Presentation is loading. Please wait.

Presentation is loading. Please wait.

Confidential Managing Software Projects using Agile/Scrum Nimat Haque Code71, Inc. (www.code71.com) Syed H. Rayhan Code71, Inc. (www.code71.com) Richard.

Similar presentations


Presentation on theme: "Confidential Managing Software Projects using Agile/Scrum Nimat Haque Code71, Inc. (www.code71.com) Syed H. Rayhan Code71, Inc. (www.code71.com) Richard."— Presentation transcript:

1 Confidential Managing Software Projects using Agile/Scrum Nimat Haque Code71, Inc. (www.code71.com) Syed H. Rayhan Code71, Inc. (www.code71.com) Richard Lawrence Humanizing Work (www.humanizingwork.com)

2 Confidential Agenda Agile 101 – Nimat Haque Issues with Traditional Software Development What is Agile? And Why should you use it? Scrum Framework User Experience #1 – Syed Rayhan Implementing Agile/Scrum in an Waterfall organization Adopting Agile in Non-Profit Organizations – Richard Lawrence Challenges Benefits 7 tips for your agile adoption Q&A

3 Confidential Agile 101 Nimat Haque - Co-Founder, Code71 Inc. - Worked for a Fortune 500 company for 9 years - Certified Scrum Master - Currently managing software projects in a remote distributed software development environment. - Interested in Distributed Agile/Scrum

4 Confidential Traditional Software Project Lifecycle Waterfall Requirements Implementation Varification Maintenance Design Feedback loop

5 Confidential Assumptions of Waterfall Projects Project can be accurately planned in details

6 Confidential Assumptions of Waterfall Projects Words are precise Entrée comes with soup or salad and bread Soup or (salad and bread)? (Soup or salad) and bread?

7 Confidential And the result… According to the Standish group, only 34% IT projects are successful Data Source: Standish Group Survey Report

8 Confidential A Few Top Reasons for Failure. Unrealistic or unarticulated project goals Inaccurate estimates Badly defined system requirements Poor communication among customers, developers, and users Stakeholder politics Poor software development process and practices

9 Confidential Birth of Agile Software Development In 2001, a group of thought leaders in the software industry defined “Agile Manifesto” There has to be a better way to reduce the failure rate…..

10 Confidential Birth of Agile Software Development Individuals and interactions Working software Customer collaboration Responding to change Processes and tools Comprehensive documentation Contract negotiation Following a plan That is, while there is value in the items on the right, we value the items on the left more. Over Agile Manifesto

11 Confidential What is Agile Software Development? Any process that incorporates the Agile Manifesto is called Agile process Scrum XP DSDM FDD Agile RUP “Agile Software Development" is an umbrella term …..

12 Confidential Survey Results from “State of Agile Development” Survey conducted in June 2007, 1700 individuals from 71 countries participated Metric>=10%>=25% Increased productivity 90%55% Cost reduction66%28% Reduced software defects85%54% Quicker implementation83%54% Most popular Agile Methodology Scrum 37% Scrum/XP Hybrid 23% XP12% DSDM5% Source:http://www.versionone.com/pdf/StateOfAgileDevelopmet2_FullDataReport.pdf

13 Confidential Scrum Framework Product Owner Scrum Team Scrum Master Sprint Planning Daily Scrum Sprint Review Sprint Retrospect Product Backlog Sprint Backlog Burndown Chart Tools or Artifacts RitualsRoles and Responsibilities “Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.”

14 Confidential Roles and Responsibilities Defines the features of the product Manages product backlog in priority order Represents all stakeholders’ needs Accepts or Rejects the product Removes impediments to allow the team to make progress at constant/desired pace Facilitates communication/interaction among all parties Promotes Scrum Values and Practices Cross Functional and 5-9 in size Performs the actual development work Decides on how works get done Responsible for managing the sprint backlog and meeting the self-defined target Symbiotic Relationship through cooperation yet keeps each other focused Product Owner Scrum Master Development Team

15 Confidential Scrum Processes Stories broken down into tasks 1. What did I do yesterday? 2. What will I do today? 3. Any Impediments? Track done

16 Confidential Key Elements / Concepts Self-managing Team Inspect & Adapt Prioritization

17 Confidential Diverse projects, organizations are using Scrum Nielsen Media First American Real Estate BMC Software John Deere Lexis Nexis Sabre Salesforce.com Time Warner Turner Broadcasting Microsoft Yahoo Google Electronic Arts High Moon Studios Lockheed Martin Philips Siemens Nokia Capital One BBC Intuit Scrum has been used for projects of all shapes and sizes.

