What is Scrum and Why Scrum

7/28/2019 What is Scrum and Why Scrum

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What is Scrum?Why do it? (2.0)

Michael BaldwinNetwork Services Engineering

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Sun Confidential: Internal Only 2

What is Agile? & Agile Principles

Why do Agile?

Scrum Framework

Contents


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Software projects work best when we...> Customer satisfaction by rapid, continuous delivery of useful software

> Working software is delivered frequently (weeks rather than months)

>Working software deliverables are the principal measure of progress> Even late changes in requirements are welcomed

> Close, daily cooperation between business people and team

> Face-to-face conversation is the best form of communication

> Projects are built around motivated individuals who should be trusted

> Continuous attention to technical excellence and good design

> Simplicity

> Self-organizing teams

> Regular adaptation to changing circumstances

Agile Principles


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Potential Revenue/Cost Savings and improved Speed-to-Market Quality is integrated into the lifecycle (not backloaded!)

Incremental deliveries encourage active user involvement andmake progress easy-to-see

Failure of Upfront Thinking (a.k.a. Why doesn't BigRequirements Up Front work)

Simplifies and facilitates risk management

Flexibility / Agility change is OK!

Cost control scope and features are variable

Customer Satisfaction

Right product is built

More enjoyable!

Why do Agile?


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Reality = change happens:> People arent good at identifying what they need> People change their minds> The business environment changes

People ask for everything they could possibly want

Developers dont read and/or understand the requirements Change management quickly focuses on change prevention

Research evidence:> Big requirements up front (BRUF) + traditional change management was found by82% of failed projects to be the leading cause of failure> Study size was 1,027 projects, 87.3% considered failures

> Source: British Computer Society, 2001 Review

Failure of Upfront Thinking


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Impact of Big Requirements Up Front



Emergent Requirements

How does it work best?> Users discover requirements along the way as a

consequence of seeing incremental deliveries.

Upfront thinking cannot identify emergentrequirementsand every project has some.

Traditional project mgmt resists change; Agileembraces it



What is Scrum?


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Untruths about Agile

Agile means you don't write requirements (or agilemeans you do a crappy job of requirements)

Agile means you don't manage scope

Agile means you don't plan further out than nextiteration

Agile means you cannot predict when we will be

done Agile means you don't have strong process &

controls


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Our Experience

1 year, 40 Systems, 250 Engineers, 14 ProjectManagers

Our learning?

Our progress? Couple of thoughts

> Forcing milestones and demonstrations every 3 weeks

makes problems very transparent> Our progress charts are cool, useful & getting better One: https://csa-wiki.east.sun.com/x/2gCaAQ


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Michael Baldwin, KaseyBradshaw, Kim Dang,Ramachandran Raghavan,Roshan VC

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What is Scrum?

Why do it?


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Michael Baldwin, KaseyBradshaw, Kim Dang,Ramachandran Raghavan,Roshan VC

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What is Scrum?

Why do it?


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Appendix

Agile and PLC

Credits some materials for this presentation werederived from presentations given by the following

individuals:> Mike Cohn Agile 2008 Conference, Toronto

> Scott Ambler Project World 2008, Toronto

> Pete Deemer (Good Agile)


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Simple Recipe for Scrums

Focus tightly on three questions for 15-20 minutes:> Defer any longer questions/dialogue to after Scrum> Release as many people as possible after three questions

> Holding entire team for one hour regularly is not right!

> If the team only has two hours/day to solve problemscollaboratively, you might need to spend that hour

Hold it daily;do not schedule meetings on top of it

Update XPlanner daily

Team should take a moment to look at charts

Leverage ScrumMaster to remove blocks.

Product Owner should be there.


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Simple Recipe for Demos

Demo. Not slide deck. Try to keep it to an hour.

Leave some time for feedback (~15 min)

Bad smell: Nothing to show?> Team probably didn't spend enough time on things that have

real business value

> Work is divided into horizontal instead of vertical slices

Create an environment where people can try theproduct after the demo

Make it clear how to provide feedback after thedemo


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Simple Recipe for Retrospectives

Hold a retrospective afterevery sprint The goal: to acknowledge things working well & to

identify improvement opportunities

Three differentquestions: What went well? Whatdidn't go well? What should change?> Consider using onestop survey to help surface feedback

> Consider doing something like this to help team digest feedbackhttps://csa-wiki.east/x/qiyQAQ

There is more value in fixing a single item thanreading a list of feedback and doing nothing with it

Do not try to fix everything at once


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Agile and PLC


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Scrum and PLC can co-exist happily because they operate atdifferent levels.

> PLC is business framework for managing the total productlife cycle from concept development to product retirement.

> Scrum is a project management framework for buildingsoftware that is mostly concerned with Phase 3 of PLC.

PLC tells us very little about how to do the things that Scrumprescribes.

Requirements analysis only seems to be an area of conflict

Agile with PLC


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PLC Overview


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Scrum and PLC

P1 Concept

P2 Plan

No difference. A PRD and PCD can be done as per PLC norm. Thedifference, if any, is that we do feature descriptions to scope the system butwe do not take them to 100% build-ready state in the PRD.

When PLC is done right, the PRD is not expected to be the *final* word inrequirements anyway so this is just an apparent difference.

The feature list in the PRD would become the basis for building the scrum

backlog.No difference. IPP and FSD + Marketing, Operations and Support Plan theother plans are all fine . A description of the agile project framework would gointo the IPP in the Development Engineering section.

The difference if any is one of perspective we would view the FSD as adocument as one that is a valid initial statement of how we intend to build thesystem and which we would refine if needed as we went along. Practically,this is how it works anyway even if you don't do agile...

P3 Develop,Integrate, Test

This is where Agile tells us a great deal about how to do the work. PLC saysvery little. PLC prescribes little beyond a Test Plan template. PLC tells usnothing about how to do the work of building a product. P3 PLC tells usmostly about milestones and decision points.

Agile gives us the project management framework that we leverage to give usthe how part that PLC does not speak to.


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Scrum and PLC (2)

PLC Phase What is it like if we do agile?

P4 System Test

P6 Deploy

P7 Sustain

The difference here is one place where Scrum makes PLC better. PLCdocumentation suggests that this phase is where a large portion of thedevelopment effort and funding is expended. Scrum would say NO!. Testingis addressed for each iteration. Requirements are verified for each iteration.Scrum empowers the business to call for a release at whatever point enoughfeatures exist to justify GA. When that call comes, the software is ready to gobecause testing is integated to the iteration lifecycle.

P5 CustomerAcceptance

No conflict. PLC prescribes activities and deliverables tied to ensuringreadiness. Scrum does not address this. Scrum is concerned with quality ofdeliverables and customer engagement throughout the duration of the projectand incremental deliverables + feedback. Arguably, Scrum supports this PLCphase by driving project deliverables to acceptablility on a continuous basis.

No conflict. PLC advises us to announce, ramp to volume, sell and support.

Scrum tells us how to do the development work on projects needed toenhance the product.

Agile project is over; no conflict. Agile practices are employed to handle newproejcts that are a consequence of refresh and revise decisions.

What is Scrum and Why Scrum

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