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time-box responding scrummaster

burn-down

roles inspect adoption


shippable

user stories

quality

velocity release

review

retrospective estimating backlog

iterative daily stand-up interactions commitment

impediments

incremental

Agile Software Development


product owner story points
working software

collaboration sprint
self-organizing

servant leader

acceptance

prioritize

change

team planning
high value

adapt done

xp

manifesto scrum design testing

rusty

rusty

rusty

rusty

stressed

WTF?

stressed

WTF?

stressed

WTF?

stressed

Name: Rustys Project Date: 2/7/2008 COD: Methodology

Name: Rustys Project Date: 2/7/2008 COD: Methodology

Name: Rustys Project Date: 2/7/2008 COD: Methodology

Name: Rustys Project Date: 2/7/2008 COD: Methodology

monster.com

35%
projects completed on-time, within budget, or delivered on specication
The Standish Group, 2006 Chaos Report

31%
projects cancelled
The Standish Group, 2006 Chaos Report

59
software value on the dollar
The Standish Group, 2006 Chaos Report

64%
features rarely or ever used
The Standish Group, 2006 Chaos Report

acklog

lopme manifesto
design testing

individuals interactions
and

processes and tools

working

software

comprehensive

documentation

customer
contract

collaboration

negotiation

responding change
to

following
a

plan

quality

iterative commitment

incremental

Ag

iterative

development
Project Incep1on
Discovery Assessment

ChecktheFit
EstablishBusiness Rela/onship

Itera1on0
SetupProject Infrastructure

Itera1on1

Itera1on2

Itera1on3

Itera1onn

Target System

Incrementaldeliveryin/meboxed2weekitera/ons

incremental
delivery
Itera1on 2Weeks

Product Backlog

Itera1on Backlog

Product Increment

spective timating backlog man des test

elease eview

product

backlog

current iteration current release future releases

scrumm

aboration

prioritize user stories servant leader

card

conversation confirmation

card

conversation confirmation

card

As a freq I w uent ant t flyer o re trip b ! ook so t a pa hat time st! I book save ! ing t rips. !

card

As a freq I w uent ant t flyer o re trip b ! ook so t a pa hat time st! I book save ! ing t rips. !

card

conversation confirmation

I WANT THE TOAST TO POP UP WHEN ITS DONE

THATS REALLY EXPENSIVE. THE POPPING PART IS EASY THATS JUST A SPRING. BUT KNOWING WHEN THE
TOAST IS DONE REQUIRES AN OPTICAL SENSORNEW TECHNOLOGY.

BUT WHAT ABOUT ALL THOSE OTHER TOASTERS OUT THERE?

OH, THEY USE A TIMER. THEY DONT


REALLY KNOW WHEN THE TOAST IS DONE.

ITS A KLUDGE.

OUR CUSTOMERS DONT WANT A SUPER-TOASTER. THEY JUST WANT A REGULAR TOASTER, WITH A TIMER, LIKE EVERYONE ELSE.

OH, WELL THAT WONT BE EXPENSIVE AT ALL. COOL.

YEAH, COOL!

acceptance

prioritize ser stories servant leader

chang

ration ng

team plannin high va

card

conversation confirmation

confirmation

an c s r e y l f t n e ! u r q e e ! y r l pt f in f r t y ! l t n t e s s O a l a l prequ p a 1. k a m o o oa f k r bs o f re o n b ! o e i e A t r v c a e o s l t e s I t n t w a a ! o . l w h l s t ! st A p s I i a o p r p i 2. t s r t h g p c t i n t i r s a k a m pt o t o s b ! s u e e m t m a d tiw trip r o f e t p N e c 3. x e , trip

cha acceptanc

on

der

team planning high value

Product A

Product B

Product C

Release 1.0

Release 2.0

Release 3.0

Iteration 1

Iteration 2

Iteration 3

Iteration 4

Iteration 5

Iteration 6

Task1 4hours

Task2 6hours

Task3 2hours

Task4 8hours

Task5 2hours

tand-up actions release elocity review

Dev

SIZE

CALCULATION

DURATION

200 UNITS

VELOCITY = 10

20 ITERATIONS

Complexity

Eort

Complexity Doubt

Eort

Story 1
Doubt

Eort Complexity Doubt

Story 3

Story 2

M
Complexity Eort Doubt

Story 1

Complexi ty

M
Eort Dou bt

XL
Complexity Eort Doubt

Story 3

Story 2

Complexity

5
Doubt

Eort

Story 1

Complexi ty

5
Eort Dou bt

10
Complexity Doubt

Eort

Story 3

Story 2

Impediments`

ve nt

daily standinteractio velocity

40 35 30 25 20 15 10 5 0
Itera/on Itera/on Itera/on Itera/on Itera/on Itera/on Itera/on Itera/on Itera/on 1 2 3 4 5 6 7 8 9
Mean (Worst 3) = 28 Mean (Last 8) = 33

At our slowest velocity well finish here (3X28)

At our average velocity well finish here (3X33)

Will Have

The line of hope (3X28)


Might Have

The line of despair (3X33)


Wont Have

quality ncremental iterative commitment

Ag

teamcapacity
teammember Rachel Ronica Ken Mark Total capacitythisitera1on 46 60 54 62 222

storyone
Task CodetheUI Codethemiddle/er Createandautomate tests Es1mate 6 8 4 Owner Ronica Rachel Mark

can we commit to this?


