1. Agile vs. The Iron Triangle SCRUMUnder Fixed Contracts Ethan Huang

2. Ethan Huang

4. It’s NOT about Game Development

5. But aREAL STORY of a consulting project

6. The client is Agile At least they think they are

7. We deliver SERVICE Business analysis Solution architecting Delivery

8. Boss wanted SCRUM

9. TEAM was established

10. Ready to GO!

11. PO identified a list of EPIC STORIES

12. Team provided BALLPARK ESTIMATES

13. SOW sighed off against STORY POINTS

14. BUDGET approved for “120 Points”

15. RELEASE PLAN approved

16. Entering the DELIVERY phase …

17. SPRINTS started

18. Epics were decomposed to USER STORIES

19. Team did SPRINT PLANNING

20. Estimates became more ACCURATE

21. OOPS …

22. People were shocked by the new ESTIMATES

23. PO didn’t like the NEW number

24. Team was asked to talk “APPLES TO APPLES”

25. RELEASE DATE cannot change

26. BUDGET cannot change

27. Schedule became a PROBLEM

28. Something must have gone WRONG …

29. We were trapped in the IRON TRANGLE

30. FRUSTRATED …

31. How could we GET OUT?

33. A simple LIST became our hope

34. It was a list of ASSUMPTIONS for Epics

35. Assumption for Epic # 1: SSO module ONLY connects to 3 major 3rd party applications Assumption for Epic # 2: This interface only talks to Facebook Twitter, WILL NOT talk to LinkedIn

36. Epics vs. User Stories - GRANULARITY

37. Revisedthe RELEASE PLAN

38. But the client was still UNHAPPY

39. Until our VELOCITY increased

40. An invisible FORMULAin their mind 1 point = 15 man days

41. VELOCITY exceeded that fixed expectation

42. Sign work orders against RELEASES

43. The client SPENT MORE, but GOT MORE

44. Customer collaboration over contract negotiation

45. Takeaways Use different granularity when defining the SCOPE Define the work we will NOT do Break the invisible HOURS/STORY POINT equivalence Small work orders, aligned to INCREMENTAL delivery Ethan Huang