Introduction_to_Scrum_Agile_Values

1 Copyright ©2012 CollabNet, Inc. All Rights Reserved.ENTERPRISE CLOUD DEVELOPMENT

Intro to Scrum and Agile Values

Laszlo Szalvay

VP Worldwide Scrum Business Tuesday, April 11, 2023

2 Copyright ©2012 CollabNet, Inc. All Rights Reserved.

CollabNet Company Background• Founded in 1999; Headquarters in Silicon

Valley.

• Global offices in Singapore, Shanghai, Seoul, Tokyo, Chennai, Munich, London, Amsterdam, Seattle, Portland.

• Started Subversion project in 2000

• 50%+ Market share for Source Code Management. CollabNet named strategic leader by Gartner and Forrester

• Founders include Brian Behlendorf (Founder of Subversion, Apache Project, Mozilla Board member, CTO of the World Economic Forum) and Tim O’Reilly (founder of O’Reilly Media)

• Multiple Acquisitions along the way (VA Software, Danube, Codesion)

• Primary product today is called TeamForge and is built on top of Subversion

• 10,000 companies use our products and services


1. Define waterfall development

2. Define a working conceptual understanding of what being Agile means

3. Differentiate Scrum

4. Study basic Scrum mechanics

5. Explore Case studies to help validate some of what I say

Today’s Agenda

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Define Waterfall


Waterfall an Overview

5

In 1970, Dr. Winston Royce published “Managing the Development of Large Software Systems,” in which the waterfall paradigm was first documented. He said, “I believe in this concept, but the implementation described above is risky and invites failure.”


If Waterfall is working well – don’t change a thing. Agile & Scrum is a means to an end, not an end unto it self.

Waterfall Isn’t Always Wrong

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• Need specialists - Over-the-fence, relay race approach

• People are separated into functional groups

• Breeds culture of “it’s their fault” when something

• doesn’t work

What Kind of Team Do You Need to Accomplish This?


What does it mean to be Agile?


• The following are specific approaches, typically considered Agile*

• Extreme Programming (XP)• Scrum• Adaptive Software Development (ASD)• Crystal Clear and Other Crystal Methodologies• Dynamic Systems Development Method (DSDM)• Feature Driven Development (FDD)• Lean software development• Agile Unified Process (AUP)• Rational Unified Process (RUP)

* List updated from Wikipedia 2/21/2007

Under the Umbrella of Agile


Agile is not a process…


Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

The Agile Manifesto

Image from http://www.jamieclouting.co.uk/2011/08/managing-change-the-agile-way


• Developing software in iterations

• Delivering software increments (usually called releases and come with inherent value to the business)

• Reducing the cost of changes that come late in the game (e.g. building a IT infrastructure that allows for you to be responsive)

To me, being agile means


Agile teams are cross-functional

• All functions represented on a single team

• Team size: no more than 9 for each single team

• People work together to finish product increments

• Teams own their deliverables and are responsible for getting them done-done-done

What Kind of Team Do You Need to Accomplish This?


Differentiate Scrum


Scrum Is…

Ken Schwaber, Co-founder of Scrum“ ”Scrum is not a methodology – it is a pathway

• The management piece of Agile (engineering practice-agnostic).

• A simple framework that can be understood and implemented in a few days.

• A collaborative effort involving developers and customers in ongoing dialogue.

• A management wrapper around existing engineering practices, driving incremental improvements.


• A Silver Bullet

• Entirely New

• Equipped to Address Every Possible Contingency

Scrum Is Not…


– Delivering Business Value to stakeholders – Prioritization

– Empirical Process – Inspect and Adapt

– Team Self-organization

Key Principles in Scrum


Why Agile? Empirical vs. Defined (Predictive) Approaches

Start with all requirements & a detailed plan

Follow the plan to end with all requirements completed (someday, maybe…)

Waterfall = Defined/Predictive

Start with a Project Goal and some high priority requirements

Adapt requirements & the plan to meet the Project Goal

Scrum = Empirical


Scrum Mechanics

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• The Team• ScrumMaster • Product Owner • Stakeholder

Key Roles and Responsibilities


Scrum Roles: Responsibilities

The Scrum TeamMAKES and MEETS Commitments

The Product OwnerDefines Business Value and Prioritizesthe Product Backlog

The ScrumMasterEnforces the processand removes team impediments


Four Meetings + 1


• Daily Standup– What did you do yesterday? – What do you plan to do today? – How are you impeded?

