Brief Introduction to Lean, Agile and Scrum

© 2009 Proyectalis Gestión de Proyectos S.L.

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

[email protected]


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

© 2009 Proyectalis Gestión de Proyectos S.L.The world of projects

© 2009 Proyectalis Gestión de Proyectos S.L.Yap, for sure…


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

PM


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 )

Mura

Muda


The Lean Enterprise


Meanwhile, in Detroit…


Hundreds of tools…

LEANLEANKanbanKanban VSMVSM

A3 A3 ThinkThink KaizenKaizen

KaizenKaizen

VisualVisualMngmtMngmt

CellCell ProdProd

5S5S

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

Order

CD

R

PP

Real need


Adaptative approach

C

Vision

Real need


“Empirical” is not…


See “empirical” in action!


NO:

1 2 3

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

Iterative & incremental

© 2006-2008 Jeff Patton, www.agileproductdesgin.com


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

Iterative & Incremental

© 2006-2008 Jeff Patton, www.agileproductdesgin.com

YES:

1 2 3


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 !


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

Roles

Product owner

Scrum Master

Team

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


Team

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

Nivel

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…


Tools

Our approach: DokuWiki + excel


Best tools ever


Questions?

[email protected]

Business

Brief Introduction to Lean, Agile and Scrum