Getting Agile With Scrum Cohn NDC2010
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Getting Agile with Scrum
18 June 2010Mike Cohn
20032009 Mountain Goat Software
Were losing the relay race
Hirotaka Takeuchi and Ikujiro Nonaka, The
New New Product Development Game,
Harvard Business Review, January 1986.
The relay race approach to product
developmentmay conflict with the goals of
maximum speed and flexibility. Instead aholistic or rugby approachwhere a team
tries to go the distance as a unit, passing the
ball back and forthmay better serve todays
competitive requirements.
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Scrum origins Jeff Sutherland
Initial scrums at Easel Corp in 1993
IDX and 500+ people doing Scrum Ken Schwaber
ADM Scrum presented at OOPSLA 96 with Sutherland Author of three books on Scrum
Mike Beedle Scrum patterns in PLOPD4
Ken Schwaber and Mike Cohn Co-founded Scrum Alliance in 2002, initially
within the Agile Alliance
20032009 Mountain Goat Software
Scrum has been used by: Microsoft Yahoo Google
Electronic ArtsIBM Lockheed Martin Philips Siemens Nokia Capital One
BBC Intuit
Apple Nielsen Media First American Corelogic
Qualcomm Texas Instruments Salesforce.com John Deere Lexis Nexis Sabre Salesforce.com
Time Warner Turner BroadcastingOce
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Scrum has been used for:
Commercial software
In-house development Contract development Fixed-price projects Financial applications ISO 9001-certified
applications
Embedded systems
24x7 systems with 99.999%uptime requirements
the Joint Strike Fighter
Video game development
FDA-approved, life-criticalsystems Satellite-control software Websites Handheld software Mobile phones Network switching
applications
ISV applications Some of the largest
applications in use
20032009 Mountain Goat Software
Characteristics
Self-organizing teams Product progresses in a series of month-long
sprints Requirements are captured as items in a list of
product backlog
No specific engineering practices prescribed Uses generative rules to create an agile
environment for delivering projects
One of the agile processes
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Project noise level
Simple
Complex
Anarchy
Com
plicated
Technology
Requirements
Far fromAgreement
Close toAgreement
Closeto
Certainty
Farfrom
Certainty
Source: Strategic Management andOrganizational Dynamics by Ralph Stacey in
Agile Software Development with Scrum by
Ken Schwaber and Mike Beedle.
20032009 Mountain Goat Software
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Scrum
Cancel
Gift wrap
Return
Sprint
2-4 weeks
Return
Sprint goal
Sprint
backlogPotentially shippable
product increment
Productbacklog
CouponsGift wrap
Coupons
Cancel
24 hours
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Sprints
Scrum projects make progress in a series ofsprints
Typical duration is 24 weeks or a calendarmonth at most
A constant duration leads to a better rhythm
Product is designed, coded, and tested duringthe sprint
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Sequential vs. overlappingdevelopment
Source: The New New Product Development Game by Takeuchiand Nonaka. Harvard Business Review, January 1986.
Rather than doing all of
one thing at a time...
...Scrum teams do a little
of everything all the time
Requirements Design Code Test
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No changes during a sprint
Plan sprint durations around how long you cancommit to keeping change out of the sprint
Change
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Scrum framework
Product owner ScrumMaster
Team
Roles
Sprint planning Sprint review Sprint retrospective Daily scrum meeting
Ceremonies
Product backlog Sprint backlog Burndown charts
Artifacts
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Scrum framework
Sprint planning Sprint review Sprint retrospective Daily scrum meeting
Ceremonies
Product backlog Sprint backlog Burndown charts
Artifacts
Product owner
ScrumMaster Team
Roles
20032009 Mountain Goat Software
Product owner
Define the features of the product Decide on release date and content Beresponsible for the profitability of the
product (ROI)
Prioritize features according to market value Adjustfeatures and priority every iteration, as
needed Accept or reject work results
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The ScrumMaster
Represents management to the project
Responsible for enacting Scrum values andpractices
Removes impediments Ensure that the team is fully functional and
productive
Enable close cooperation across all roles andfunctions
Shield the team from external interferences
20032009 Mountain Goat Software
The team
Typically 5-9 people Cross-functional:
Programmers, testers, user experience designers, etc. Members should be full-time
May be exceptions (e.g., database administrator)
Teams are self-organizing Ideally, no titles but rarely a possibility
Membership should change only between sprints
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Product owner
ScrumMaster Team
Roles
Scrum framework
Product backlog Sprint backlog Burndown charts
Artifacts
Sprint planning Sprint review Sprint retrospective Daily scrum meeting
Ceremonies
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Sprint planning meeting
Sprint prioritization
Analyze and evaluate productbacklog
Select sprint goal
Sprint planning