70 60 50 40 30 20 10 0 Rachel Ken Ronica Mark

storytwo
task CodetheUI Codethemiddle/er Createandautomate tests es1mate 12 5 6 owner Ronica Rachel Mark

can we commit to this?


70 60 50 40 30 20 10 0 Rachel Ken Ronica Mark

storynine
Task CodetheUI Codethemiddle/er Createandautomate tests Es1mate 8 6 3 Owner Ronica Rachel Mark

can we commit to this?


70 60 50 40 30 20 10 0 Rachel Ken Ronica Mark

storyten
Task CodetheUI Codethemiddle/er Createandautomate tests Es1mate 8 6 3 Owner Ronica Rachel Mark

can we commit to this?


70 60 50 40 30 20 10 0 Rachel Ken Ronica Mark

go!

analysis

analysis design

analysis

design code

analysis

design code test

design code test document

analysis

ents

gile Soft adapt done


daily stand-up interactions

What did you work on yesterday?

What are you working on today? Do you have any impediments?

e Softw dapt done

y stand-up

done done.

analysis design coding testing document user acceptance pilot live

analysis design coding testing document user acceptance pilot live

analysis design coding testing document user acceptance pilot live

analysis design coding testing document user acceptance pilot live

adoption
shippable

gile So

potentially

shippable

potentially shippable

shippable

high quality

tested

done

complete

lease eview

retrospective estimating backlog

manifesto design testing

inspect adapt
and

roles nspect tion

colla

timeresp

scrum master

product owner

team

the

Role Developer QA/Tester

Monday Planning/ Coding Planning/ Wri/ngUAT

Tuesday Coding Wri/ngUAT Impediment resolu/on

Wednesday Coding/ DefectFixes QA/Tes/ng Impediment resolu/on Stakeholder feedback

Thursday Coding/ DefectFixes QA/Tes/ng Impediment resolu/on Stakeholder feedback

Friday Coding/ DefectFixes QA/Tes/ng Impediment resolu/on Stakeholder feedback

ScrumMaster Facilitate Planning Product Owner

Par/cipatein Stakeholder Planning feedback

Role Developer

Monday Coding/ DefectFixes QA/Tes/ng

Tuesday Coding/ DefectFixes QA/Tes/ng

Wednesday

Thursday

Friday

DefectFixes/ DefectFixes/ DefectFixes/ Design/Story Design/Story Review/ Development Development Retrospec/ve QA/Tes/ng QA/Tes/ng/ Accpetance Criteria FinalUAT/ Review/ Retrospec/ve Facilitate Review/ Retrospec/ve FinalUAT/ Par/cipatein Review/ Retrospec/ve

QA/Tester

ScrumMaster Impediment resolu/on/ Lookahead Product Owner Lookahead/ Acceptance tes/ng

Impediment Impediment Impediment resolu/on/ resolu/on/ resolu/on/ Renestories Renestories Acceptance criteria Rene stories/ Acceptance tes/ng Rene stories/ Acceptance tes/ng Acceptance criteria/ Acceptance tes/ng

product owner

building the right code


versus

building the code right


the team

time-box responding scrummast

roles pect

collaboration
self-organizing

prioritize user stories servant leader

change

burn-

inspe adoption
shippable

Agile Soft

88%
increased productivity
Agile Methodologies: Survey Results, by Shine Technologies, 2003

93%
increased quality
Agile Methodologies: Survey Results, by Shine Technologies, 2003

increased stakeholder satisfaction


Agile Methodologies: Survey Results, by Shine Technologies, 2003

83%

49%
reduction in costs
Agile Methodologies: Survey Results, by Shine Technologies, 2003

100 80 60 40 20 0 CMMI1 WORK CMMI5 REWORK SCRUM PROCESS


Sutherland,J.,C.Jacobson,etal.(2007).ScrumandCMMILevel5:A MagicPo/onforCodeWarriors!Agile2007,Washington,D.C.,IEEE.

50

9 10 50
4 6

50

25

jects o r P l ona CNET Tradi/

AccuroHealthcare 1 10

. . . . . . . . . . . . . . . . .. . . . . . . .
HomeAway BMC Moodys 100 1000

10

User Stories, Code (KSLOC)


QSMA Slim Database Study, 2008

Time to Market (Months)

time market
to

100

welcome to mainstream
the
the world is here

innovators

pragmatists

conservatives

laggards

agile adoption
31% GIS 73% the world
Dr. Dobbs Journal, Scott Ambler Agile Adoption Survey, 2008 GeoScrum Agile Adoption in GIS Survey, 2008

help

gis cross
the world is here GIS is here

the

chasm

innovators

pragmatists

conservatives

laggards

time-box responding scrummaster

burn-down

roles inspect adoption


shippable

user stories

quality

retrospective estimating backlog

iterative daily stand-up interactions commitment velocity

impediments

incremental

chris spagnuolo rally software release


adapt done
working software

high value self-organizing sprint product owner story points

collaboration

servant leader

acceptance

prioritize

change

team planning

xp

review

www.rallydev.com
testing

manifesto scrum