Brief Introduction to Lean, Agile and Scrum

What if…?A sneak preview on Lean, Agile and Scrum in four acts

November 2009

Ángel Medinilla

Telco Guy - cable, radio & ISP/portals

13 years in IT, 11 as a ProjectManager

Entrepreneur, blogger Aikido, Motorbikes, WoW,

books, cooking, wines, music,travel, comics,movies…

Certified Scrum Master - ScrumAlliance Member, Agile Spainco-founder, PMI member

angel.medinilla@proyectalis.com

ICT Project Management Consulting

Our mission is to improve the results of ourclient’s projects and initiatives

Ourbusiness isto create

differences

…and improve yourcompetitive advantage

Some references

Enough about us…

Intro Act one: the world Act two: Lean & Agile Act three: Scrum Act four: implementation Epilogue: books & references

Act one

The awful truth Estimates are never correct Nobody knows what impediments may

arise Objectives are not understood Constant changes Client doesen’t know what he wants Developer doesnt’t know how to write it

Ergo… Commitments are not met There’s no project visibility Over time, over budget Who are we going to blame?

The Standish report

El Standish Report Cancelled: 31% Problems: 53% Successful: 16%

Never-used functionalities: 64% Seldom used: 16% Used: 20%

In four words…

The golden triangle

Good, beautiful, cheap… fix two!

?Time Scope

Resources

Typical reasons Requirements Objectives Changes Planning Methodology Visibility Organization

But don’t youworry nomore…

ProjectManager ishere!

Or here?

A fateful heritage

PoliticsProcedures

ControlInspection

SupervisionBureaucracy

Unhappyworkers

WaterfallISO9000CMMITQMITIL

PMBOKPRINCE2

Thin is In

Try another way!

“Here comes Edward Bearnow, down the stairsbehind Christopher Robin.Bump! Bump! Bump! onthe back of his head. It is,as far as he knows, theonly way of coming downstairs. He is sure thatthere must be a betterway, if only he could stopbumping for a momentto think of it”

A. A. Milne, Winnie-the Pooh, Chapter 1

Or we can do “same thing andexpect different results”

The Buzz:

4 -12 x performance& quality (“Toyotaeffect)

Lower managementoverhead

Superb motivationlevel

“New Deal” with ourclients

Act two

“Lean”

All muscle, nofat

Focus on whatclient needs andappretiates:follow client’spriorities

Everything elseis waste (Muda)

Lean = Value - waste

Gastonecesario( trabajoincidental oaccesorio )

The Lean Enterprise

Meanwhile, in Detroit…

Hundreds of tools…

LEANLEANKanbanKanban VSMVSM

A3 A3 ThinkThink KaizenKaizen

KaizenKaizen

VisualVisualMngmtMngmt

CellCell ProdProd

PDCAPDCA

RCARCAJidokaJidoka

TPMTPM SMEDSMED

QFDQFD

JITJIT

VA/VEVA/VE

PokaPoka--YokeYoke

ManageManagebybyexceptionexception

TaktTakt Time Time

AndonAndon

HoshinHoshinKanriKanri

OneOne piecepieceflowflow

StandarizeStandarize

Go and seeGo and see

ZoneZone control controlU-U-CellCell

SixSigmaSixSigma

HeijunkaHeijunka

The principles

“Waterfall”

Waterfall and Software

Emergent requirementsConstant Change

Unpredictable processesHeterogeneous projectsContinuous integration

High communication neededChanging technology

High complexity

A new model needed

Empirical process (inspect and adapt)Iterative and incremental development

Customer colaboration & communicationEmbrace change

Fixed time + fixed money = variable functionality

Agile Manfesto

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

Over ≠ Instead of

Principles:1. Satisfy your client2. Changes welcome3. Customer-Team collaboration4. Release early, release often5. Excelent quality6. Keep It Simple, Stupid7. Progress = Working software8. Self-organizing teams9. Motivation10. Face to Face11. Retrospectives12. Sustainable pace

Sounds good?

But it’s not…

Nor…

Three keyconcepts:

Inspect and adapt Iterative and incremental People

Empirical Process

Visibility, transparency Inspect and adapt (adaptative

approach vs predictiveapproach)

PDCA (Painters and DecoratorsContractors of America…No,watit…Plan, Do, Check, Act -Deming’s Circle)

Predictive approach

Requirements

Design

Delivery

Real need

Adaptative approach

Vision

Real need

“Empirical” is not…

See “empirical” in action!

