Agile Project Management

Projekt-Kick-Off-Tage Hochschule Augsburg
Martin Wagner, 15. März 2011
TNG Technology Consulting GmbH, http://www.tngtech.com

Agile project management with Scrum

Agenda

Software development observations Agile & Scrum principles Scrum overview Scrum consequences Starting with Scrum Discussion & questions

© TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

2

Agile project management

Agenda

Software development observations Agile & Scrum principles Scrum overview Scrum consequences Starting with Scrum Discussion & questions

© TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

3

Traditional Methodologies: Waterfall

Source: W. Royce, Managing the Development of Large Software Systems, 1972
© TNG Technology Consulting GmbH, TNG-20110315-AgilePM.ppt

Waterfall Variations: V-Model Source: http://en.wikipedia.ppt .svg © TNG Technology Consulting GmbH.org/wiki/File:Systems_Engineering_Process_II. TNG-20110315-AgilePM.

TNG-20110315-AgilePM.org/wiki/File:Spiral_model_(Boehm.Waterfall Variations: Spiral Model Source: http://en.svg © TNG Technology Consulting GmbH.ppt ._1988).wikipedia.

ppt 7 . TNG-20110315-AgilePM. not manufacturing Requirements are often unknown a priori Moving target – requirements change during development Minimizing time to market becomes more important Technology innovation rate is speeding up © TNG Technology Consulting GmbH.The world is getting more complex and faster Software Development Observations Most software is highly complex Only experts understand problem domain Tremendous communication effort necessary Software development is comparable to new product development.

A2LL Main reason Writing software is handled the same way as manufacturing a car Traditional methodologies require that everything is known up-front Reality differs © TNG Technology Consulting GmbH.Shouldn't we rethink the way we are doing things? Traditional Methodologies Fact: most large IT projects fail Standish Group CHAOS report: only 1/3 of IT projects successful Prominent examples: TollCollect.ppt 8 . TNG-20110315-AgilePM.

Conclusions Traditional approaches work only for well specified and understood problems – which seldom occur in reality Putting more pressure or process on development teams does not help © TNG Technology Consulting GmbH.Shouldn't we rethink the way we are doing things? Traditional Methodologies . TNG-20110315-AgilePM.ppt 9 .

ppt .Role Play Command and Control vs. Self Organization © TNG Technology Consulting GmbH. TNG-20110315-AgilePM.

Agile project management with Scrum Agenda Software development observations Agile & Scrum principles Scrum overview Scrum consequences Starting with Scrum Discussion & questions © TNG Technology Consulting GmbH. TNG-20110315-AgilePM.ppt 11 .

agilemanifesto.Pracititioners gather their experience Agile Manifesto Important Processes and tools More important Individuals and interaction Working software Comprehensive documentation Contract negotiation Following a plan Customer collaboration Responding to change Source: http://www. TNG-20110315-AgilePM.ppt 12 .org © TNG Technology Consulting GmbH.

ppt . Deliver working software frequently. Agile processes harness change for the customer's competitive advantage. from a couple of weeks to a couple of months.Principles of Agile Software Development Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. even late in development.agilemanifesto. with a preference to the shorter timescale. Business people and developers must work together daily throughout the project.org © TNG Technology Consulting GmbH. Welcome changing requirements. Source: http://www. TNG-20110315-AgilePM.

Give them the environment and support they need. Source: http://www.Principles of Agile Software Development Build projects around motivated individuals. The sponsors.org © TNG Technology Consulting GmbH.agilemanifesto. Agile processes promote sustainable development. developers. TNG-20110315-AgilePM. Working software is the primary measure of progress.ppt . and trust them to get the job done. and users should be able to maintain a constant pace indefinitely. The most efficient and effective method of conveying information to and within a development team is face-toface conversation.

org © TNG Technology Consulting GmbH. At regular intervals. requirements. then tunes and adjusts its behavior accordingly. Simplicity – the art of maximizing the amount of work not done – is essential. the team reflects on how to become more effective. Source: http://www. The best architectures.ppt . TNG-20110315-AgilePM.Principles of Agile Software Development Continuous attention to technical excellence and good design enhances agility. and designs emerge from self-organizing teams.agilemanifesto.

TNG-20110315-AgilePM.ppt .Lean development Term coined by Mary and Tom Poppendieck Based on Toyota’s Production System The Poppendiecks transformed principles of lean production to software development © TNG Technology Consulting GmbH.

