Service Knowledge Result

Waterfall and Scrum:Friend or Foe?

Agile Tour Lausanne18 November 2011

Silvana Wasitova, PMP, CSP

PMI Member since 1998PMP 2002President of PMI Silicon Valley, 2004

Scrum Practitioner 2005Certified Scrum Master 2007Scrum Coach & Trainer since 2009

About me

At

Scrum Examples

© Silvana Wasitova

Scrum vs. Waterfall: Time To Market

Develop & QASpec

Develop & QASpec

Scrum

Waterfall

12 weeks 3-6 wksy wks

9 weeks3 months

6-10 months

CollaborativeResults-Oriented

3 MONTHS

x wks

Updates

Sequential Process-Oriented

6-10 MONTHS

Faster Time to Market Higher Quality Satisfied Customer

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Delivering Business Value

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Bu

sin

ess

Valu

e

Scrum

Time

Sprint 1

Sprint 2

Sprint 3

Sprint 4

Sprint 5

Scope Definition Develop DeploySpecsQA

Regression

Waterfall

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Definition of Success Has Changed

Functionality85% respondents consider it more important to meet stakeholder needs, even if they changedQuality:82% consider it more important to deliver high quality than delivering on time and withinMoney70% consider best ROI more important than under budget

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Source: Software Development Projects Success, IBM, Scott Ambler, 2008

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Why Scrum works

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1. Close collaboration with client (or proxy) better productincreased satisfaction

2. Transparency through daily check-ins early visibility of issues early resolution reduced risk

3. Increased ROI: delivering business value in small increments, more often

4. Eliminate waste, focus on highest priorities

5. Inspect, adapt, improve: in each iteration

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Agile deals with

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•Specifications will never be fully understoodZiv’s Law

•The user will never be sure of what they want until they see the system in production (if then)

Humphrey’s Law

•An interactive system can never be fully specified, nor can it ever be fully tested

Wegner’s Lemma

•Software evolves more rapidly as it approaches chaotic regions (without spilling into chaos)

Langdon’s Lemma

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QSM: Quality Software Management 2008

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Waterfall Comparison

SURPRISE!

Agile practices are aligned with PMBOK process groups: initiating, planning, executing, monitoring, controlling, closing

In each iteration:Planning, executing, monitoring, controlling

Manage scope, time, cost and quality

Agile & Waterfall - Comparison

Source: Michelle Sliger, PMI Global Congress 2008

Agile & Waterfall - Comparison

Source: Michelle Sliger, PMI Global Congress 2008

Agile & Waterfall - Comparison

Source: Michelle Sliger, PMI Global Congress 2008

Agile & Waterfall - Comparison

Source: Michelle Sliger, PMI Global Congress 2008

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Fundamental Difference

Changing requirements ≠

Scope creep

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Cone of Uncertainty

Boehm, 1981

PMBoK Estimation variances:

Order of magnitude: +75% to -25%

Budgetary estimate:+25% to -10%

Definitive estimate: +10% to -5%

Decision Criteria: Scrum vs. Waterfall

Criteria Scrum Candidate Waterfall Candidate

What To Build or How to Build it

Iterate to clarify direction / details

Both are known

Market or User Feedback and Involvement

Want Market/User input

to improve usability

User/Market input not needed

Time to Market vs. Feature

ContentFlexible about Scope Flexible about Time

Friend or Foe?

Good Neighbour

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Scrum Adoption at Yahoo

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2004: VP of Product Development authorized experiment with scrum2005: Hired Senior Director of Agile Development2008 status:

3 coaches, each coaching approx. 10 scrum teams/year200 scrum teams world wide, total approx. 1500+ employees

Results in 2008:Average Team Velocity increase estimated at +35% / year,in some cases 300% - 400%

Development cost reduction of over USD 1 million / yearROI on transition and trainings about 100% in first year

Note: In those first three years, 15-20% of people consistently DID NOT like Scrumhttp://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption

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Salesforce.com - 2007

http://www.slideshare.net/sgreene/salesforcecom-agile-transformation-agile-2007-conference

Down to 1 release/yrScrum adoption: 3 months

Results:

60+ Critical features delivered in < 9 months

“Idea to Release” avg. rate: 2.2 quarters

70% of “Top 10 Ideas” on track for delivery in 2007

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Barriers to Adoption

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http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf

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MINDSET CHANGE

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Christopher Colombus

Visionary &Champion

Queen Isabelle

Sponsor

Rosetta Stone

Translation Key

Coach Extraordinaire

Trainer & Coach

Agile Champions

http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf

Strategy: A.D.A.P.T.

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Strategy:

•AWARENESS that the current approach is not workingA•DESIRE to changeD•ABILITY to work in agile mannerA•PROMOTE early success, build momentumP•TRANSFER impact toother parts of organization, to stickT

Mike Cohn, MountainGoat Software

Increase urgencyBuild the Guiding TeamGet the Vision RightCommunicate for Buy-InEmpower ActionCreate Short-term WinsDon’t Let UpMake Change Stick

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Eight Steps to a Large Scale Change

What Works

Start small, then grow

Train, Raise Awareness

Build Organizational Support

In all directionsat the same time

Top Down

Bottom Up

Horizontal

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Teamwork

Align Incentives

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Inspect, Adapt

Th

omas

A. E

dis

on

COURAGE

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Silvana Wasitova, PMP, CSM, CSP

Itecor.com Vevey, Switzerland

s.wasitova@itecor.com

+41 79 558 05 09slideshare.com/wasitova

Scrum & Agile Coach

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ReferencesMichelle Sliger, PMI Global Congress 2008 – http://www.slideshare.net/VersionOne/agile-project-management-for-pmps http://www.infoq.com/presentations/Agile-in-the-Waterfall-Enterprise-Michele-Sliger VersionOne Survery 2009 - http://www.versionone.com/pdf/2009_State_of_Agile_Development_Survey_Results.pdf VersionOne Survery 2008 - http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdfGartner - http://analytical-mind.com/2010/02/25/gartners-the-current-state-of-agile-method-adoption/ Forrester - http://www.forrester.com/rb/Research/agile_development_mainstream_adoption_has_changed_agility/q/id/56100/t/2Scott Ambler, Software Development Projects Success, 2008Barry Boehm, “Cone of Uncertainty”, 1981Mike Cohn , MountainGoat Software, “ADAPT” conceptJohn Kotter, “Leading Change”

References for Distributed Teams: Elizabeth Woodward, IBM – “A Practical Guide to Distributed Scrum“Video Interview: http://itknowledgeexchange.techtarget.com/software-quality/elizabeth-woodward-face-to-face-communication-is-biggest-challenge-with-distributed-scrum/ Guido Schoonheim & Jeff Sutherland , Aug 2010 – “Mind the Gap! Principles of Hyperproductive fully Distributed Scrum” Jeff Sutherland - SirsiDynix – 2007, Agile with Outsourced Teams - http://jeffsutherland.com/SutherlandFullyDistributedScrumSirsiDynixHICSS2007Jeff Sutherland - Xebia - Agile 2008 - http://jeffsutherland.com/SutherlandFullyDistributedScrumXebiaAgile2008.pdf Craig Larman & Bas Vodde, Scaling Lean & Agile Development: Successful Large, Multisite & Offshore Products with Large-Scale Scrum”Salesforce - Kerievsky & Dourambeis, Large Scale & Distributed Agile http://agile2010.agilealliance.org/distributed

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