User hasn’t got a perfect idea of what he wants.Changes are detected on late stages.

Iterative & incremental

User discovers what he wants as he sees.Changes are detected in early stages.

Iterative & Incremental

What are Agile companiesusing?

2nd Annual ”State of AgileDevelopment” Survey

Jun-Jul 2007

3rd Annual ”State of AgileDevelopment” Survey

Jun-Jul 2008

Act Three:

S.C.R.U.M

Scrum !

Scrum! Works good withundefined / changingrequirements

Good impedimentsmanagement

Gives maximum valuefor a given effort

Can manage verycomplex projects

Gives a sense ofurgency, removes the“student syndrome”

Scrum for Managers Give customer delivery

dates (and accomplish). Daily progress visibility. Improves performance and

motivation (warning! Onlyif done properly).

Reduces managementoverhead.

Gives a beter ROI

Sample companies doing Scrum

What Scrum is NOT:

A Silver Bullet

-“Naysayers”- Messy organizations- Bureaucracy

¡Lo siento! Haber elegido la píldoraazul…

- No authority, no empowermet- Uncommitted management- Conflictive customers…

Scrum 101

Retrospective

Ten commandments of Scrum1. People2. No silver bullet3. Retrospectives, retrospectives, retropectives4. Daily Scum, daily management5. Progress = functional product (measure what’s left, not

what we’ve done)6. Self management of the team, abandon command & control7. Iterative & Incremental developmen8. Only team manages Sprint Backloj, Only product owner

manages product backlog9. Fixed duration for sprints10. Define “done, done”

The greatest and firstcommandment…

¡Time Boxing!

Scrum Framework

Artifacts

Product backlog Sprint backlog

Scrum board

Impediment backlog

Product owner

Scrum Master

ReunionesProduct planning Sprint planning Daliy Scrum

Retrospective Demo

Roles Rol ≠ line, company positions Pigs and chickens

Product Owner

Gather requirements Manages vision Prioritize and manage

product backlog Accepts deliverables Manages roadmap Economical responsibility Scrum / company

interface “Feathered pig”

Scrum Master “Shepherd dog”, servant

leader, Coach Team member Works closely with product

manager Keeps and manages the

impediments list Keeps the Scrum process

moving on Improves team quality of life

Estimates project Commited with delivery of

done-done product Report progress Multifunctional Self managed but

responsible before productowner

7±3 members

Artifacts Product Backlog

Contains every functionalityto be built

Prioritized and estimated Sprint backlog

Subset of product backlog To be built in next sprint Every functionality is divided

in tasks (4-16h) Must produce a shippable

product increment

Basic Product Backlog

1720Functionality C

3250Functionality B

24100Functionality A

Estim.Priot.Story

Not-so-basic product backlog

DESEABLE

DEBERÍA

IMPRESCINDIBLE

19201720PENDIENTEJuanFuncionalidadC

36403250PENDIENTEPedroFuncionalidadB

9107PENDIENTEPacoTarea 5

453PENDIENTEJuanTarea 4

996INICIADAMaríaTarea 3

475INICIADAPedroTarea 2

143TERMINADAJuanTarea 1

273524100INICIADAJuanFuncionalidadA

TestDescripción

Estimación /Buffer

Estimación 90%

Estimación 50%

ImportanciaEstado

ResponsableTareasHistoria

Visual Management

Information radiators

Pending Dev. Test DoneStoryProject:

Team: Scrum, Demo:

Burn-down::

Release Plan:

Impediments:

“Scrum&XP from the trenches”,www.crisp.se/henrik.kniberg/ScrumAndXpFromTheTrenches.pdfwww.proyectalis.com/scrum-y-xp-desde-las-trincheras/

Burndown

“Smells”

Act four:

Scrum Master Miyagui says…

Why so many teams fail?

They build tools, but forget principlesPrinciples must root in corporate culture

“Culture Eats Strategy ForBreakfast”

“It’s culture, stupid!”

Deciding to change and improve s easy. Making peoplechange and improve is very, very difficult.

