6. 64% implemented features are
rarely or never used
Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in:
http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOS
Sample: government and commercial organizations, no vendors, suppliers or consultants
Rarely
19%
Never
45%
Always
7%
Often
13%
Sometimes
16%
8. Waterfall, Agile and Scrum: Characteristics
When is a project a âScrum Projectâ and when is it not?
25-Apr-14 8
Waterfall Agile : Iterative Development
RUP DSDM
Upfront, Detailed Emergent Design
Linear hand-offs:
Dev then QA
Cross-functional &
collaborative: Dev & QA
Formal process,
implemented at end
Welcomed,
prioritized vs. backlog
At beginning and
at delivery Throughout cycle
Scrum
âą Daily âstandupâ status checks †15mins
âą Delivery rhythm in iterations (Sprints)
âą Demo & Retrospective at end of ea. Sprint
ï Continuous Improvement
XP: eXtreme
Programming
âą Automated Tests
âą Pair Programming
âą Automated / Continuous Builds
âą TDD: Test-Driven Development
âą Continuous Deployment
Teamwork
Change
Requests
Customer / User
Involvement
Specifications
Scrum is the most popular Agile method:
74% of Agile practitioners (2009)
11. Scrum Framework: Summary
ï§ Product Owner
ï§ Team
ï§ Scrum Master
ï§ Planning:
Product & Sprint
ï§ Daily Scrum
ï§ Sprint Review &
Retrospective
ï§ Product Backlog
ï§ Sprint Backlog
ï§ Potentialy
Shippable Product
Cardinal Rule: Work on the highest priority item first
12. Why Scrum works:
1. Close collaboration with Customer
2. Transparency through daily reviews â risk reduction
3. LEAN âflowâ â frequent delivery of business value
4. Eliminate waste, focus on highest priorities
5. Inspect, adapt, improve - in each iteration
13. from Shingo's âSeven Wastes of Manufacturingâ
7 Wastes of Software Development
Partially Done Work (In-Process Inventory)
Defects (Defects)
Relearning (Extra Processing)
Extra Features (Over-Production)
Handoffs (Transportation)
Delays (Waiting)
1
2
3
4
5
6
7
Every bit of code that is
there and not needed
creates complexity
that will plague the code
base for the rest of its lifeTask Switching (Motion)
Ref: Implementing Lean Software Development: From Concept to Cash Mary Poppendieck
14. Lean, Agile, Scrum: How they relate
Two things in common: Eliminate Waste & Increase Customer Value
Waste: anything which does not advance the process, or add value
Value: any action or process that a customer would be willing to pay for
âą A production practice that
considers the expenditure of
resources for any goal other
than the creation of value for
the end-customer to be
wasteful, and thus a target for
elimination.
âą Agile practices are rooted in lean
philosophy.
âąScrum is the most popular Agile
methodology used in software
development.
âąScrum emphasizes iterative
approach to building
incremental business value.
âąAgile is a group of methodologies
based on iterative and incremental
delivery, where requirements and
solutions evolve through collaboration
between clients and self-organizing,
cross-functional teams.
âąAgile practices include:
Scrum, Kanban, XP (eXtreme
Programming), TDD (Test Driven
Development), RUP (Rational Unified
Process from IBM).
Lean ScrumAgile
15. Adapt to changing requirements throughout dev. cycle
Continuous improvement via Retrospectives
Early product delivery
Transparency: daily standup
Stress collaboration between developers and customers
Strip-off non-essential activities & artifacts
Regular reviews with Client/Product Owner
Agile Philosophy
1
2
3
4
5
6
7
16. âą Specifications will never be fully understoodZivâs Law:
âą The user will never be sure of what they want
until they see the system in production (if then)
Humphreyâs
Law:
âą An interactive system can never be fully specified,
nor can it ever be fully tested
Wegnerâs
Lemma:
âą Software evolves more rapidly as it approaches
chaotic regions (without spilling into chaos)
Langdonâs
Lemma:
Agile deals with:
17. âThere is nothing so useless as doing efficiently that which
should not be done at all.â ~Peter Drucker
frequent handovers, separating decision-making from
work âinterfere with the learning that is the essence of
development.
Interfering with the smooth flow of value â e.g.: task
switching, design loopbacks, technical debt, backlogs â
cause organizations to deliver less value while using
increasingly more resources.
in software development
Three Biggest Sources of Waste
Building the
Wrong Thing
Thrashing.
Failure to Learn
http://www.poppendieck.com/
18.
19. Silvana Wasitova, CSM, CSP
Lausanne, Switzerland
wasitova@yahoo.com
+41 79 558 05 09
slideshare.com/wasitova
Go get it!