Skript Agilespm Kickoff2011

Agile Project Management
Projekt-Kick-Off-Tage Hochschule Augsburg

Martin Wagner, 15. Mrz 2011
TNG Technology Consulting GmbH, http://www.tngtech.com
Agile project management with Scrum
Agenda
Software development observations Agile & Scrum principles Scrum overview Scrum consequences Starting with Scrum Discussion & questions
TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt
Agile project management
Agenda
Traditional Methodologies: Waterfall
Source: W. Royce, Managing the Development of Large Software Systems, 1972

Waterfall Variations: V-Model
Source: http://en.wikipedia.org/wiki/File:Systems_Engineering_Process_II.svg
Waterfall Variations: Spiral Model
Source: http://en.wikipedia.org/wiki/File:Spiral_model_(Boehm,_1988).svg
The world is getting more complex and faster
Software Development Observations Most software is highly complex

Only experts understand problem domain Tremendous communication effort necessary
Software development is comparable to new product development, not manufacturing Requirements are often unknown a priori Moving target requirements change during development Minimizing time to market becomes more important Technology innovation rate is speeding up
Shouldn't we rethink the way we are doing things?
Traditional Methodologies Fact: most large IT projects fail

Standish Group CHAOS report: only 1/3 of IT projects successful Prominent examples: TollCollect, A2LL
Main reason
Writing software is handled the same way as manufacturing a car Traditional methodologies require that everything is known up-front Reality differs
Shouldn't we rethink the way we are doing things?
Traditional Methodologies - Conclusions Traditional approaches work only for well specified and understood problems which seldom occur in reality Putting more pressure or process on development teams does not help
Role Play Command and Control vs. Self Organization
Agenda
11
Pracititioners gather their experience
Agile Manifesto Important

Processes and tools
More important
Individuals and interaction Working software
Comprehensive documentation Contract negotiation Following a plan
Customer collaboration Responding to change
Source: http://www.agilemanifesto.org
TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt 12
Principles of Agile Software Development Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project.
Principles of Agile Software Development Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-toface conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Principles of Agile Software Development Continuous attention to technical excellence and good design enhances agility. Simplicity the art of maximizing the amount of work not done is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Lean development Term coined by Mary and Tom Poppendieck Based on Toyotas Production System The Poppendiecks transformed principles of lean production to software development
The seven principles of lean development 1. Eliminate waste 2. Amplify learning 3. Decide as late as possible 4. Deliver as fast as possible 5. Empower the team 6. Build integrity in 7. See the whole
Agenda
18
Scrum It's about common sense
Scrum Principles: Inspect and Adapt Focus on business value Self organization of teams Iterations Time boxing
19
What are people doing?
Scrum Roles Team

Responsible for success and delivery of the product increment Empowered to do anything needed to achieve the Sprint goal Self-organizing, cross-functional and autonomous
Product Owner
Responsible for the profitability/return on investment of the product Defines and prioritizes requirements of the product
Scrum Master
Responsible for the success of Scrum Ensures everyone on team can fully concentrate on productive work
Iterations at work
Scrum Flow: Artifacts & Meetings
21
Source: http://www.infoq.com/minibooks/scrum-checklists (free registration required), modified
Estimation Meetings
Practice: Sprint Planning 1 Build 5 Teams Select 1 Product Owner for each team POs get instructions from me Go Play!
Make sure user stories are not too big Try to strip down stories to reprioritize parts of user stories
Timebox: 20 minutes
Product Backlog Online Bookstore Vision: Store favorite books for customers As customer, I want to remember lists of my favorite books online and send them to friends, so that I do not have to write them down on paper. As online bookstore, I want to get an overview of all favorite books of my customers, so that I can target advertizing and preorder sufficient supply.
Product Backlog Online Bookstore v2

Vision: Store favorite books for customers As customer, I want to remember my favorite books online, so that I do not have to write them down on paper. As online bookstore, I want to get an overview of all favorite books of my customers, so that I can target advertizing. As customer, I want to organize my favorite books into several lists, so that I can separate private from business. As customer, I can send a link to my list to friends, so that I dont have to buy the books myself. As online bookstore, I want to get an overview of all favorite books of my customers, so that I can preorder sufficient supply.
Practice: Sprint Planning 2 Break down first two stories of Planning 1 into tasks Task should be doable by a single person in one day max Prioritize tasks Timebox: 20 minutes
Retrospectives: Inspect and Adapt At end of each iteration What worked well? What can be improved? Which action should be taken for the next iteration?
Inspect & Adapt Cycle As a team, deliver as many ball points as possible Timebox: 2 minutes Retrospective: 5 minutes 3 iterations
Estimation Meetings Left out on purpose Estimation is hard, not handled today
Agenda
29
Be careful what you wish for...
Scrum Consequences Productivity increases

Focus on actually needed features Reduced fruitless planning effort
Highly transparent development process

Failure to deliver features becomes visible after each iteration Team members realize what each of them is actually doing (or not doing)
Organizational deficiencies become visible