Decide how to achieve sprintgoal (design)
Create sprint backlog (tasks)from product backlog items
(user stories / features)
Estimate sprint backlog in hours
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Sprint planning
Team selects items from the product backlog they cancommit to completing
Sprint backlog is created Tasks are identified and each is estimated (1-16 hours) Collaboratively, not done alone by the ScrumMaster
High-level design is considered
Code the middle tier (8 hours)
Code the user interface (4)
Write test fixtures (4)Code the foo class (6)
Update performance tests (4)
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The daily scrum
Parameters Daily
15-minutes Stand-up
Not for problem solving Whole world is invited Only team members, ScrumMaster, product
owner, can talk
Helps avoid other unnecessary meetings
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Everyone answers 3 questions
These are not status for the ScrumMaster They are commitments in front of peers
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The sprint review
Team presents what it accomplished duringthe sprint
Typically takes the form of a demo of newfeatures or underlying architecture Informal
2-hour prep time rule No slides
Whole team participates
Invite the world
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Sprint retrospective
Periodically take a look at what is and is notworking
Typically 1530 minutes Done after every sprint Whole team participates
ScrumMaster
Product owner
Team Possibly customers and others
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Start / Stop / Continue
Whole team gathers and discusses what theydlike to:
This is just oneof many ways
to do a sprintretrospective.
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Product owner
ScrumMaster Team
Roles
Scrum framework
Sprint planning Sprint review Sprint retrospective Daily scrum meeting
Ceremonies
Product backlog Sprint backlog Burndown charts
Artifacts
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Product backlog
The requirements A list of all desired work on
the project Ideally expressed such that
each item has value to theusers or customers of theproduct
Prioritized by the productowner
Reprioritized at the start ofeach sprint
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A sample product backlog
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The sprint goal
A short statement of what the work will befocused on during the sprint
Database Application
Financial services
Life SciencesSupport features necessary forpopulation genetics studies.
Support more technical
indicators than company ABCwith real-time, streaming data.
Make the application run onSQL Server in addition toOracle.
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Managing the sprint backlog
Individuals sign up for work of their own choosing
Work is never assigned Estimated work remaining is updated daily
Any team member can add, delete or change thesprint backlog
Work for the sprint emerges
If work is unclear, define a sprint backlog item with alarger amount of time and break it down later
Update work remaining as more becomes known
20032009 Mountain Goat Software
A sprint backlog
Code the user interface
Code the middle tier
Test the middle tier
Write online help
Write the foo class
8
16
8
12
8
4
12
16
8
4
11
8
4
8
8
Add error logging
8
10
16
8
8
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A sprint burndown chart
0
200
400
600
800
1,000
4/29/02
5/6/02
5/13/02
5/20/02
5/24/02
Hours
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Hours
40
30
20
10
0Mon Tue Wed Thu Fri
Code the user interface
Code the middle tier
Test the middle tier
Write online help
8
16
8
12
4
12
16
7
11
8
10
16 8
50
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Scalability
Typical individual team is 7 2 people
Scalability comes from teams of teams Factors in scaling
Type of application Team size Team dispersion Project duration
Scrum has been used on projects of over 1,000people
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Scaling through the Scrumof scrums
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Programmers
ScrumMasters
UI Designers
Testers
DBAs
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A Scrum reading list Agile Estimating and Planningby Mike Cohn Agile Game Development with Scrum by Clinton Keith Agile Product Ownership by Roman Pichler
Agile Project Managementwith Scrum by Ken Schwaber Agile Retrospectives by Esther Derby and Diana Larsen Agile Testing: A Practical Guide for Testers and Agile Teams by Lisa
Crispin and Janet Gregory
Coaching Agile Teams by Lyssa Adkins Succeeding with Agile: Software Development using Scrum by Mike
Cohn
The Software Project Managers Bridge to Agilityby Michele Sligerand Stacia Broderick
User Stories Applied for Agile Software Developmentby Mike Cohn
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About this presentation...
A Creative Commons version of thispresentation is available at:www.mountaingoatsoftware.com/scrum-a-presentation
Available in Keynote and PowerPoint format
Translated into nineteen languages (so far!)
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Upcoming classes in Oslo
Informationand
registrationatwww.programutvik
ling.no
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Mike Cohn
(720) 8906110
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