Lean Agile Scrum Preview

What if…?
A sneak preview on Lean, Agile and Scrum in four acts

November 2009

© 2009 Proyectalis Gestión de Proyectos S.L.

Ángel Medinilla
 Telco Guy - cable, radio & ISP
/portals
 13 years in IT, 11 as a Project
Manager
 Entrepreneur, blogger
 Aikido, Motorbikes, WoW,
books, cooking, wines, music,
travel, comics,movies…
 Certified Scrum Master - Scrum
Alliance Member, Agile Spain
co-founder, PMI member

angel.medinilla@proyectalis.com

ICT Project Management Consulting

Our mission is to improve the results of our
client’s projects and initiatives


Our
business is
to create
differences


…and improve your
competitive advantage


Some references


Enough about us…


 Intro
 Act one: the world
 Act two: Lean & Agile
 Act three: Scrum
 Act four: implementation
 Epilogue: books & references


Act one


The world of projects

Yap, for sure…

The awful truth
 Estimates are never correct
 Nobody knows what impediments may
arise
 Objectives are not understood
 Constant changes
 Client doesen’t know what he wants
 Developer doesnt’t know how to write it

Ergo…
 Commitments are not met
 There’s no project visibility
 Over time, over budget
 Who are we going to blame?


The Standish report


El Standish Report
 Cancelled: 31%
 Problems: 53%
 Successful: 16%

 Never-used functionalities: 64%
 Seldom used: 16%
 Used: 20%


In four words…


The golden triangle

Time Scope

?
Resources

Good, beautiful, cheap… fix two!


Typical reasons
 Requirements
 Objectives
 Changes
 Planning
PM
 Methodology
 Visibility
 Organization


But don’t you
worry no
more…

Project
Manager is
here!


Or here?


A fateful heritage
Waterfall Politics
ISO9000 Procedures Unhappy
CMMI Control workers
TQM Inspection
ITIL Supervision
PMBOK
Bureaucracy
PRINCE2
…


Thin is In


Try another way!


“Here comes Edward Bear
now, down the stairs
behind Christopher Robin.
Bump! Bump! Bump! on
the back of his head. It is,
as far as he knows, the
only way of coming down
stairs. He is sure that
there must be a better
way, if only he could stop
bumping for a moment
to think of it”

A. A. Milne, Winnie-the Pooh, Chapter 1


Or we can do “same thing and
expect different results”


The Buzz:

 4 -12 x performance
& quality (“Toyota
effect)
 Lower management
overhead
 Superb motivation
level
 “New Deal” with our
clients


Act two


“Lean”
 All muscle, no
fat
 Focus on what
client needs and
appretiates:
follow client’s
priorities
 Everything else
is waste (Muda)


Lean = Value - waste

Mura

Muda
Gasto
necesario
( trabajo
incidental o
accesorio )

The Lean Enterprise


Meanwhile, in Detroit…


Hundreds of tools…
Poka-Yoke
TPM SMED Hoshin
Cell Prod Kanri
Manage QFD
by Visual
exception Mngmt 5S Heijunka

Kanban One piece
VSM
LEAN flow
SixSigma
A3 Think Kaizen

VA/VE Go and see
Kaizen PDCA
Andon Standarize
RCA JIT
Jidoka Takt Time
U-Cell Zone control


The principles


“Waterfall”


Waterfall and Software

Emergent requirements
Constant Change
Unpredictable processes
Heterogeneous projects
Continuous integration
High communication needed
Changing technology
High complexity

A new model needed

Empirical process (inspect and adapt)
Iterative and incremental development
Customer colaboration & communication
Embrace change
Fixed time + fixed money = variable functionality

Agile Manfesto
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

Over ≠ Instead of

Principles:
1. Satisfy your client
2. Changes welcome
3. Customer-Team collaboration
4. Release early, release often
5. Excelent quality
6. Keep It Simple, Stupid
7. Progress = Working software
8. Self-organizing teams
9. Motivation
10. Face to Face
11. Retrospectives
12. Sustainable pace

Sounds good?


But it’s not…


Nor…


Three key
concepts:
 Inspect and adapt
 Iterative and incremental
 People


Empirical Process

 Visibility, transparency
 Inspect and adapt (adaptative
approach vs predictive
approach)
 PDCA (Painters and Decorators
Contractors of America…No,
watit…Plan, Do, Check, Act -
Deming’s Circle)


Predictive approach


Adaptative approach


“Empirical” is not…


See “empirical” in action!


Iterative & incremental
NO:

1 2 3

© 2006-2008 Jeff Patton, www.agileproductdesgin.com

User hasn’t got a perfect idea of what he wants.
Changes are detected on late stages.

Iterative & Incremental
YES:

1 2 3

© 2006-2008 Jeff Patton, www.agileproductdesgin.com

User discovers what he wants as he sees.
Changes are detected in early stages.

What are Agile companies
using?

2nd Annual ”State of Agile 3rd Annual ”State of Agile
Development” Survey Development” Survey
Jun-Jul 2007 Jun-Jul 2008


Act Three:


S.C.R.U.M

SCRUM
Scrum !

