Introduction to ScrumNow 21 years old!

Agile Maine DayMay 5, 2017

Heidi “there’s got to be a better way”

ArayaMBA, PMP, CAL, CSP, CSM, CSPO, LSSBB, CRCMP

• Agile & Lean enthusiast

• Process improvement aficionado

• Systems thinker

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Enabling happy workplaces by making it fun to work together to deliver value for the business.

@HeidiAraya

What will we discuss today?

• What is Scrum and where did it come from?

• Difference between Agile & Scrum

• Where Scrum is a good fit, and where it’s not

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Shadow – by Alex Fram

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Plan-Driven Approach, AKA “Waterfall”

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Requirements

Deploy

Design/Analysis

Implement

Integration

Test

Project start

Project end

• Large handoffs created waste

• All-or-nothing approach• Partially done work• Extra features • Handoffs• Delays• Defects

“The relay race approach to product development … may conflict with the goals of maximum speed and flexibility. Instead a holistic or rugby approach – where a team tries to go the distance as a unit, passing the ball back and forth –may better serve today’s competitive requirements.”

(Takeuchi & Nonaka, “The New New Product Development Game,” Harvard Business Review, 1986).

… Did not translate to success

History of Scrum & Agile• 1943 - Lockheed researched and delivered a fighter jet using techniques common to Agile

• Late 1950s - NASA’s Mercury program used half-day iterations to produce working software

• 1961 - John Boyd developed the ”OODA” Loop (Observe, Orient, Decide, Act) theory for the military, which Jeff Sutherland later borrows in developing Scrum for software

• 1970 - Royce advocates for iterative methods for delivering software but everyone understands it to advocate “waterfall”

• 1986 - the idea of Scrum (and the name) was first proposed by Takeuchi and Nonaka in a paper called the New New Product Development Game

• Early 1990s - Ken Schwaber began experimenting with early versions of Scrum

• 1995 - Scrum was fine tuned by Ken Schwaber & Jeff Sutherland and presented at a conference

• 1996 - Extreme Programming (XP) designed by Kent Beck

• 2001 - “Agile Manifesto” for software development (signed by 17 software leaders) – borrowed key principles from Lean (chairman was Ken Schwaber)

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(some key dates only)

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Agile Manifesto - Describes 4 Agile Values

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

We are uncovering better ways of developing

software by doing it and helping others do it.

Through this work we have come to value:

That is, while there is value in the items on

the right, we value the items on the left more.

Written in 2001 by 17 software development leaders

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Many Agile methods, frameworks, ideas, practices

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… and more coming... But Scrum is by far the most popular

Modern

Agile

Scrum in <100 words

• Scrum is an agile framework that allows us to focus on delivering the highest business value in the shortest time

• Scrum allows us to rapidly and repeatedly inspect working software

• The business sets the vision and priorities. Teams collaborate and self-organize to determine the best way to deliver these priorities

• Every few weeks anyone can see real working software and decide to release it as is or continue to enhance it for another sprint

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By PierreSelim - Own work, CC BY-SA 3.0, https://commons.wikimedia.org/w/index.php?curid=17336884

Scrum Theory: 3 Pillars of Empirical Process Control

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• Transparency into progress and a common understanding of the process

• Inspection & adaptation of the artifacts and the progress towards the goal or milestone

• Empiricism: Knowledge comes from experience and making decisions based on what is known

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Scrum Team: Dedicated, Self-organizing & Cross-functional

ProductOwner

Development Team

Scrum Master

• Product vision• Maximizes product value• Optimizes work of team • Manages and ranks

the work, keeping it visible & transparent

• Helps team understand the work• Accepts/rejects work

• 3-9 people responsible for developing the product• Self-organizing: determines how to perform the work &

how much can get done in an iteration (Sprint)• Cross-functional: May specialize, but accountability

belongs to entire team

• Coach on Scrum process• Removes impediments• Facilitates meetings• Shields the team from

interruptions & external influences

• Helps team be most productive

• Servant leader

Scrum Events: time-boxed repeating events• Provide opportunities for inspection and adaptation

Sprint Planning

Sprint

Daily Scrum

Sprint Review

Sprint Retrospective

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Scrum Artifacts: represent work or value

• Contains everything desired in the product that’s known at the time

• Features, functions, enhancements, fixes• Backlog is a living artifact

• List of tasks & estimates to complete needed to deliver the set of items

• Sum of all the Product Backlog items completed during a Sprint & previous sprints

• Must be useable

Sprint

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Inside a Sprint …

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• “Stories” are small features which can be developed independently

• Design – Build –Test collaboratively by the team

• Close collaboration across skillsets to complete each work item

• Multiple stories per sprint

Deploy

• Work highest value items first• Complete features delivered• Team remains focused• No changes to sprint goal• All skills needed to deliver

inside the team• Deliver quality continuously

Story 1, Story 2, Story 3, …

Sprint day 1-n

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Estimates• “Product Backlog items have the attributes of a

description, order, estimate and value.”

• Several ways of estimating using relative methods: T-shirt sizes, Story Points, Bucket System

• Development team is responsible for estimates

• The most value of estimation is in the discussion, not the actual resulting number

Definition of Done (DoD)• Common understanding of activities & end result required to declare the

implementation of a story completed (quality, types of testing, etc.)

• Product should have one DoD, but teams can add to it

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Monitoring Progress Towards a Goal“At any point in time in a Sprint, the total work remaining in the Sprint Backlog can be summed."

Sprint Burndown Chart

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Story To Do In Progress Done

Story 1 Task 3Task 2

Task 5

Task 3

Task 4Task 2

Task 3

Task 1

Task 1

Story 4

Story 3

Story 2Task 3

Task 4

Task 2

Task 2Task 1

Task 1

Task 4

Review of Main Concepts

• Self-organizing teams

• Cross-functional teams

• Close collaboration

• Commitment to a goal

• Time-box work; no interruptions

• Inspect and adapt

• Deliver potentially shippable increments

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Scrum – common challenges

• Teams fall into mini waterfalls

• No Product Owner available

• Urgent interruptions during sprint

• Cross-team dependencies

• Misunderstood rituals (estimation, standup)

• Sprint lengths are arbitrary and can create poor behaviors

• Difficult to transform large organization

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Scrum advantages

• Less superfluous specifications

• Less handovers

• Flexibility in roadmap planning

• Less risk due to short iterations

• Visible progress

• Commitment to a goal can raise productivity

• Cross-functional teams provide great value

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Scrum is best for…

• Teams which are truly cross-functional

• Teams are stable

• Collocated – or great communication (4-5 hours overlap)

• Priorities don’t change on a daily basis

• Stakeholders are easily accessible

• Environments which encourage collaboration

• Teams are willing to inspect and adapt continuously

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Heidi ArayaAgile Leader @

Phone: 407-403-3361Email: Heidi@brightlogicgroup.comLinkedIn: www.linkedin.com/in/heidiaraya/Twitter: @HeidiAraya

Questions?