Kenneth R. Walsh, Ph.D. Associate Professor Department of Management and Marketing University of New...
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Transcript of Kenneth R. Walsh, Ph.D. Associate Professor Department of Management and Marketing University of New...
SCRUM SE
SCRUM SEWHAT IS SCRUM AND UNDER WHAT CIRCUMSTANCE DOES IT
FIT INTO THE SYSTEMS ENGINEERING PROCESS?
Kenneth R. Walsh, Ph.D.Associate ProfessorDepartment of Management and MarketingUniversity of New Orleans
The 2
014 S
outh
east
Sym
posi
um
on C
onte
mpora
ry E
ngin
eeri
ng T
op
ics
(SSC
ET)
& t
he U
NO
Engin
eeri
ng F
oru
m
WHY IS IT DIFFICULT TO MAKE THIS A BETTER SYSTEM?
SOFTWARE SYSTEMS FACED THE SAME PROBLEMS
• COMPLEX SYSTEMS
• COMPLEX REQUIREMENTS
• COMPLEX INTERFACE
TRADITIONAL WATERFALL APPROACH
Analysis
Design
Development
Testing
Implementation
Maintenance
Scrum Sprint
Problems With Traditional Approach•Analysis Paralysis•Requirements Change•Technology Changes•Unknown unknowns•Unknown could-be’sLe
sson L
earn
ed
Scrum Sprint
2
HANDLING REQUIREMENTS – THE SCRUM BACKLOG
• INCLUDES USER STORIES
• INITIALLY DEVELOPED AT A HIGH LEVEL
• PRIORITIZED
• TOP ITEMS SELECTED FOR SPRINT AND REFINED IF NECESSARY
• PROJECT INITIATION
• PRODUCT VISION
• ITERATIVE SPRINTS (EACH 3-5 WEEKS)
• SPRINT PLANNING MEETING
• SPRINT
• DAILY SCRUM
• SCRUM OF SCRUM (LARGE MULTI-TEAM PROJECTS ONLY)
• SPRINT REVIEW MEETING
• SPRINT RETROSPECTIVE MEETING
• COMPLETION
SCRUM PROCESS
SCRUM PROCESS
http://commons.wikimedia.org/wiki/File:Scrum_process.svg
• MORE IMPORTANT WITHOUT EVERY REQUIREMENT DEFINED
• SHARED VISION
• A CLOSER PARTNERSHIP BETWEEN TECHIES AND BUSINESS PEOPLE THAN USUALLY ACHIEVED WITH SDLC
• IDENTIFY KEY ASPECTS OF PRODUCT NOT DETAILS
• BROAD VISION, BUT CANT PREDICT FUTURE
• MINIMAL MARKETABLE PRODUCT
THE PRODUCT VISION
• IN OTHER CONTEXTS
• REQUIREMENTS
• USE CASE SCENARIOS
• IDENTIFIES USER ROLE AND WHAT THEY WANT TO ACCOMPLISH
• BEGIN WITH A SHORT DESCRIPTION
• CAN BE FURTHER DEVELOPED IF NEEDED AFTER BEING PRIORITIZED
• NEEDS ACCEPTANCE TEST BEFORE BEING USED FOR A SPRINT
USER STORIES
• BACKLOG ITEMS
• IDEAS
• FEATURES
• REQUIREMENTS
• SOME WELL DEVELOPED, SOME NOT
• SOME DISCARDED
• MANAGED BY PRODUCT OWNER
• PRIORITIZED FOR SPRINT
THE PRODUCT BACKLOG
• SELECT ITEM FROM THE PRODUCT BACKLOG
• ESTIMATE ITEMS
• SELECT SET OF ITEMS THAT CAN BE COMPLETED IN THE SPRINT
• CREATE SPRINT BACKLOG
SPRINT PLANNING MEETING
• REVIEW PRODUCT WITH STAKEHOLDERS
• LIMIT TO 4 HOURS
• FINISHED/ CONTINUE/ CANCEL DECISION
SPRINT REVIEW MEETING
• TEAM MEMBERS REFLECT ON PROJECT
• ASK
• WHAT WENT WELL
• WHAT DIDN’T WORK
• USE IMPROVEMENT IDEAS IN NEXT SPRINT
• 3 HOUR TIME LIMIT
SPRINT RETROSPECTIVE
EARLY ATTEMPTS
http://www.crosstalkonline.org/storage/issue-archives/2012/201205/201205-Carlson.pdf
POTENTIAL ADVANTAGES
• FEEDBACK LOOP IMPROVES QUALITY OF FINAL PRODUCT
• REDUCED INVESTMENT RISK
• REDUCED PROJECT RISK (TIME, FUNCTION)
• ADAPTS TO TECHNOLOGY CHANGE
• INCREASES INNOVATION
CHALLENGES COMPARED TO IT
• MORE DIVERSE TEAM
• MORE COMPLEX SUBSYSTEM INTERACTIONS
• MORE DIFFICULT TO DETERMINE INDEPENDENT INCREMENT
FUTURE APPLICATION
• RESILIENT COMMUNITIES
• TRANSPORTATION SYSTEMS
• THE INTERNET OF THINGS
• MAN MACHINE COLLABORATION