Scrum!  Works good with
undefined / changing
requirements
 Good impediments
management
 Gives maximum value
for a given effort
 Can manage very
complex projects
 Gives a sense of
urgency, removes the
“student syndrome”


Scrum for Managers
 Give customer delivery
dates (and accomplish).
 Daily progress visibility.
 Improves performance and
motivation (warning! Only
if done properly).
 Reduces management
overhead.
 Gives a beter ROI


Sample companies doing Scrum


What Scrum is NOT:

A Silver Bullet

-“Naysayers” - No authority, no empowermet
- Messy organizations - Uncommitted management
- Bureaucracy - Conflictive customers…

¡Lo siento! Haber elegido la píldora
azul…

Scrum 101

Retrospective


Ten commandments of Scrum
1. People
2. No silver bullet
3. Retrospectives, retrospectives, retropectives
4. Daily Scum, daily management
5. Progress = functional product (measure what’s left, not
what we’ve done)
6. Self management of the team, abandon command & control
7. Iterative & Incremental developmen
8. Only team manages Sprint Backloj, Only product owner
manages product backlog
9. Fixed duration for sprints
10. Define “done, done”


The greatest and first
commandment…

¡Time Boxing!


Scrum Framework

Product backlog Sprint backlog Product owner

Scrum Master
Scrum board Artifacts Roles
Team
Impediment backlog

Retrospective Reuniones Demo

Product planning Sprint planning Daliy Scrum


Roles
 Rol ≠ line, company positions
 Pigs and chickens


Product Owner
 Gather requirements
 Manages vision
 Prioritize and manage
product backlog
 Accepts deliverables
 Manages roadmap
 Economical responsibility
 Scrum / company
interface
 “Feathered pig”


Scrum Master
 “Shepherd dog”, servant
leader, Coach
 Team member
 Works closely with product
manager
 Keeps and manages the
impediments list
 Keeps the Scrum process
moving on
 Improves team quality of life


Team

 Estimates project
 Commited with delivery of
done-done product
 Report progress
 Multifunctional
 Self managed but
responsible before product
owner
 7±3 members


Artifacts
 Product Backlog
 Contains every functionality
to be built
 Prioritized and estimated
 Sprint backlog
 Subset of product backlog
 To be built in next sprint
 Every functionality is divided
in tasks (4-16h)
 Must produce a shippable
product increment

Basic Product Backlog

Story Priot. Estim.

Functionality A 100 24

Functionality B 50 32

Functionality C 20 17


Not-so-basic product backlog
Respo Import Estimaci Estimaci Estimación / Descri
Nivel Historia Tareas nsable Estado ancia ón 50% ón 90% Buffer pción Test

IMP RESCINDIBL Funcionalidad
E A Juan INICIADA 100 24 35 27
TERMINAD
Tarea 1 Juan A 3 4 1
Tarea 2 Pedro INICIADA 5 7 4
Tarea 3 María INICIADA 6 9 9
Tarea 4 Juan PENDIENTE 3 5 4
Tarea 5 Paco PENDIENTE 7 10 9
Funcionalidad
DEBERÍA B Pedro PENDIENTE 50 32 40 36
Funcionalidad
DESEABLE C Juan PENDIENTE 20 17 20 19


Visual Management

Information radiators

Story Pending Dev. Test Done
Project:

Team: Scrum, Demo:

Burn-down::

Release Plan:

Impediments:


“Scrum&XP from the trenches”,
www.crisp.se/henrik.kniberg/ScrumAndXpFromTheTrenches.pdf
www.proyectalis.com/scrum-y-xp-desde-las-trincheras/

Burndown


“Smells”


Act four:


Scrum Master Miyagui says…


Why so many teams fail?

They build tools, but forget principles
Principles must root in corporate culture

“Culture Eats Strategy For
Breakfast”

“It’s culture, stupid!”

Deciding to change and improve s easy. Making people
change and improve is very, very difficult.

If we are to change the company, we must change the
company’s culture

10 steps
1. Convince management
2. Stablish corporate values
3. Train everyone
4. Build product backlog
5. Design calendar
6. Make teams work the backlog
7. Sprint!
8. Retrospective
9. Work on impediments
10. Stablish metrics


“Every ten thousand miles trip begins
with a single step”
Lao Tze

Epilogue…


To read:
 “Agile Software Development with SCRUM”, “Agile
Project Management with SCRUM”, “The Enterprise and
Scrum”, Ken Schwaber
 “Scrum y XP from the trenches”, Henrik Kniberg


To read:
 “User Stories Applied”, Mike Cohn
 “Agile Estimation and Planning”, Mike Cohn
 “Agile Retrospectives”, Esther Derby y Diana Larsen
 “Peopleware”, “Walting with Bears”, Tom DeMarco &
Timothy Lister
 “The Mythical Man-Month”, Fred Brooks


Bonus:


Software tools
 Commercial:
 VersionOne
 Scrum for VSTFS+ Conchango template
 ScrumWorks
 Acunote (hosted, free for OpenSource projects)
 Scrum Desk (hosted or SQL sever +/-TFS)
 Jira (bugtracking) + confluence (wiki) + Bamboo (CI)


Herramientas
 Free / Open Source

 Red mine + scrum plugin
 Agilo, Trac (Bug Tracking), Bugzilla, Scarab
 BananaScrum (hosted), Ice Scrum, Agilito, Acunote…
 Git, Subversion (CVS)
 Gnats (Bug Tracking + Scrum, muy customizable, requiere
trabajo)
 xUnit, abbot, selenium, Fitnesse, Cruise Control, jMock…


Tools

Our approach: DokuWiki + excel

Best tools ever


Questions?

angel.medinilla@proyectalis.com

Lean Agile Scrum Preview

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