This slide deck, presented at the Shanghai Scrum Gathering on April 19, 2010, discusses three key aspects of running effective Scrums using a heart-health analogy. Slides are Zen-style and may be of limited utility outside of the live presentation context.

1. Healthy Scrum
The Agile Heartbeat
April 19, 2010
Presented by: Vernon Stinebaker ( )
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Wednesday, April 21, 2010

2. About Me
Vernon Stinebaker (
– Director of Technology/Principal Architect
– 20+ years software development and process experience
• CMMI, SDLC/waterfall, and agile methodologies
– 9+ years Agile experience
– Founding member of the open source FDDTools project
– Certified ScrumMaster/Certified Scrum Professional
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3. About Perficient China
 Perficient (Hangzhou) Co., Ltd.
http://www.perficient.com
– Established as BoldTech Systems (Hangzhou) Co., Ltd. 2004
– WOFE of Perficient Inc. (NASAQ: PRFT)
– 2005 - CMMI 3
– 2006 - CMMI 4
– 2008- CMMI 5
– 20 CSMs
– Currently running 20+ concurrent projects
• Some multi-year
• Some with large teams (@50)
• Many repeat business/same customer
– 30+ projects delivered in past 2 1/2 years
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4. Something unique
Zero Failed Projects
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5. Project Statistics
24%
32%
Successful
44% Challenged
Fail
Chaos Report 2009
The Standish Group
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6. How?
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7. The Agile Heartbeat
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8. 8
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9. Anatomy of a heartbeat
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10. The P-wave: Ready
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11. Agile Requirements
As a [user role]
I want to [result]
[so that [reason]]
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12. User Stories
Card
Conversation
Confirmation
Source: XP Magazine 8/30/01, Ron Jeffries.
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13. Utility of Requirements
7%
13%
45%
16%
19%
Always used
Often used
Sometimes used
Seldom used
Never used
The Standish Group
XP 2002
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14. Pareto Principle (80/20 Rule)
100
75
50
25 Top 20%
Second 20%
Never/seldom used
0
Requirements
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15. The QRS-wave: Done
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16. Values
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
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17. Principles
1. Our highest priority is to satisfy the customer through early and continuous deliver of valuable
software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the
customer’s competitive advantage.
3. Delivery working software frequently,from a couple of weeks to a couple of months, with a preference
to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and
trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is
face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be
able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity – the art of maximizing the amount of work not done – is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts it
behavior accordingly.
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18. 18
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19. 19
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20. Retrospect
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21. 21
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22. One more thing...
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23. 23
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24. Thank you!
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