Agile scales, waterfall doesn't - Scrum Gathering Lisbon

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AGILE SCALES, WATERFALL DOESN’T Vasco Duarte, Scrum Gathering Lisbon 2011

description

How and why Agile scales, and it is Waterfall that does not scale

Transcript of Agile scales, waterfall doesn't - Scrum Gathering Lisbon

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AGILE SCALES, WATERFALL DOESN’TVasco Duarte, Scrum Gathering Lisbon 2011

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Vasco Duarte

@duarte_vascohttp://bit.ly/sglx11_bloghttp://bit.ly/vasco_slideshare

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Vasco

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Disclaimer• I’m experienced, but that means:– I understand your questions

• Not:– I know all the answers!

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This is where the talk starts…(wake up… please…)

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Ready? Here we go…

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<talk start>

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System.out.println( “Hello world” );

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How?

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What does “scaling” mean?

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“Large Scale Scrum”?

Craig Larman, Bas Vodde 2009

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“Scale Scrum”?

Schwaber, 2004

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“Multi-teams project”?

Cohn, 2006

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“Distributed”?

Sandra Durasiewicz, 2008

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A definition for “scaling”

Yours truly, now

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Scaling = Process Property

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A Software Development Processs scales if (and only if) the effort it takes to manage a project increases at a

slower pace than the amount of work being managed!

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Relative Effort needed to manage a project when the project size increases

Does not Scale

Neutral

Scales

Work being managed

Effor

t to

Man

age

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Proposition 1:Scaling Property needs to apply to all “things”

we manage in a project

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1. Count “things” to manage2. Assess effort needed to manage

those “things”3. If work to manage them increases

faster than the number of things => process does not exhibit the property of Scalability

Experiment

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Growth in number of “things”

Growth in effort to manage those “things”

>

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x = effort to manage 1 requirement

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Nx = effort to manage N requirements

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Nx = effort to manage N requirements without dependencies

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When was the last time you saw a simple list of requirements without dependencies?

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Effort to manage N requirements with pair-dependencies

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Work being managed

Effor

t to

Man

age

Relative effort to manage a flat list of N requirements

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In Plain English: Waterfall Requirements Management does not

scale!

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This is the cost of a non-scalable Requirements Management Process

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Question 2: Does Agile Requirements management scale?

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N Requirements organization in Agile

User Stories 100

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N Requirements organization in Agile

User Stories

Features

100

10

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N Requirements organization in Agile

User Stories

Features

Epics

100

10

1

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N Requirements organization in Agile

User Stories

Features

Epics

100

10

1Portfolio Items – Customer marketable

Longer term planning (more than 1 iteration)

Where the rubber meets the road – what we do in one iteration

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Different content abstractions for different stakeholders

User Stories

Features

EpicsPortfolio Items – Customer marketable

Longer term planning (more than 1 iteration)

Where the rubber meets the road – what we do in one iteration

Product Marketing and

Portfolio

Product Owner + Architect + UX

Team + Product

Owner

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As a Project Manager I want …

User Stories

Features

Epics

100

10

1

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As a Project Manager I want …

Epics1

Less stuff to manage, so that I can keep my sanity!

Features10

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Effort to manage N requirements with an Agile Requirements model

Nx/102Where N = number of requirements/user stories

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The mental sanity graph…(BTW: lower = better)

Work being managed

Effor

t to

Man

age

Where you want to be:

Waterfall

This is the difference between Agile and WaterfallThe bigger the project gets…

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Epics

Features

User Stories

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Venues

TransportationAccomodation

Marketing

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Size does matter! Don’t solve problems you don’t have!

Different size = Different solutions

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Blue Team(good guys)

Red Team(bad guys)

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“The first thing I told my staff is that we would be in command and out of control.”(US General Paul Van Riper, from Blink by Malcolm Gladwell)

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Recap:Agile Scales,

Waterfall doesn’t

And hopefully you understand why now

:)

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Currently an Agile Project Coach in Nokia, Vasco Duarte is an experienced product and project manager, having worked in the software industry since 1997. Vasco has also been an Agile practitioner since 2004, he is one of the leaders and a catalyst in the adoption of Agile methods and an Agile culture at Nokia and previously at F-Secure.

Vasco's contributions to the improvement of the software development profession can be read in his blog: http://softwaredevelopmenttoday.blogspot.com.

You can follow Vasco on twitter: @duarte_vasco

Photo credits: Flickr usershttp://www.flickr.com/photos/8867029@N07/http://www.flickr.com/photos/_at/http://www.flickr.com/photos/quenerapu/http://www.flickr.com/photos/privatenobby/http://www.flickr.com/photos/fotopakismo/http://www.flickr.com/photos/hinkelstone/http://www.flickr.com/photos/swamibu/

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