7A - Jeff on Scrum and XP

8/4/2019 7A - Jeff on Scrum and XP

1/24

Jeff Sutherland 1993-2007

Jeff Sutherland, Ph.D.Jeff Sutherland, Ph.D.CoCo--Creator of ScrumCreator of Scrum

http://http://jeffsutherland.comjeffsutherland.com/scrum/scrum

Sc rum w i t h XP and Beyondc rum w i t h XP and Beyond


2/24


x P@Sc rum

Scrum as a management

wrapper for XP engineeringpractices.

Scrum provides the agilemanagement mechanisms

Extreme Programmingprovides the integratedengineering practices.

Sliwa, Carol. XP, Scrum Join Forces.ComputerWorld, 18 Mar 2002

www.controlchaos.com
http://www.computerworld.com/softwaretopics/software/appdev/story/0,10801,69183,00.htmlhttp://www.computerworld.com/softwaretopics/software/appdev/story/0,10801,69183,00.html


3/24


Benef i t s o f Sc rum and XP t oget her

Management and control mechanisms of Scrum are applicablefor any type of project

multiple, simultaneous software development initiatives

business development, re-engineering, marketing, support, andimplementation projects

teams are iteration (or Sprint) goal directed, rather than storydirected.

XP projects wrapped by Scrum become scalable and can be runsimultaneously by non-colocated teams.

Scrum implements in a day; XP can be gradually implementedwithin the Scrum framework.

Scrum with XP has demonstrated linear scalability ondistributed, outsourced projects and CMMI Level 5 projects

The most productive large project (>1,000,000 lines of Javacode) ever documented is a Scrum and XP project


4/24


Cr i t i c a l p rac t ic es fo r Sc rum

produc t iv i t y ga ins

Early testing

Continuous integrating

Constant refactoring

Simple design Some pair programming the most experienced XP

companies do pair programming about 50% of the

time Evolving the code base


5/24


The f i rs t Sc rum at Ease l

Corporat ion used a l l XP prac t ic es Continuous builds were there before Scrum began

If no code, generate some code in a week, and iterate on that

code Pair programming with a mentor would often eliminate 75% of

the code base in a morning session and result in radically newdesign

One week of nothing but refactoring for entire team in everyiteration

Testing (and documentation) happened the first day and everyday of each iteration

Common ownership of code with coding standards Some practices went way beyond XP and conventional Scrum

Test engineers built probes for component frameworks similar totesting chips test first and ensure reusable components

Set Based Concurrent Engineering


6/24


Hyperproduc t i v i t y in t he Fi rs t Sc rum

Productivity 5-10 times industry average has been

observed in many Scrums since 1993. Factors accelerating the first Scrum

Scrum organizational pattern

XP engineering practices

Stimulating software evolution

Emergent architecture

Set-Based Concurrent Engineering (SBCE)


7/24


Firs t Sc rum pr ior i t ized t he Spr in t

bac k log by bus iness va lue

The team asks every day before any developer

started a new task: What task will maximize the speed of appearance of a new

feature?

Will it maximize the speed of appearance of a new featureby implementing it in a new evolving component worked onby anyone on the team?

Will it maximize the speed of appearance of a new feature ifit is done in a completely new way not previously thought of?


8/24


Google Release Burndow n Chart


9/24


Google re invent s Lean:

Show ing w ork in progress

Ssh! We are adding a process Agile 2006, Minneapolis

Yellow is Work

in ProgressBAD!

White is Done.

GOOD!


10/24


Sprint Mont h ly Cyc le : Fi rs t Sc rum

Three phases

Consolidation

Implementation

Integration.

Output is next iteration of a productionprototype


11/24


Over lapping Developm ent Phases

Incremental production prototypes (monthly) Incremental package delivery (dynamic)


12/24


Pro jec t Dom ain

A project domain is a set ofpackages that w il l form a

release. Packages evolve out of work

on topic areas.

Rapid evolution can produce a

"punctuated equilibrium"effect yielding dramatic resultsin unexpected time frames.

Levy, Steven. Artificial Life: A Report from theFrontier Where Computers Meet Biology.Vintage Books, 1993. (See notes on thesimulation byDaniel Hillisof punctuatedequilibrium on a Thinking Machine highly

parallel computer.)
http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/


13/24


SynchStepFir ing

SynchSteps are individualtasks in a topic areas.

Work on topic areas

results in a package readyto be put in a softwarerelease.

Example packages for visual tool Component Builder

Scenario editor

Event editor

Ensemble diagrammer

Workgroup Support

Persistent objectrepository

Version control

Multi-user access


14/24


SynchStepDel ivery St rat egyHigh per fo rmance product ion team w here eng ineers had to be ou tnumbered

2-1 by QA, Doc um ent ion, Design, Support .

