucracy…

Slack

Research, Development, training, innovation

Programming ( value adding tasks, focus factor, sprint dedication, project

advance…)

Overhead


Naked truth:

35%

10%

10%

10%

5%

30% Bugs, technical debt, stoppers, blocked tasks, rework, context switching, other forms of waste…


Slack


Programming ( value adding tasks, focus factor, sprint dedication, project

advance…)

Overhead


Naked truth:

35%

10%

10%

10%

5%

30% Bugs, technical debt, stoppers, blocked tasks, rework, context switching, other forms of waste…


Slack


Scrum (measured & known)

Overhead


Naked truth:

35% Scrum (measured & known)

65%


Selected. Dev. Valid. Pending Integration Done! Burn-down::

Release Plan:

Selected. Dev. Valid. Pending Integration Done!

Scrumban



Release Plan:


This was definitely a 3…

5

1

Scrumban




V Scrum

V buffer

Scrumban


V Scrum V buffer

80 20

85 20

75 30

70 35

75 25

80 25

? ?

¿Your prediction?

Scrumban


V Scrum V buffer

80 20

85 20

75 30

70 35

75 25

80 25

? ?

¿Your prediction?

Uuuh… Well, on average we make something like 75 scrum points per sprint. Guess we can commit on that as long as you keep the buffer level safe…

That means somewhere below 25 buffer points

Scrumban


V Scrum V buffer

80 20

85 20

75 30

70 35

75 25

80 25

60 50

Yaaargh! You failed on your commitment!

No, in fact we did 110 points of aggregated velocity, which is quite good. It was YOU who told us to prioritize 50 buffer points during the Sprint and made us fail the sprint goal !

Scrumban


V Scrum V buffer

80 7500

85 7000

75 8000

70 8500

75 7500

80 7000

? ?

¿Your prediction?

Uuuh… Well, on average we make something like 75 scrum points per sprint. Guess we can commit on that as long as you keep the buffer level safe…

That means somewhere below 7500 buffer points

Scrumban




V Scrum

V buffer +

V buffer -

Scrumban


Velocity

Vavg Scrum

Vavg Kanban +

Vavg Kanban -

Scrumban



Release Plan:

CO

MM

ITTE

D

PR

IO

Fire!

ASA

P

Scrumban


ASA

P Pr

io

Fire!

Selected. Dev. Valid. Pending Integration Done! Sprint Burn-down:

CO

MM

ITTE

D

Buffer burndown:

Uh-oh, hold the Kanban, guys!!

Mmm…Guess I’d like some Scrum done too…

Scrumban


ASA

P Pr

io

Fire!

Selected. Dev. Valid. Pending Integration Done! Sprint Burn-down:

CO

MM

ITTE

D

Buffer burn-up:

Uh-oh, hold the Kanban, guys!!

Mmm…Guess I’d like some Scrum done too…

Scrumban


Add queues and WIP limits!

Selected - 3 Backlog Code Test

Done! Design

Rdy Rdy Rdy On- 3 On -2 On - 2 S

PR

INT

FIRE!

PRIO

ASAP


Bonus: drop estimations!


Epilogue…






There’s no road…


Let’s swim!



Training retrospective

[email protected]


Thank you!

[email protected]


Read this books!


This presentation is based upon the ideas and work of many people. And while I’ve tried to recognize copyrights and give credit and attribution where possible, I cannot possibly list them all, so if you feel like there’s something that should be added, changed or removed from this presentation, please drop me an e-mail at [email protected]

Special thanks to Henrik Kniberg. Mike Cohn, Lyssa Adkyns and Jeff Patton. I owe you so much I’ll have to buy you some drinks if you ever happen to come to Spain ;). BTW, have you ever considered a holiday here? Drop me a line! :D

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