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Agile Software Development with Scrum it’s about Common Sense Jay Conne

Agile Software Development with Scrum it’s about Common Sense Jay Conne

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Agile Software Development with Scrum it’s about Common Sense Jay Conne

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  1. Agile Software Developmentwith Scrumit’s aboutCommon SenseJay Conne Raytheon Agile Software Development TIG June 21, 2006 Telecon

  2. Agile Coach, Trainer, ScrumMaster-Practicing Systems Architecture; Programming; Languages; Data Architecture; Transaction Processing; Technical Training Financial services, communications, pharmaceuticals, language development and large, cross-functional projects Bell System, GE, Honeywell, Burroughs, Digital Equipment + some start-ups Jay Conne Raytheon Agile SWD TIG

  3. Acknowledgements Agile, Scrum, Lean, XP and this course draw ideas and integrations from many sources, including: • Ken Schwaber – • Mike Cohn – • Mishkin Berteig – • Jay Conne – • Kert Petersen – • Mary & Tom Poppendieck – • Jeff Sutherland – • Rob Thomsett – • Jim York – Raytheon Agile SWD TIG

  4. Our First Principles Reality always wins in the end – So get there sooner---------- Pretending to know what you don’t know, gets in the way of learning (and you can’t get caught trying to learn it!)---------- The world runs on TRUST How do you gain trust? Read the 1st two again.---------- Q: History of TRUST between management and development teams?Why? Jay Conne Raytheon Agile SWD TIG

  5. The Problem WHAT: Software Project Management has a history of self-deception. HOW: Management demands a ‘PLAN’. Subordinates give them one. Any reality to it? WHY: A myth of “Professionalism” in too dynamic a context of changing: Requirements, Technologies & People. Jay Conne Raytheon Agile SWD TIG

  6. Waterfall Requirements Analysis Design Coding Done? Testing Building software in phases - Mil Std 2167 - Raytheon Agile SWD TIG

  7. Bennington, 1956 Raytheon Agile SWD TIG

  8. Royce’s feedback loops Raytheon Agile SWD TIG

  9. Waterfall – Success? Project Resolution (2000) Source: Chaos Report from Standish Group (2001) Waterfall: • Specialized Roles • Pass work “over the wall” • Get it right early • Predictability • But... • Success = • on time • on budget • with all planned features... Failed 23% Succeeded 28% Challenged 49% Raytheon Agile SWD TIG

  10. History of Agile Development • Pre-1970 • 1930’s: Grew from work of Walter Shewart at Bell Labs, who proposed a series of short “Plan-Do-Study-Act” (PDSA) cycles for quality improvement • 1940’s: PDSA vigorously promoted by Edward Deming • The 1970’s • 1970: Winston Royce’s“Managing the Development of Large Software Systems” incorrectly interpreted as single-pass waterfall • 1976: Tom Gilb, in Software Metrics advocates Evo as a product evolution technique for producing stability: implement in small steps, each step has a clear measure of successful achievement as well as a retreat possibility to a previous step upon failure. • The 1980’s • 1980: Gerry Weinberg in Adaptive Programming: The New Religion, “The fundamental idea was to build in small increments, with feedback cycles involving the customer for each. • 1985: Barry Boehm’sA Spiral Approach of Software Development and Enhancement, formalized risk-driven-iterations • 1986: Fred BrooksNo Silver Bullet, “Nothing in the past decade has so radically changed my own practice….as incremental development” • 1990 to Present • Early 1990’s: Jeff Sutherland and Ken Schwaber started to apply Scrum with time-boxed 30-day iterations • 1994: 16 RAD practitioners met in the UK and seeded the Dynamic System Development Method (DSDM) • 1997: Large logistics project in Singapore failed with Waterfall. Peter Coad and Jeff De Luca created Feature Driven Development (FDD) • 2001: Group of 17 process experts representing DSDM, XP, Scrum, FDD and other discussed common ground and created Agile Manifesto Adapted from: Agile and Iterative Development: A Manager’s Guide, Craig Larman Raytheon Agile SWD TIG

  11. History of Scrum Agile Manifesto Iterative, Incremental Development Smalltalk Engineering Tools Initial Scrum Scrum Now! Time boxes Extreme Programming * Harvard Business Review, Jan. 1986, Takeuchi and Nanaka The New, New Product Development Game* Raytheon Agile SWD TIG

  12. The Alternatives – Agile / Scrum • Introducing Agile-Scrum with Ken Schwaber Raytheon Agile SWD TIG

  13. Rugby Raytheon Agile SWD TIG

  14. Transparent Communication -- a mind game for this teleconference -- Exercise:Scrum Familiarity - Setup • Everybody stand • We are going to build a ‘sociogram’ by spacing yourselves on an imaginary line • You will position to answer each question on a scale 1-10 • Then take a moment to look around at the distribution and who’s where Raytheon Agile SWD TIG

  15. Transparent Communication Exercises:Scrum Familiarity – Questions: • #1 How effective are the existing processes and development practices within your organization? • 10 = couldn't be better; living the dream! • 1 = failing on multiple levels; train wreck waiting to happen • #2 How familiar are you with Scrum? • 10 = read both books; understand and have practiced it • 1 = seems interesting so I decided to take this course Raytheon Agile SWD TIG