Example: two packages per month for team of 12 (4

engineers max imum) AlphaBeta delivery

First iteration of a package is alpha

Next iteration package must be beta quality

Third iteration package is production quality (frozen)

Release is announced by Product Owner

Production packages always ship at end of every iteration.

When enough production packages are shipped, call it arelease.


15/24


Em ergent Arc h it ec t u re SBCE

(Set Based Conc urrent Engineer ing)

SyncStep(Sprint task)


16/24


Agi le Ent erpr ise (form er ly Xbreed)

A business builds and deploys n e w b u s in e ss processes to shorten work-cycles, lower operationalcosts, satisfy regulatory constraints, etc.

Multiple business processes must be inspected,deployed, re-architected and monitored all-at-once,(Sashimi style), all of them which may encompass oneor more enabling applications.

Scrumas a process that drives p r i o r i t i zed change ,at the business level (including all enabling applications)is the foundation for business improvement.

Scrum at the business level, allows for the deploymentof new business processes that deploy business goals,regulatory requirements, mission and vision objectives,and/or keep process initiativesw i t h o r w i t h o u t enab l i ng app l i ca t i on s.


17/24


Tak e Sc rum beyond Sc rum and

XP t o t he Business


18/24


Cl im b ing ou t o f t he t a r pi t

Waterfall

SpiralRUP

Agile

Type C

Scrum


19/24


Theory: Sc rum Evolu t ion

Type A , B, C Spr int s

Type A Isolated cycles of work

Type B Overlapping iterations

Type C All at once

Sutherland, J. (2005). Future of Scrum: Parallel Pipelining of Sprints in Complex

Projects. AGILE 2005 Conference, Denver, CO, IEEE.


20/24


Sim ul t aneous Over lapping Spr in t s

Red - weeklyBlue - monthlyGreen - quarterly

PatientKeeper delivered 45 productionreleases of quality code to large healthcare

systems in 2004.


21/24


Projec t Repor t ing

320 PR Burndown

0

20

40

60

80

100

120

140

160

180

5/9/20

05

5/16/200

5

5/23

/200

5

5/30/200

5

6/6/20

05

6/13/200

5

date

PRc

ount

0

50

100

150

200

250

300

350

400

450

totalclosed

320 current open 320 current verification

320 daily 'closed' 320 daily open

320 total 'closed'


22/24


Pract i c e : Ag i li t y

Using Sc rum Type C t o Capt ure Indust ry Leadersh ipLeadersChallengers

Niche Players Visionaries

PatientKeeper

AllscriptsHealthcareSolutions

EpicSystems

McKesson

MDanywhereTechnologies

MedAptus

ePhysician

MercuryMD

MDeverywhereePocrates

Medical InformationTechnology

(MEDITECH)

Siemens

Eclipsys Technologies

QuadraMedAbilityto

Execute

Completeness of Vision

Gartner Magic Quadrant

"PatientKeeper is one of the best-funded and strongest vendors in

the mobile/wireless healthcaremarket. It is one of the few tomarket itself as providing amobile computing infrastructureand development environment for

which it, and other vendors,system integrators and users, candevelop their own mobileapplications. It supports both thePalm and Pocket PC platforms."

Ken Kleinberg, Gartner Research


23/24


Questions?


24/24


Bib l iography

Cohn, M. (2004). User Stories Applied : For Agile Software Development,Addison-Wesley.

Cohn, M. (2005). Agile Estimation and Planning, Addison-Wesley.

Poppendieck, M. and T. Poppendieck (2006). Lean Software Development: An

Implementation Guide, Addison-Wesley. Kniberg, Henrik. Scrum and XP from the Trenches: How We Do Scrum. Version

2.1, Crisp, 5 Apr 2007.

Sutherland, J. (2005). Future of Scrum: Parallel Pipelining of Sprints in ComplexProjects. AGILE 2005 Conference, Denver, CO, IEEE.

Sutherland, J., C. Jacobson, et al. (2007). Scrum and CMMI Level 5: A MagicPotion for Code Warriors! Agile 2007, Washington, D.C., IEEE.

Sutherland, J. and K. Schwaber (2007). The Scrum Papers: Nuts, Bolts, andOrigins of an Agile Method. Boston, Scrum, Inc.

Takeuchi, H. and I. Nonaka (1986). "The New New Product Development Game."Harvard Business Review(January-February).

Takeuchi, H. and I. Nonaka (2004). Hitotsubashi on Knowledge Management.Singapore, John Wiley & Sons (Asia).

Documents

7A - Jeff on Scrum and XP