If we are to change the company, we must change thecompany’s culture

10 steps

1. Convince management2. Stablish corporate values3. Train everyone4. Build product backlog5. Design calendar6. Make teams work the backlog7. Sprint!8. Retrospective9. Work on impediments10. Stablish metrics

“Every ten thousand miles trip beginswith a single step”

Lao Tze

Epilogue…

To read:

“Agile Software Development with SCRUM”, “AgileProject Management with SCRUM”, “The Enterprise andScrum”, Ken Schwaber

“Scrum y XP from the trenches”, Henrik Kniberg

To read: “User Stories Applied”, Mike Cohn “Agile Estimation and Planning”, Mike Cohn “Agile Retrospectives”, Esther Derby y Diana Larsen “Peopleware”, “Walting with Bears”, Tom DeMarco &

Timothy Lister “The Mythical Man-Month”, Fred Brooks

Bonus:

Software tools Commercial:

VersionOne Scrum for VSTFS+ Conchango template ScrumWorks Acunote (hosted, free for OpenSource projects) Scrum Desk (hosted or SQL sever +/-TFS) Jira (bugtracking) + confluence (wiki) + Bamboo (CI)

Herramientas Free / Open Source

Red mine + scrum plugin Agilo, Trac (Bug Tracking), Bugzilla, Scarab BananaScrum (hosted), Ice Scrum, Agilito, Acunote… Git, Subversion (CVS) Gnats (Bug Tracking + Scrum, muy customizable, requiere

trabajo) xUnit, abbot, selenium, Fitnesse, Cruise Control, jMock…

Our approach: DokuWiki + excel

Best tools ever

Questions?

angel.medinilla@proyectalis.com

Brief Introduction to Lean, Agile and Scrum

Business

Lean-Agile Pocket Guide for Scrum Teams - Net Objectives

Agile 101€¦ · Glossary: Agile, Lean, Scrum, Sprint, Design Thinking • Agile and Lean are technically different things, but it’s okay to consider them similar –experimental

Lean IT and Agile 101 - Results Washington 101 & Lean IT.pdf · Lean IT and Agile 101 October 2013 . ... Examples of Agile methodologies: Scrum, XP, AUP, Kanban, etc. ... Test the

INTRODUCING AGILE SOFTAW RE DEVELOPMENT AT SAP AG …€¦ · Keywords: Agile project management, Lean development, Scrum, Large-scale Scrum. Abstract: This paper describes the change

Software Engineering - w3.cs.jmu.edu"Heavyweight" vs. "Agile"/"Lean" Methods A Common Categorization: Heavyweight: Waterfall, Incremental Delivery, Spiral Agile/Lean: RUP, XP, Scrum,

Distributed Agile - Agile Business Conference 2019 · •Specialising in all things agile (PRINCE2 Agile, Scrum, Kanban, Lean Startup, DSDM, AgilePM, everything!) •Consultancy,

Scrum LEGO Airport - Manual - Lean Agile & Scrum

Lean Agile Scrum - PMI Metrolinapmi-metrolina.com/downloads/2008_Chapter_Meetings/...leanagilescrum...Lean Agile Scrum Business Value ... •Metrics •Impediments . Key ... The team

Agile Methodology Webinar IT Methodology Webinardownloads.projectinsight.net/training/agile-webinars... · 2016-05-19 · Lean, Scrum, Kanban, Six Sigma, TPS, Lean Startup, Lean UX,

Agile Scrum Lean & Kanban explained in a flash

Lean and Agile Development With Scrum (Part 1)didawiki.di.unipi.it/.../tdp/scrum_seminar_part_1.pdf · Lucio Davide Spano Lean and Agile Development with Scrum 3 May 2012 Caveat “Scrum

From CMMI and Isolation to Scrum, Agile, Lean and …jaoo.dk/dl/2009/Web/CMMI_Cph August 21 09.pdfScrum, Agile and Lean in effective distributed development and is Certified Scrum

soft-shake.ch - Agile qu'es aco : scrum xp lean

Agile Lean Scrum

Tutorial: Lean Startup Method (LSM) and Agile (Scrum

Lean Startup Method (LSM) and Agile (Scrum) for Initial

ZHILL SYSTEMS ENTERPRISE AGILITY MODEL - Agile, Scrum and ... · at Agile in Africa and Lean,Agile Glasgow, and at many tech conferences around the world. He regularly teaches Scrum

Water-Scrum-Fall Agile Reality for Large Organisations · ˘Water-Scrum-Fall ˇ Agile Reality for Large Organisations ... Trainer on Scrum, Lean, XP, FDD and DSDM "Certified Prince

A Twenty-Minute Intro to Scrum Lean Agile Scotland 2015

INTERNATIONAL COLLECTION COURSES gale.com/udemy...Operations Agile & Scrum Agile, lean, les clés pour transformer votre entreprise Agile, Lean, key to transform your business French