18 Confidential User Experience #1- A US Government Agency Syed H. Rayhan - Co-founder, Code71, Inc years of total experience - Certified Scrum Practitioner - Co-author of “Enterprise Java with UML” - Expertise include Technology planning and architecture - Interests include Scrum for projects delivered remotely, Agile engineering practices

19 Confidential User Experience #1- A US Government Agency A sate agency is replacing a legacy database that is used by multiple agencies The project is funded by federal grant Diverse user base- multiple agencies New technology Dependencies on multiple on-going projects across multiple agencies Fixed budget Project Challenges First release delivered with 2.4% above budget, 2-weeks delay in 6 months Customer was able to adjust the scope of release#1 as late as a month before the release Customers are extremely happy because they participated throughout the process Result

20 Confidential 20 How to assimilate a new team? A team assembled with people working together for the first time No experience with iterative development Use “retrospect” effectively Nudge the team to “storming” stage Problem Strategy Lessons Learned Be ready to make the difficult decision of “letting go” Make sure the conflict do not permeate outside the team Result Had to let go two people who could not fit in Took three months for the team to start storming

21 Confidential 21 How to create a “self-organizing” team? A team habituated in command and control environment A team expects to get detailed direction Ensure team ownership of Sprint planning Use “Progress/Commitment and Impediment board” effectively Use “Daily Scrum” and “Burndown Chart” effectively Problem Strategy Watch for unintended silos that may result Nudge the team to think in terms “We vs. I” Result Still an on-going learning for the team Silos by technology/functionality resulted Lessons Learned

22 Confidential 22 How to create a sense of urgency? Laid-back environment Financial incentives are not designed for performance No clear product ownership Invite clients to sprint reviews (demo) Problem Strategy The team may start to take short-cuts to have perfect demo Result Motivated the team to forge ahead at a constant pace Created a sense of excitement in the minds of clients Helped accelerate procurement and setup of environments Lessons Learned

23 Confidential 23 How to leverage organizational politics? Agencies have tensions between each other Individuals have personal agendas Decisions seem to get stuck in a “black hole” Use TARB (Technology Architecture Review Board) Use rules of engagement for decision making Identify team spokesperson for each area of interests Problem Strategy Scrum Master should be extra vigilant about protecting the team from organization politics ResultAfter formation of TARB, the team was able to make technical decisions quickly Lessons Learned

24 Confidential 24 How to plan around waterfall elements in a Sprint? Procurement is handled by an external agency Project is dependent on external people who are transient Get resource commitments prior to start of a sprint Problem Strategy Determine the lead time required to get resource commitment Look for workarounds Result 50% stories dependent on waterfall resources got de- scoped Used a proxy to represent waterfall resources in daily Scrum Lessons Learned

25 Confidential 25 Bridging the two worlds using documentation Sprint Backlog Sprint Estimates Release Backlog Release Estimates Sprint Burndown Progress Board Impediment List Release Burndown Anticipated impediment list Project Plan Tracking Risk Management MS Project Issues List Architecture document Business requirements Use-case document QA test plan Run book Others Risk list Class/Sequence diagrams ScrumWaterfall

26 Confidential Adopting Agile in Non-Profit Organizations Richard Lawrence - Founder of Humanizing Work - Certified Scrum Coach - Software Developer for a decade - Practicing Agile for 8 years - Expert in XP, Scrum, Lean, Theory of Constraints

27 Copyright © 2009 Humanizing Work, LLC The Challenges

28 Copyright © 2009 Humanizing Work, LLC Limited Money

29 Copyright © 2009 Humanizing Work, LLC Limited People

30 Copyright © 2009 Humanizing Work, LLC Small Teams, Many Hats

31 Copyright © 2009 Humanizing Work, LLC No Profits

32 Copyright © 2009 Humanizing Work, LLC How in the world do you get anything done?

33 Copyright © 2009 Humanizing Work, LLC The Benefits

34 Copyright © 2009 Humanizing Work, LLC Reduced Waste

35 Copyright © 2009 Humanizing Work, LLC Increased Value-delivery

36 Copyright © 2009 Humanizing Work, LLC Faster Releases

37 Copyright © 2009 Humanizing Work, LLC Natural Cultural Fit (sometimes)

38 Copyright © 2009 Humanizing Work, LLC 7 Tips for Adopting Agile

39 Copyright © 2009 Humanizing Work, LLC Know what “value” means. #1

40 Copyright © 2009 Humanizing Work, LLC Pilot agile on a single project. #2

41 Copyright © 2009 Humanizing Work, LLC Protect the pilot project. #3

42 Copyright © 2009 Humanizing Work, LLC Keep it simple. #4 (especially tools)

43 Copyright © 2009 Humanizing Work, LLC Release fast. #5

44 Copyright © 2009 Humanizing Work, LLC Be willing to let agile change your organization. #6

45 Copyright © 2009 Humanizing Work, LLC Get help. #7

46 Copyright © 2009 Humanizing Work, LLC Questions?

47 Confidential Contact Information Syed H. Rayhan Phone: Blog: Twitter: srayhan Richard Lawrence Phone: Blog: Twitter: rslawrence Nimat Haque Phone: Twitter: nimathaque

48 Confidential TXT Your Session Evaluation! TXT ntc140 to Or complete online at or on a paper evaluation available in the session room.http://nten.org/ntc-eval Each completed session evaluation enters you to win a FREE 2010 NTC Registration!


Download ppt "Confidential Managing Software Projects using Agile/Scrum Nimat Haque Code71, Inc. (www.code71.com) Syed H. Rayhan Code71, Inc. (www.code71.com) Richard."

Similar presentations


Ads by Google