  16. Transparent Communication Conclusions: • Everyone is seeing the same evidence • There is no ‘Telephone Game’ “…he said that she said…” • What confidence does this give you in any conclusions you draw? • Compare this to a 2nd-hand report or email • How can this help high performing teams? Raytheon Agile SWD TIG

  17. Scrum Overview • It’s About Common Sense and Reality • Simplifying too many alternatives – a Minimal Process contextually appropriate to the organization • Starting teams with a simple to understand model – reducing initial complexity Raytheon Agile SWD TIG

  18. Planning OnionMike Cohn – Raytheon Agile SWD TIG

  19. Scrum Process Inner 2cycles Raytheon Agile SWD TIG

  20. Easy & Hard – Courage! Thinking and Courage Required • Easy to understand – Hard to do well But certainly worth it! Thinking: • Continuously inspect and adjust • The devil is in the details Courage: • Make your errors early and often • Acknowledge your ignorance and errors – – to accelerate learning • Take the risk of making risk visible – – with transparent communication Raytheon Agile SWD TIG

  21. The bad news… “Implement Scrum and all of the reasons that an organization has trouble delivering quality software on schedule are thrown up in your face, day after day, month after month – made obvious and critical by Scrum” Ken Schwaber Author and pioneer of Scrum Raytheon Agile SWD TIG

  22. Where is Scrum being Used? • Bottom Up – Grassroots Driven Microsoft, Sun, Sammy Studios, Siemens, CNA, State Farm, State Street Bank, Philips, BBC, IBM, SAIC, LMCO, APL, Ariba, Federal Reserve Bank, HP, Medtronics, Motorola, TransUnion • Top Down – Management Driven IDX, Siemens Medical, Gestalt, Wildcard Systems, Primavera, Yahoo, Conchango, BMC, Lexis-Nexis, Bently Systems, Bose, CapitalOne, Federal Reserve Bank, ClearChannel, Xerox, Patient Keeper Raytheon Agile SWD TIG

  23. Core Practices of Scrum • Short development cycles • Incremental delivery of products & systems • Frequent inspection and adaptation • Cross-functional, Self-organizing Teams – with Collaboration • Team insulation from change requests • Verbal communication over written documentation – conversations for details • Emergent design Raytheon Agile SWD TIG

  24. Scrum Process - again Inner 2cycles Raytheon Agile SWD TIG

  25. What is Agile? Agile is the widely accepted umbrella term… • Agile is the ability to create and respond to change. • Agile is the ability to balance flexibility and structure. • Jim Highsmith: • “Agile is a balance between anticipation (prescriptive processes) and adaptation” • “Agility is a way of thinking, not a particular practice.” Raytheon Agile SWD TIG

  26. The Agile Manifesto “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more.” By 17 individual authors and innovators who formed the Agile Alliance in Raytheon Agile SWD TIG

  27. Empowering both sides… Management and Development Teams • Get Full Benefits of Division of Labor • the What – by Management • the How – by Development • Get Early and Often: • Management gets Business Value • Development gets Course Correction Raytheon Agile SWD TIG

  28. The Alternatives – Lean • From Automotive to Software production… 2003 1990 Raytheon Agile SWD TIG

  29. Lean  High Performance High Performance Teams: • Toyota Motor Company of Japan, revolutionized manufacturing with: • Lean Production including • Lean Supply-Chain Management • 20 years of research and continuous improvement led by • Eiji Toyoda and • Taiichi Ohno Source: The Machine That changed The World – The Story of Lean Production The MIT International Motor Vehicle Program - Womack, Jones, and Roos Raytheon Agile SWD TIG

  30. Lean and Agile? • Is Agile the same as Lean? • Similar • Different • Where did Lean come from? • Process people / managers • Quality thinking / Process Management • Toyota’s quest • Where did Agile come from? • Developers • SmallTalk • “The New New Product Development Game”, HBR 1986 • "Developing Products on Internet Time“, Iansiti & MacCormack, 1997 Raytheon Agile SWD TIG

  31. Agile Myths & Misperceptions It is a myth that...Agile: • Is a silver bullet • Will solve my resource issues • Has no planning / documentation / architecture / <insert favorite discipline> • Doesn’t build on my previous experience & expertise • Is undisciplined or a license to hack • Creates quality issues • Is new and unproven • Is not being used by industry leaders Raytheon Agile SWD TIG

  32. Questions… • Distinguish the jargon: Lean, Agile, Scrum, XP? • How broadly applicable is this? • It’s not just applicable to software development. • It’s about the business context • Make your mistakes early and often. Raytheon Agile SWD TIG

  33. Sprint Planning Development Team Sprint Backlog & Estimation ScrumMaster Lunch! Scrum Meetings Engineering Practices - TDD Project Start-up Review and Close Example of a 2-day course Day One Day Two • Introduction • Agile & History • Agile/Scrum/Lean Lunch! • Overview of Scrum • Scrum Simulation • Agile Thinking • Product Owner • Product Backlog • User Stories & Estimation (Optional: group dinner) Raytheon Agile SWD TIG

  34. Thank you Jay Conne -