Agile Software Development with Scrum it’s about Common Sense Jay Conne

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Agile Software Developmentwith Scrumits about
Common SenseJay Conne

• Raytheon
• Agile Software Development TIG
• June 21, 2006 Telecon

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Jay Conne

• Agile Coach, Trainer, ScrumMaster-Practicing
• Systems Architecture Programming Languages
  Data Architecture Transaction Processing
  Technical Training
• Financial services, communications,
  pharmaceuticals, language development and
  large, cross-functional projects
• Bell System, GE, Honeywell, Burroughs,
  Digital Equipment some start-ups
• www.jconne.com

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Acknowledgements

• Agile, Scrum, Lean, XP and this course draw ideas
  and integrations from many sources, including
• Ken Schwaber www.ControlChaos.com
• Mike Cohn www.MountainGoatSoftware.com
• Mishkin Berteig www.BerteigConsulting.com
• Jay Conne www.JConne.com
• Kert Petersen www.KertPeterson.com
• Mary Tom Poppendieck www.Poppendieck.com
• Jeff Sutherland www.JeffSutherland.com
• Rob Thomsett www.Thomsett.com.au
• Jim York www.ccpace.com

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Our First Principles

• Reality always wins in the end So get there
  sooner----------
• Pretending to know what you dont know, gets in
  the way of learning
• (and you cant get caught trying to learn
  it!)----------
• The world runs on TRUST How do you gain trust?
  Read the 1st two again.----------
• Q History of TRUST between management and
  development teams?Why?
• Jay Conne

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The Problem

• WHAT Software Project Management has a
  history of self-deception.
• HOW Management demands a PLAN.
  Subordinates give them one.
• Any reality to it?
• WHY A myth of Professionalism in too
  dynamic a context of changing Requirements,
  Technologies People.
• Jay Conne

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Waterfall
Building software in phases - Mil Std 2167 -
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Bennington, 1956
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Royces feedback loops
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Waterfall Success?

• Waterfall
• Specialized Roles
• Pass work over the wall
• Get it right early
• Predictability
• But...
• Success
• on time
• on budget
• with all planned features...

Failed 23
Succeeded 28
Challenged 49
http//www.standishgroup.com/sample_research/chaos
_1994_2.php
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History of Agile Development

• Pre-1970
• 1930s Grew from work of Walter Shewart at Bell
  Labs, who proposed a series of short
  Plan-Do-Study-Act (PDSA) cycles for quality
  improvement
• 1940s PDSA vigorously promoted by Edward Deming
• The 1970s
• 1970 Winston Royces Managing the Development
  of Large Software Systems incorrectly
  interpreted as single-pass waterfall
• 1976 Tom Gilb, in Software Metrics advocates Evo
  as a product evolution technique for producing
  stability implement in small steps, each step
  has a clear measure of successful achievement as
  well as a retreat possibility to a previous step
  upon failure.
• The 1980s
• 1980 Gerry Weinberg in Adaptive Programming The
  New Religion, The fundamental idea was to build
  in small increments, with feedback cycles
  involving the customer for each.
• 1985 Barry Boehms A Spiral Approach of Software
  Development and Enhancement, formalized
  risk-driven-iterations
• 1986 Fred Brooks No Silver Bullet, Nothing in
  the past decade has so radically changed my own
  practice.as incremental development
• 1990 to Present
• Early 1990s Jeff Sutherland and Ken Schwaber
  started to apply Scrum with time-boxed 30-day
  iterations
• 1994 16 RAD practitioners met in the UK and
  seeded the Dynamic System Development Method
  (DSDM)
• 1997 Large logistics project in Singapore failed
  with Waterfall. Peter Coad and Jeff De Luca
  created Feature Driven Development (FDD)
• 2001 Group of 17 process experts representing
  DSDM, XP, Scrum, FDD and other discussed common
  ground and created Agile Manifesto
• Adapted from Agile and Iterative Development A
  Managers Guide, Craig Larman

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History of Scrum
The New, New Product Development Game
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The Alternatives Agile / Scrum

• Introducing Agile-Scrum with Ken Schwaber

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Rugby
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Transparent Communication

• -- a mind game for this teleconference --
• Exercise Scrum Familiarity - Setup
• Everybody stand
• We are going to build a sociogram by
  spacing yourselves on an imaginary line
• You will position to answer each question on a
  scale 1-10
• Then take a moment to look around at the
  distribution and whos where

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Transparent Communication

• Exercises Scrum Familiarity Questions
• 1 How effective are the existing processes and
  development practices within your organization?
• 10 couldn't be better living the dream!
• 1 failing on multiple levels train wreck
  waiting to happen
• 2 How familiar are you with Scrum?
• 10 read both books understand and have
  practiced it
• 1 seems interesting so I decided to take this
  course

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Transparent Communication

• Conclusions
• Everyone is seeing the same evidence
• There is no Telephone Game he said that she
  said
• What confidence does this give you in any
  conclusions you draw?
• Compare this to a 2nd-hand report or email
• How can this help high performing teams?

