Post on 13-Dec-2014
description
and the World Crisis
Rafael Sabbagh
Marcos Garrido
ScrumWhy Scrum is the best choice for
projects in times of crisis
v 2.0
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Speakers
• Rafael Sabbagh• Certified Scrum Practitioner (CSP) / ScrumMaster• Seven years of experience in IT Project Management and
Development Team Leadership• Computer Engineer - PUC-Rio• Master Student in Administration - PUC-Rio• MBA - PUC-Rio
• Marcos Garrido• Certified Scrum Product Owner (CSPO)• Six years of experience in IT Project Management and
Development Team Leadership • Information Technologist - PUC-Rio• Master Student in Administration - PUC-Rio• MBA - PUC-Rio
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Part I
World Crisis
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The world just faced a large crisis...U.S.-aided banks U.S.-aided banks are offering less are offering less creditcredit
ADDICTED TO RISK
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...and it’s still healing from it!
Who believes that we’re safe for now?
…and who believes that there’s more coming?
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World Crisis of the last 80 years
1929Wall Street Crash
1944WWII
1971Oil
19732nd Oil
1982Mexican Debt
1994Tequila Effect
1997Asian Tigers
1998Russian Financial
2000Dot Com
20019/11
2002Tango Effect
2007Subprime !! 2010
China Credit Bubble
More than 50% in the last 15 years!Come on! Another one?!
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We’ve got to be prepared!
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The crisis scenario is hard!
• Demand for projects shrinking • Investments in technology diminishing• Longer decision making process• Limited access to credit• Financial problems with most clients • Resource rationalization • Margin pressure • Environment of uncertainty • Constant changes
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Part II
How to survive?
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How to survive?
The market demands that organizations change the way they work in order to survive
turbulent times.
A truePARADIGM SHIFT
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How to survive?
This new way of work shall:
Work well on rapidly changing environments, allowing frequent replanning
Focus on maximizing the client's Return On Investment (ROI)
Help reduce time-to-production or time-to-market
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How to survive?
This new way of work shall:
Avoid wasted effort/time with subproducts (e.g. docs.) and features that will never be used
Always deliver value to the client, even if the project needs to be halted
increase the communication and feedback between the project's stakeholders, so people will know what needs to be done and what's being done
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How to survive?
What framework for project development focuses on all those
issues?
Scrum
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How to survive?
Scrum is the best choice for projects in times of
crisis!
Also, Scrum helps to protect organizations from
crisis to come!
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Part III
Why Scrum?
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Why Scrum?
We’ll offer several arguments so that people can decide or influence others to
opt for Scrum in their organizations.
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NO waste!
Non-agile methodologies defend that a big amount of documents must be generated so that a project may succeed
Project Charter
Preliminary Scope
Statement
Project Management
Plan
Change Requests
Progress Report
Performance Report
Acceptance Report
Project Closure Report
Detailed Schedule
Earned Value Analysis
Lessons Learned
Document
Sequence Diagrams
Components Diagram
Collaboration Diagram
State Diagrams
Use Cases Diagram
Packages Diagram
Activities Diagram
...what else?
Does the cost of production and maintenance of those documents pay?
How many of those documents will be kept current?
How many will be really useful for the project development?
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NO waste!
• 35% of requirements change
• 65% of functionalities are never or rarely used
About 50% of a typical project’s time (and money) is spent on requisites, architecture
and specifications
Requirement AnalysisSpecification / Architecture
Implementation Tests Maintenance
all that is done before building any functionality!and it gets
worse...
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NO waste!
In the current world scenario, is
such waste of time and effort acceptable?
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NO waste!
After all, the objective of a project is the product - not the documentation!
With Scrum, only the documentation strictly sufficient and necessary must be
produced for the project
That is, produce only what will be used.
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NO waste!
On Scrum, the Product Backlog must keep up with the client needs. And those change on the course of the project.
Therefore, whatever is delivered has a better chance of actually being used by the client.
The functionalities that’ll be implemented are the ones of most importance for the client before the beginning of every sprint.
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Better value first!
With waterfall, the client only gets value at the end
of the project.
THE release
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Better value first!
With Scrum, the Product Owner must constantly update and prioritize the Product Backlog by the items with better value for the client.
Therefore, Scrum assures that items of most value get delivered first, generating ROI frequently for the client.
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Better value first!
• In times of crisis, organizations must stay competitive. Prioritizing the Product Backlog based on value allows the organization to:
• deliver results to its clients faster than the other players
• put in production functionalities that add better value to their businesses more quickly
• launch products and new versions more frequently on the market, so that they keep up with the inevitable market changes
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May changes come!
Large and frequent transformations happen in times of crisis
Changes in legislation and regulation
Changes in business rules
New business opportunities
Important players leave the market
Big losses and budget becomes scarce
Mergers and aquisitions / government interventions
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May changes come!
