Agile & Scrum - GoshidoScrum • Computer guys borrowed from “New New...” • Called it Scrum • I suspect they were never in a real Scrum

Agile & ScrumEverything you wanted to know, but were afraid to ask

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Copyright © 2011 Goshido

Key Patterns

Agile can be applied in any kind of business

Bottom Up Planning (take care of days...)

Simple Top Down Plan - it will change

Adaptable more important than predictable

Feedback Loops - OODA & PDCA

Subtle Control, Encourage Self-Organisation

2


Overview

Introduction

Patterns, PLOPS and OOPSLA

Scrum

eXtreme Programming

Conclusion

3


Introduction

23 years SW experience, 13+ Agile

Currently: Goshido, Limerick

Intel, Basis & Tellabs, Shannon

Digital, Galway

Motorola, Cork, & USA

QC-Data, Cork & Canada

4

Patterns, PLOPS and OOPSLA


Patterns

Reusable solution to a common problem

Borrowed from Architecture (Alexander)

1987 OOPSLA, Beck & Cunningham

1994, Gang of Four

6


PLOPs

Pattern Languages of Programs

Conferences Started 1994

PLOP-2, paper on Episodes (Cunningham)

7


OOPSLA 98

Birds-of-a-feather session

100s arrived

One page handout of the key practices

Diagram of how they related to each other

8

eXtreme Programming


Overview

A light-weight methodology

For small-to-medium-sized teams

Vague or rapidly-changing requirements

Values: communication, feedback, simplicity, courage and respect

10


Practices

Quick Plan

Small Releases

Metaphor

Simple Design

Testing

Refactoring

11

Pair Programming

Collective Ownership

Continuous Integration

40-Hour Week

On-Site Customers

Coding Standards

Pair Programming

Photo credit flickr.com/people/lucadex


Pair Programming our Experience

The most controversial practice

Some components pair programmed

Lowest defect rates

Smaller code sizes

Small sample set

13

Scrum


Specific Projects

1998 Team of 3 in Tellabs

2000 Team of 5 in Intel 5.5 month project

2001-02 Intel team of 33, 15 month project

Many smaller projects

2008-11 Goshido team of 3-7

15


New New Product Development Game

Article in Harvard Business Review 1986

Study of companies in Japan & US

Fuji-Xerox, Canon, Honda, NEC, HP, 3M

16


Six Characteristics

Built in instability - broad challenging goal

Self-organising teams

Overlapping Development Phases

Multilearning

Subtle Control

Organisational transfer of learning

17

Scrum

• Computer guys borrowed from “New New...”

• Called it Scrum

• I suspect they were never in a real Scrum

Photo credit flickr.com/photos/bohane/


Scrum Overview

You can manage any project with Scrum

I’ve used on tiny and large projects

Not rocket science or expensive (although an “industry” has popped up)

It works & viral

19


“Opportunities”

All projects have chickens and pigs

Pigs are happy: no status reports or boring meetings

Chickens are happy: they know what’s happening without getting in the way

Photo credit flickr.com/photos/7326810@N0820


The Theory

Developing SW is a complex adaptive system

Traditional planning - illusion of control

Empirical process not a “defined process”

Complexity theory - better to do frequent samples and small adjustments

Adaptability is better than predicability

21


The Team

Should be small (6 max) - 2 pizza rule

If bigger, split

Ideally co-located (can work distributed)

22

The Project

Diagram by Lakeworks http://commons.wikimedia.org/wiki/Image:Scrum_process.svg

• Punctuated Equilibrium - balance team focus, management visibility, and adaptability

http://commons.wikimedia.org/wiki/Image:Scrum_process.svg

http://commons.wikimedia.org/wiki/Image:Scrum_process.svg


The Sprint

Easier for team to focus on something a month away

Daily short meetings

At the end - write-up or demo

24


The Daily Meeting

KISS - 15 minutes max, same time & place

3 questions

• what did you do? (binary - all or nothing)

• what roadblocks?

• what will you do by tomorrow?

Everyone responsible for their own tasks

25

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Consequence of “Loads of post-its”

Low effort - visualisation of progress

Preparation is fast - post-its on monitors

Occasional trips to the “big sheet”

Not great for distributed teams

3M make loads of money

27


Planning

More KISS

No complex Gannt chart

Plan is a series of sprints

Dependencies only at a sprint level

Can use sophisticated estimation techniques

Shorter sprints at the start and end

28

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Planning - SprintAt the start check project plan & look at new backlog items

Allocate to individuals - could use simple spreadsheet

Effort in “ideal days” or “story points”

Inside/Outside end-date

At the end: write-up, demo, release

30


Sprint - Sheet

31


The Big Chickens

Start to trust it - less reporting needed

Can show up at daily meetings - must remember they are chickens

Can add new items to backlog

Other possibilities - earned value, wide-band-delphi, comparison to estimates

32


Scrum Conclusion

Simple, low-overhead, adaptable any kind/size project

Everyone gets involved in planning and tracking, team “gells”

The chickens can actually contribute

Scrum was more sticky than eXP

33


Cloud platform that helps teams

• Focus on doing the work that matters

• Clarify communication

• Scale 400 people on 1 project or 4 on 100

Blend of Agile, Workflow & Attention Mgt

Training & Consulting for large clients

34

Conclusion


Key Patterns

Agile can be applied in any kind of business

Bottom Up Planning (take care of days...)

Simple Top Down Plan - it will change

Adaptable more important than predictable

Feedback Loops - OODA & PDCA

Subtle Control, Encourage Self-Organisation

36


Next Steps - 72 hours

Read about Scrum/XP on wikipedia

Read the paper: Fitzgerald, Hartnett “Agile inside Intel” (goshido.com/_private/Agile-Inside.pdf)

Goshido blog “Agile for any organization - a guide”

New management books (Denning, Hamel, Appelo)

Consider trying Scrum with your team

37

Thank You

38Copyright © 2011 Goshido

Documents

Agile & Scrum - GoshidoScrum • Computer guys borrowed from “New New...” • Called it Scrum • I suspect they were never in a real Scrum