Empower the team 6. Eliminate waste 2. TNG-20110315-AgilePM.ppt . Deliver as fast as possible 5. See the whole © TNG Technology Consulting GmbH. Build integrity in 7. Decide as late as possible 4. Amplify learning 3.The seven principles of lean development 1.

TNG-20110315-AgilePM.ppt 18 .Agile project management with Scrum Agenda Software development observations Agile & Scrum principles Scrum overview Scrum consequences Starting with Scrum Discussion & questions © TNG Technology Consulting GmbH.

TNG-20110315-AgilePM.ppt 19 .Scrum – It's about common sense Scrum Principles: Inspect and Adapt Focus on business value Self organization of teams Iterations Time boxing © TNG Technology Consulting GmbH.

TNG-20110315-AgilePM.What are people doing? Scrum Roles Team Responsible for success and delivery of the product increment Empowered to do anything needed to achieve the Sprint goal Self-organizing. cross-functional and autonomous Product Owner Responsible for the profitability/return on investment of the product Defines and prioritizes requirements of the product Scrum Master Responsible for the success of Scrum Ensures everyone on team can fully concentrate on productive work © TNG Technology Consulting GmbH.ppt 20 .

Iterations at work Scrum Flow: Artifacts & Meetings © TNG Technology Consulting GmbH.com/minibooks/scrum-checklists (free registration required). TNG-20110315-AgilePM. modified Estimation Meetings .infoq.ppt 21 Source: http://www.

ppt .Practice: Sprint Planning 1 Build 5 Teams Select 1 Product Owner for each team POs get instructions from me Go Play! Make sure user stories are not too big Try to strip down stories to reprioritize parts of user stories Timebox: 20 minutes © TNG Technology Consulting GmbH. TNG-20110315-AgilePM.

so that I do not have to write them down on paper. TNG-20110315-AgilePM.ppt . I want to get an overview of all favorite books of my customers.Product Backlog – Online Bookstore Vision: Store favorite books for customers As customer. so that I can target advertizing and preorder sufficient supply. As online bookstore. © TNG Technology Consulting GmbH. I want to remember lists of my favorite books online and send them to friends.

As customer. © TNG Technology Consulting GmbH. so that I can preorder sufficient supply. I want to organize my favorite books into several lists. so that I don’t have to buy the books myself. I want to remember my favorite books online. I want to get an overview of all favorite books of my customers. so that I do not have to write them down on paper. so that I can target advertizing. I can send a link to my list to friends. As customer. As online bookstore.Product Backlog – Online Bookstore v2 Vision: Store favorite books for customers As customer. so that I can separate private from business. TNG-20110315-AgilePM. As online bookstore.ppt . I want to get an overview of all favorite books of my customers.

Practice: Sprint Planning 2 Break down first two stories of Planning 1 into tasks Task should be doable by a single person in one day max Prioritize tasks Timebox: 20 minutes © TNG Technology Consulting GmbH. TNG-20110315-AgilePM.ppt .

TNG-20110315-AgilePM.Retrospectives: Inspect and Adapt At end of each iteration What worked well? What can be improved? Which action should be taken for the next iteration? © TNG Technology Consulting GmbH.ppt .

ppt . deliver as many ball points as possible Timebox: 2 minutes Retrospective: 5 minutes 3 iterations © TNG Technology Consulting GmbH. TNG-20110315-AgilePM.Inspect & Adapt Cycle As a team.

Estimation Meetings Left out on purpose Estimation is hard. not handled today © TNG Technology Consulting GmbH. TNG-20110315-AgilePM.ppt .

Agile project management with Scrum Agenda Software development observations Agile & Scrum principles Scrum overview Scrum consequences Starting with Scrum Discussion & questions © TNG Technology Consulting GmbH.ppt 29 . TNG-20110315-AgilePM.

.ppt 30 . Scrum Consequences Productivity increases Focus on actually needed features Reduced fruitless planning effort Highly transparent development process Failure to deliver features becomes visible after each iteration Team members realize what each of them is actually doing (or not doing) Organizational deficiencies become visible Scrum Master responsible to attack them Not everyone might like that © TNG Technology Consulting GmbH.Be careful what you wish for. TNG-20110315-AgilePM..

you might get it! More Scrum Consequences Much higher business involvement required Being product owner is a full-time job Active participation of business side is a prerequisite for clear feature prioritization Business retrieves control of development goals No more “throwing documents over the fence“ You actually have to talk to those developers in the basement Good engineering practices become a necessity Deliverable product after each iteration require fast automated build process Scrum's definition of “done” necessitates automated test execution © TNG Technology Consulting GmbH.. TNG-20110315-AgilePM..ppt 31 ..