How do traditional methodologies deal with changes?
Change is undesirable!
Change is risky!
Change is expensive!
Change must be
negotiated!
As almost all the planning is made at the beginning of the project, there’s very
little room for changes!
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May changes come!
How do traditional methodologies deal with changes?
“The limited scope contract will protect us! The client may want to change it all!”
“Every change must be negotiated with the client! Its impact must be quantified!”
“Every change must be revised, approved, planned, documented and managed!”
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May changes come!
Change Management is a source of stress on projects that use non-agile
methodologies.
Stress on the long-term relationship with the client.
Daily stress on the project team.
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May changes come!
How Scrum deals with change?
Scrum maintains that change is a natural part of the development process
Agile manifesto: “respond to changes over following a plan”
Changes are always reflected in the Product Backlog
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May changes come!
How Scrum deals with change?
Client’s new requests can be introduced on the product by the following sprint!
Such quick response to change becomes a great competitive advantage…
...making it possible to turn a crisis into an opportunity!
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The client perceives the project as a
big black box, which content will be revealed solely by the end of the process.
Parcels or partners?
On a typical waterfall project, when is the client encouraged to participate?
Requirement AnalysisSpecification / Architecture
Implementation MaintenanceTests
Acceptance Tests
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Parcels or partners?
Therefore, it's unlikely that what the client asked for in the beginning of the project will fulfill his needs in the end.
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Parcels or partners?
How Scrum deals with communication?
The Product Owner is always in touch with client to identify his needs and
update the Product Backlog.
The client frequently gets new versions…
... and can give feedback more quickly to the team through the Product Owner.
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Parcels or partners?
How Scrum deals with communication?
That way, the client feels involved with the whole process...
...sharing the responsibility over the project with the team...
... increasingly trusting the team and the process itself.
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Parcels or partners?
The relationship with the client ceases being merely commercial and instead fosters:
Partnership Complicity Satisfaction Fidelity
A long-term relationship is then developed with the client, which can often
overcome strong periods of crisis.
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Parcels or partners?
With non-agile methodologies, how is project visibility promoted to its
stakeholders?
State Diagrams
Mainly through documentation, which...
...takes a lot of work to be
produced
...is not efficient
...is hard to update
...ends up being
dismissed
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Parcels or partners?
With Scrum, project visibility is constantly promoted!
Daily meetings
TaskboardWorking in a
collocated environment
Client involvement
Burndown charts
Frequent releases
Review meeting
Retros-pective
...are some examples.
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Parcels or partners?
Keeping communications open between the project’s stakeholders is the best way to assure that everyone knows what needs to
be done and what’s being done.
That leads to an increase of productivity, which is essential to surviving the new
reality.
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What if the project gets suspended?
Requirement AnalysisSpecification / Architecture
Implementation Tests Maintenance
In a non-agile project, what will be delivered to the client if the project gets suspended...
...here? ...or here?...or even here?
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What if the project gets suspended?
A project with Scrum works differently...
VALUE is delivered in every iteration!
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What if the project gets suspended?
A project with Scrum always produces an increment on the product which is potentially deliverable at the end of every sprint.
As such, if the project gets suspended at any moment, the client may utilize what has been generated on previous sprints, minimizing his risks.
In a non-agile project, chances are the client won’t be getting any return whatsoever on the investments made.
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What if the project gets suspended?
On an environment of uncertainties, minimizing the client’s risks becomes an important competitive
advantage.
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What if members leave the team?
With waterfall, roles inside the projects are very well defined, with high specialization.
What happens in waterfall projects?
If a member leaves the team, no one will be able to do his job.
Periods of crisis lead to high turnover rates. Teams frequently change.
Therefore, the whole project’s success is
threatened!
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What if members leave the team?
The team is cross-functional. Responsibility over delivery belongs to the whole team.
And what happens in projects with Scrum?
Although there is a natural specialization, people are stimulated to develop and utilize
their secondary abilities...
...and, in general, will do their best to compensate for the lack of team members.
So, even with changes, the team can keep
delivering.
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Part IV
Conclusions
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Conclusions
In this presentation, we showed that
Scrum is the best choice for projects, specially in
turbulent times.
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Conclusions
We offered several arguments so that people can decide or influence others to
opt for Scrum in their organizations.
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Conclusions
Organizations which use Scrum are closer to its clients, focused
on results, more compact, objective and transparent.
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Conclusions
Therefore these organizations will be more prepared to the new
world reality, ahead of competition.
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Part V
Bibliography
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Bibliography
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Contact us
http://scrumability.net
Rafael Sabbaghsabbagh@gmail.com
Marcos Garridomgarridobr@gmail.com