Scrum & Waterfall: Friend or Foe?
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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
+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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