TNG-20110315-AgilePM.Agile project management with Scrum Agenda Software development observations Agile & Scrum principles Scrum overview Scrum consequences Starting with Scrum Discussion & questions © TNG Technology Consulting GmbH.ppt 32 .

“Scrum is great. but it will never work at our company.ppt 33 . no development process Introduction will be bumpy Adjust to your environment If a process requires “pointless” artifacts. TNG-20110315-AgilePM.” Starting with Scrum Remember: Scrum is no silver bullet Project management framework based on a collection of principles and best practices... treat them as necessary prioritized features Scrum requires a lot from people Role of middle management changes – team does task distribution Non-effectiveness becomes highly visible Extreme accountability © TNG Technology Consulting GmbH.

and then it should work.” However: time boxing is no sacred cow – Sprints can be abandoned Don't start to adjust Scrum principles if it gets hard Permanent estimation meetings prevent chaos Only communication leads to feedback loops © TNG Technology Consulting GmbH. we're just trying to get it to work” “One more day.“We never did it like that before. This can't work.” Starting with Scrum – Common Problems People are not used to clear prioritization Business has to define strict priorities Development team has to obey them Time boxing must be adhered to “The software is done.ppt 34 . TNG-20110315-AgilePM.

TNG-20110315-AgilePM.ppt 35 ... Strategies for Scrum Introduction Learn more about Scrum Get coaching Send employees on Scrum trainings Start with retrospectives Are not Scrum-specific at all Are usually highly effective Make current problems visible Gradually introduce more concepts as needed Daily meetings to enhance communication within team Estimation meetings to increase collaboration with business © TNG Technology Consulting GmbH.Everything seems so complex.

Agile project management with Scrum Agenda Software development observations Agile & Scrum principles Scrum overview Scrum consequences Starting with Scrum Discussion & questions © TNG Technology Consulting GmbH.ppt 36 . TNG-20110315-AgilePM.

18:50 Uhr Themen: Agile Testing Agile Requirements Engineering Continuous Integration & Deployment Agile Vorgehensmodelle Anmeldung bis Sonntag. TNG-20110315-AgilePM. Donnerstag. 15:40 .5 CP Raum M2. Sommersemester 2011.3. 2 SWS. 2.ppt .Werbung Vorlesung “Agile Softwareentwicklung” HS Augsburg.2011 © TNG Technology Consulting GmbH.17:10 und 17:20 .03. 20.

Free PDF: http://www. http://www.Scrum knowledge Helpful Books Succeeding with Agile – Software Development Using Scrum (Mike Cohn).infoq.com/minibooks/scrum-xp-from-the-trenches The Art of Agile Development (James Shore. ISBN 978-3446419131 Scrum and XP from the Trenches (Henrik Kniberg). ISBN 978-1430322641. TNG-20110315-AgilePM. ISBN 978-0321336385 Clean Code: A Handbook of Agile Software Craftsmanship (Robert C. Shane Warden).com/ilsd. ISBN 978-0132350884 Implementing Lean Software Development (Mary and Tom Poppendieck).ppt 38 . ISBN978-0-321-57936-2 Scrum.poppendieck. Martin). ISBN 0-596-52767-5 Continuous Integration: Improving Software Quality and Reducing Risk (Paul Duvall. Produkte zuverlässig und schnell entwickeln (Boris Gloger).htm xUnit Test Patterns: Refactoring Test Code (Gerard Meszaros). ISBN 978-0131495050 © TNG Technology Consulting GmbH. ISBN 978-0321437389. Andrew Glover). Steve Matyas.

13a 85774 Unterföhring Tel.wagner@tngtech.ppt 39 . TNG-20110315-AgilePM. Fax Dr.Speaker Contact Data TNG Technology Consulting GmbH Betastr.-Inf.com Mobil +49 (0)89 2158 9960 +49 (0)89 2158 9969 +49 (0)176 2394 7429 © TNG Technology Consulting GmbH. Martin Wagner Dipl. Principal Consultant martin.

ppt 40 . TNG-20110315-AgilePM.Discussion and Questions Ready for Scrum? © TNG Technology Consulting GmbH.