From Waterfall to Agile: A ScrumMaster’s View

AT15 ConcurrentSession11/12/153:00pm

“From Waterfall to Agile: A ScrumMaster’s View”

Presented by:

Andrew Montcrieff

Veritas

Broughttoyouby:

340CorporateWay,Suite300,OrangePark,FL32073888-268-8770·904-278-0524·[email protected]·www.techwell.com

Andrew Montcrieff Veritas

A senior principal software engineer with more than twenty-five years of developing data protection software solutions for Veritas, Andrew Montcrieff currently serves as the ScrumMaster for the team focused on support for VMware Virtual Machines in the Backup Exec product line. Andy’s development expertise spans the gamut from the early days of cassette tape drives on DOS-based desktops to protecting your critical data in the cloud. He enjoys using his skills to help solve the difficult problems that challenge today’s software development teams. Contact Andy at [email protected] or follow him on Twitter @AgileBitFlipper.

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The Journey From Waterfall to Agile: A ScrumMaster’s Viewpoint Andrew Montcrieff Senior Principal Software Engineer Glorified Bit-Flipper turned ScrumMaster @AgileBitFlipper

Agenda

Copyright © 2015 Symantec Corporation

1 Where did we start?

2 How did we change?

3 What got in the way?

4 How did we get past it?

5 We are we today?

2

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Where did we start?

Copyright © 2015 Symantec Corporation 3

Mature Product

• 25+ years of history

• Gentrification of code

• Long Development and Quality cycles

• Can’t keep up with rapid market shifts

People

• Steeped in Tradition

• Gentrification of staff – no new blood

• Knowledge Silos • Low Morale /

High Attrition / Burnout

• Career Stagnation

Legacy Code Base

• 6+ million lines of code (big / heavy)

• Feature rich / bloated

• Small changes cause regressions

• Quality Testing process is long

• Highly manual hardening phase

• Little or no automation

Steeped In Process

• Modified Waterfall PDF

• Heavy in Requirements

• Big Up Front Design

• Code Phase Frenzy

• Hasty Integration • Test Nightmare • Maintenance

How did we change?


Hire A Consultant

• Start training • Help establish

direction & goals • Help set

expectations •  “Hit the ground

running” • Move from C&C-

leaning org to Agile-Lean org from the top down

Set Expectations

• Agile won’t fix everything

• Agile will help achieve many of your goals

• Tell you what to forget

• Tell you what to learn

• Help build a safe, trusting environment

Establish Roles

• Setup Agile Leadership Team (ALT)

• Setup Scrum Teams

• Breakup silos into functional Scrum Teams

•  Identify Subject Matter Experts (SME)

•  Identify and organize tribes

•  Integrate Dev, QA & InfoDev

Training

• Provide online / self-help training

• Train key people early

• Train new org in waves

• Reaffirm Expectations

• Everyone is a Developer

• Everyone is a Quality Engineer

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What got in the way?


Geography

• Scrum Team split across locations / Time Zones

•  Inception planning difficult and expensive

• Sharing of Hardware and Resources

• Collaboration • Sprint Demos

People

• Role acceptance • Empowerment

can be overpowering

• Decision Paralysis

• Silos were broken

• SMEs distributed to teams

• Teams overwhelmed & overloaded

Legacy Code Base

•  Increased pressure on build systems

• Release frequency pressure on branching

• Code change reliability / regression

• No unit testing • Little or no

automation

Tools / Process

• Unit Testing Frameworks

• Agile Tools • Testing

Frameworks • Collaboration

Tools • Code Review

Tools • WebEx / Web

Cameras (Cisco)


What worked for us?

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‘Vintage Agile’ describes the method of combining the benefits of Agile Methodologies, Scrum and Lean during the development with the needs of a shortened, end-of release, integration hardening cycle for legacy products.”

Someone we know… Some cool title, Backup and Recovery, Veritas


How did we get past it?