Example: What the standup can look like

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Scrum Artifacts

Sprint Burndown

Release Burndown


Build Your Own Scrumbrought to you by Adam Weisbart

Level set your Scrum knowledge with your teammates (8 mins)

Exercise: Build Your Own Scrum


Roles, meetings, and artifacts

Scrum is a means to an end


Case Studies


• Deutsche Post – No traceability into software quality metrics, source code (unknown number of shadow IT

projects), and no formal document organization across programs or geographies– No internal development communities in place – Lack of visibility at the executive level– 1,000+ projects, 6 Continents, 4,000 people

• DHL – Poorly defined business line ownership resulting in requirements thrash, weak definitions of done,

scope creep, and a lack of meaningful metrics – Lack of flexibility / time to market between IT Services, BuIT, and the Business – 100 projects, 4 Continents, 1,200 people

• Amdocs ($2.5b software co.)– Development efforts resulted in too much time gathering requirements, – poorly defined vision, lack of Def. of Done, too much time in planning, – Incessant debate about the “right way” to do iterative development – 18 teams, 3 Continents, 200 people

• Nokia – Lack of business line ownership and integration issues – 100 Teams, 3 continents, 11,500 people

Pre-Agile Client Situations

“… we have a long history of requirements thrash, over-committing, missed schedules, insane work

weeks, poor morale, and high turnover rates”

50 Teams, 3 Continents, 500+ people

Intel, OAP PDE group

“… we have a long history of requirements thrash, over-committing, missed schedules, insane work

weeks, poor morale, and high turnover rates”

50 Teams, 3 Continents, 500+ people

Intel, OAP PDE group


• Deutsche Post – 100% secured IP control, – 30% increase in developer productivity – 20% IT Ops savings – Multiple Innersource communities in place – 800+ Projects in Flight, 6 continents, 2,000 people

• DHL – Formed Agile Center of Excellence & Steering Committee based on Global Lean Initiative – Early days – CollabNet executing against Agile Assessment, Coaching and Training – 12 projects, 100 people

• Amdocs ($2.5b software co.)– Created internal Agile Center of Excellence & community based in VP level endorsements – 18 Scrum Teams established, 200 people using the CollabNet platform– Cycle time reduction of 25%

• Nokia – 11,500 on the CollabNet platform – 100% pure Scrum Community – the largest in the world – 100+ Teams, 3 continents, 11,500 people

Post Agile Engagement 66% cycle time

reduction of which at least 50% is attributable to

CollabNet’s people and platform, nine

figure savings

Interest / Growth outside of OAP PDE

group

200 Teams, 3 Continents, 3,500+

people

Intel

66% cycle time reduction of which

at least 50% is attributable to

CollabNet’s people and platform, nine

figure savings

Interest / Growth outside of OAP PDE

group

200 Teams, 3 Continents, 3,500+

people

Intel


The Thing We’re Most Proud of – Our Clients!


• Scrum transformations require major changes in operations and organizational culture. There is a champion behind every one of those clients – someone who stuck their neck out and said, “Let’s try something different.”

• Without clients who are passionate about what they do, the products they create, and the staff they represent, there would be no need for our services and tools.

• We deliver value through training, coaching/consulting, and software products.

We’re Just a Catalyst

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• “The best compliment I can give to ScrumWorks is my staff doesn't think about it. It is intuitive and respectful of the Scrum methodology, and easily becomes a very natural extension of the methodology.” Dan Butzer, Senior Director, platform engineering team

• “I’ve transitioned several groups to Scrum and we useScrumWorks for sprint and backlog management. The intuitive interface actually helps my teams learn the Scrum process. The last thing I want to worry about is complex tooling when rolling out a new process like Scrum. With ScrumWorks, my teams are up and running in minutes.”Rob Clark, Oracle

More than Half of the Fortune 100 Use CollabNet’s ScrumWorks


© 2013 CollabNet, Inc., All rights reserved. CollabNet is a trademark or registered trademark of CollabNet Inc., in the US and other countries. All other trademarks, brand names, or product names belong to their respective holders.

Laszlo SzalvayVP Worldwide Scrum Business [email protected] https://twitter.com/#!/ewok_bbq +1-971-506-7862 http://www.linkedin.com/in/laszloszalvay

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