Scrum Master responsible to attack them Not everyone might like that
... you might get it!
More Scrum Consequences Much higher business involvement required

Being product owner is a full-time job Active participation of business side is a prerequisite for clear feature prioritization
Business retrieves control of development goals

No more throwing documents over the fence You actually have to talk to those developers in the basement
Good engineering practices become a necessity

Deliverable product after each iteration require fast automated build process Scrum's definition of done necessitates automated test execution
Agenda
32
Scrum is great, but it will never work at our company...
Starting with Scrum Remember: Scrum is no silver bullet

Project management framework based on a collection of principles and best practices; no development process Introduction will be bumpy Adjust to your environment If a process requires pointless artifacts, treat them as necessary prioritized features
Scrum requires a lot from people

Role of middle management changes team does task distribution Non-effectiveness becomes highly visible Extreme accountability
We never did it like that before. This can't work.
Starting with Scrum Common Problems People are not used to clear prioritization
Business has to define strict priorities Development team has to obey them
Time boxing must be adhered to

The software is done, we're just trying to get it to work One more day, and then it should work. However: time boxing is no sacred cow Sprints can be abandoned
Don't start to adjust Scrum principles if it gets hard

Permanent estimation meetings prevent chaos Only communication leads to feedback loops
Everything seems so complex...
Strategies for Scrum Introduction Learn more about Scrum

Get coaching Send employees on Scrum trainings
Start with retrospectives

Are not Scrum-specific at all Are usually highly effective Make current problems visible
Gradually introduce more concepts as needed

Daily meetings to enhance communication within team Estimation meetings to increase collaboration with business
Agenda
36
Werbung Vorlesung Agile Softwareentwicklung HS Augsburg, Sommersemester 2011, 2 SWS, 2.5 CP Raum M2.03, Donnerstag, 15:40 - 17:10 und 17:20 - 18:50 Uhr Themen:
Agile Testing Agile Requirements Engineering Continuous Integration & Deployment Agile Vorgehensmodelle
Anmeldung bis Sonntag, 20.3.2011

Scrum knowledge
Helpful Books
Succeeding with Agile Software Development Using Scrum (Mike Cohn), ISBN978-0-321-57936-2 Scrum. Produkte zuverlssig und schnell entwickeln (Boris Gloger), ISBN 978-3446419131 Scrum and XP from the Trenches (Henrik Kniberg), ISBN 978-1430322641, Free PDF: http://www.infoq.com/minibooks/scrum-xp-from-the-trenches The Art of Agile Development (James Shore, Shane Warden), ISBN 0-596-52767-5 Continuous Integration: Improving Software Quality and Reducing Risk (Paul Duvall, Steve Matyas, Andrew Glover), ISBN 978-0321336385 Clean Code: A Handbook of Agile Software Craftsmanship (Robert C. Martin), ISBN 978-0132350884 Implementing Lean Software Development (Mary and Tom Poppendieck), ISBN 978-0321437389, http://www.poppendieck.com/ilsd.htm xUnit Test Patterns: Refactoring Test Code (Gerard Meszaros), ISBN 978-0131495050
38
Speaker Contact Data
TNG Technology Consulting GmbH Betastr. 13a 85774 Unterfhring Tel. Fax Dr. Martin Wagner Dipl.-Inf. Principal Consultant martin.wagner@tngtech.com Mobil +49 (0)89 2158 9960 +49 (0)89 2158 9969 +49 (0)176 2394 7429
39
Discussion and Questions
Ready for Scrum?
40

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Agile Project Management

Projekt-Kick-Off-Tage Hochschule Augsburg

Agile project management with Scrum

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Agile project management

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Traditional Methodologies: Waterfall

Source: W. Royce, Managing the Development of Large Software Systems, 1972

Waterfall Variations: V-Model

Waterfall Variations: Spiral Model

The world is getting more complex and faster

Software Development Observations Most software is highly complex

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Shouldn't we rethink the way we are doing things?

Traditional Methodologies Fact: most large IT projects fail

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Shouldn't we rethink the way we are doing things?

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Role Play Command and Control vs. Self Organization

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Agile project management with Scrum

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Pracititioners gather their experience

Agile Manifesto Important

Comprehensive documentation Contract negotiation Following a plan

Customer collaboration Responding to change

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Agile project management with Scrum

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Scrum It's about common sense

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

What are people doing?

Scrum Roles Team

Scrum Flow: Artifacts & Meetings

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Source: http://www.infoq.com/minibooks/scrum-checklists (free registration required), modified

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Product Backlog Online Bookstore v2

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Agile project management with Scrum

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Be careful what you wish for...

Scrum Consequences Productivity increases

Highly transparent development process

Organizational deficiencies become visible

... you might get it!

More Scrum Consequences Much higher business involvement required

Business retrieves control of development goals

Good engineering practices become a necessity

Agile project management with Scrum

TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Scrum is great, but it will never work at our company...

Starting with Scrum Remember: Scrum is no silver bullet

Scrum requires a lot from people

We never did it like that before. This can't work.

Time boxing must be adhered to