Geography

• Co-locate Scrum Team members • Tele-presence and recording tools

• Plan inceptions at largest location • Remote teams send key members • Pre-inception planning for traveling members if needed

• Time-shift remote teams (if possible) • Share hardware / common resources

• Follow daily schedule • Respect other’s needs

• Adjust work schedules • Late in India / early US

• Stagger sprint to adjacent days • Don’t overlap demos

Work Environment

• Offices • Private spaces • Desk / Phone / Computer

• Collaborative workspaces • 6 workstations per space • 4 spaces per section • Multiple sections per floor

• Collaboration rooms • Large conference rooms • Projector • White Boards

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Traditional Roles

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Project Manager

Product Marketing

Dev Team Dev


Product Manager

Quality Team Tester

Architect

Customer

Dev Manager

Role Acceptance (Agile)

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Agile Leadership

Team

Dev Manager


Scrum Team Scrum Team

Member

Scrum Master

Product Owner

Customer/Stake Holder

Product Manager

Product Leadership

Team

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How did we get past it? People


People

Managers •  Teams, investments, and environment. Scrum Teams •  Setup by ALT team (not self-formed)

•  Feature based •  8 Teams (10 initially)

•  2 US – 6 India •  8 to 13 members per team

•  SMEs spread over teams •  Work together in tribes

Scrum Team Members •  Take tasks outside wheelhouse •  ‘Team-learned’ tasks confidence Sprints •  Two weeks •  Demos staggered

Scrum Master

Role •  Volunteer from the Scrum Team •  ‘Shadow’ participates in all functions •  Focused on role / no coding initially •  Provides review of Agile / Lean •  Evangelizes empowerment but does not

take ownership •  Encourages team to be self-sufficient

and self-supportive Asks the tough questions •  How would you like me to help? •  How would you start? •  Can anyone on the team / in another

team help with this problem?

How did we get past it? Teams


Scrum Teams

Sprints •  Realize it’s OK to fail •  Don’t get hung up on Story Points •  Don’t over commit; start small and work

into it •  In the beginning, work as a group to

gain confidence Team •  Don’t be afraid to get out of your

wheelhouse •  Pair / Group programming is a ‘good’

thing! •  Collaborate, collaborate, collaborate •  Seek out knowledge, even on other

teams •  Build tribes and use them

Stand-up & Demos

Daily Stand-up •  Time Boxed 15 minutes. •  Collaborate at ‘After Party’ Scrum Master builds the Demo •  Organized by User Stories •  Evidence provided for Done3 Demo Day •  Everyone is invited; Support,

Stakeholders, ALT, Scrum Teams •  WebEx, recorded, posted •  Scrum Master does overview, Sprint

Info, & Team •  User Story by team •  Scrum Master concludes •  Short Q&A

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How did we get past it? Tools


Legacy Code Base

Configuration Management •  Less branching •  Less merging •  Less dual check-ins Done3 criteria enhanced •  Unit Testing •  Automation •  Internationalization / Localization

requirements Automation •  Legacy hardening tests automated •  Pre-flight testing on new builds •  Daily automation identify regressions

Tools & Process

Unit Testing •  CppUnit •  Google Mock Agile Tools •  Epics and User Stories

•  Jama / Jira •  Radiators

•  Virtual - Jira •  Physical - Whiteboards / Post-its

Automation •  MTM / TFS (Microsoft) Collaboration •  SharePoint (Microsoft) •  Code Collaborator (SmartBear) •  WebEx / Web Cameras (Cisco) •  Confluence (Atlassian)

How did we get past it? Leaders


Leadership

Agile Leadership Team •  Available for guidance with larger issues

facing greater teams •  Focused on the current release (Feature

Pack) •  Rotates with each release •  Volunteer based / internally fulfilled Agile Ambassador’s Group •  Formed from active members of internal

Agile community •  Available for assistance / guidance on

Agile and Lean practices •  Spans geographic locations and product

groups

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Where are we today?


Progress / People

20 Sprints / 42 weeks in One major release complete One feature release complete One feature release in-‐progress

Scrum Teams Predictable veloci8es in < 8 sprints (some achieved in < 3) Collabora8on high Sharing Epics and User Stories Tribes forming/func8oning well

Automation / Environment

Automa7on Learning process for both dev/qa Infrastructure stability issues Infrastructure scalability issues Pre-‐flight tests expanding Hardening test conversion slow

Environment Working WAN / Environment issues AQri8on low / Morale high

& Q A


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Thank you!

Copyright © 2015 Symantec Corporation. All rights reserved. Veritas and the Veritas Logo are trademarks or registered trademarks of Symantec Corporation or its affiliates in the U.S. and other countries. Other names may be trademarks of their respective owners. This document is provided for informational purposes only and is not intended as advertising. All warranties relating to the information in this document, either express or implied, are disclaimed to the maximum extent allowed by law. The information in this document is subject to change without notice.

Andrew Montcrieff @AgileBitFlipper [email protected]

From Waterfall to Agile: A ScrumMaster’s View

Software

Transcript of From Waterfall to Agile: A ScrumMaster’s View