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Scrum Overview

• Its About Common Sense and Reality
• Simplifying too many alternatives a
  Minimal Process contextually
  appropriate to the organization
• Starting teams with a simple to understand model
  reducing initial complexity

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Planning OnionMike Cohn www.mountaingoatsoftwa
re.com
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Scrum Process
Inner 2 cycles
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Easy Hard Courage!

• Thinking and Courage Required
• Easy to understand Hard to do well But
  certainly worth it!
• Thinking
• Continuously inspect and adjust
• The devil is in the details
• Courage
• Make your errors early and often
• Acknowledge your ignorance and errors to
  accelerate learning
• Take the risk of making risk visible with
  transparent communication

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The bad news

• Implement Scrum and all of the reasons that an
  organization has trouble delivering quality
  software on schedule are thrown up in your face,
  day after day, month after month made obvious
  and critical by Scrum
• Ken Schwaber
• Author and pioneer of Scrum

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Where is Scrum being Used?

• Bottom Up Grassroots Driven
• Microsoft, Sun, Sammy Studios, Siemens, CNA,
  State Farm, State Street Bank, Philips, BBC, IBM,
  SAIC, LMCO, APL, Ariba, Federal Reserve Bank, HP,
  Medtronics, Motorola, TransUnion
• Top Down Management Driven
• IDX, Siemens Medical, Gestalt, Wildcard Systems,
  Primavera, Yahoo, Conchango, BMC, Lexis-Nexis,
  Bently Systems, Bose, CapitalOne, Federal Reserve
  Bank, ClearChannel, Xerox, Patient Keeper

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Core Practices of Scrum

• Short development cycles
• Incremental delivery of products systems
• Frequent inspection and adaptation
• Cross-functional, Self-organizing Teams with
  Collaboration
• Team insulation from change requests
• Verbal communication over written documentation
  conversations for details
• Emergent design

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Scrum Process - again
Inner 2 cycles
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What is Agile?

• Agile is the widely accepted umbrella term
• Agile is the ability to create and respond to
  change.
• Agile is the ability to balance flexibility and
  structure.
• Jim Highsmith
• Agile is a balance between anticipation
  (prescriptive processes) and adaptation
• Agility is a way of thinking, not a particular
  practice.

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The Agile Manifesto

• We are uncovering better ways of developing
  software by doing it and helping others do it.
  Through this work we have come to value
• Individuals and interactions over processes
  and tools
• Working software over comprehensive
  documentation
• Customer collaboration over contract
  negotiation
• Responding to change over following a plan
• That is, while there is value in the items on the
  right,
• we value the items on the left more.
• By 17 individual authors and innovators
• who formed the Agile Alliance in
  2001www.agilemanifesto.org

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Empowering both sides

• Management and Development Teams
• Get Full Benefits of Division of Labor
• the What by Management
• the How by Development
• Get Early and Often
• Management gets Business Value
• Development gets Course Correction

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The Alternatives Lean

• From Automotive to Software production

?2003
?1990
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Lean ? High Performance

• High Performance Teams
• Toyota Motor Company of Japan, revolutionized
  manufacturing with
• Lean Production including
• Lean Supply-Chain Management
• 20 years of research and continuous
  improvement led by
• Eiji Toyoda and
• Taiichi Ohno
• Source The Machine That changed The World The
  Story of Lean Production The MIT
  International Motor Vehicle Program - Womack,
  Jones, and Roos

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Lean and Agile?

• Is Agile the same as Lean?
• Similar
• Different
• Where did Lean come from?
• Process people / managers
• Quality thinking / Process Management
• Toyotas quest
• Where did Agile come from?
• Developers
• SmallTalk
• The New New Product Development Game, HBR 1986
• "Developing Products on Internet Time, Iansiti
  MacCormack, 1997

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Agile Myths Misperceptions

• It is a myth that...Agile
• Is a silver bullet
• Will solve my resource issues
• Has no planning / documentation / architecture /
  ltinsert favorite disciplinegt
• Doesnt build on my previous experience
  expertise
• Is undisciplined or a license to hack
• Creates quality issues
• Is new and unproven
• Is not being used by industry leaders

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Questions

• Distinguish the jargon Lean, Agile, Scrum, XP?
  
• How broadly applicable is this?
• Its not just applicable to software development.
  
• Its about the business context
• Make your mistakes early and often.

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Example of a 2-day course
Day One
Day Two

• Sprint Planning
• Development Team
• Sprint Backlog Estimation
• ScrumMaster
• Lunch!
• Scrum Meetings
• Engineering Practices - TDD
• Project Start-up
• Review and Close

• Introduction
• Agile History
• Agile/Scrum/Lean
• Lunch!
• Overview of Scrum
• Scrum Simulation
• Agile Thinking
• Product Owner
• Product Backlog
• User Stories Estimation
• (Optional group dinner)

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Thank you

• Jay Conne
• www.jconne.com - jay_at_jconne.com