What Product Managers Need to Know About Agile Development with Scrum
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Agile development is more talked about than well understood. Product managers are often operating within a system that assumes a traditional waterfall approach to product development where product specifications can be nailed down early on in the product development process. Making agile development work requires educating managers so they will value fast development and the virtues of learning quickly from user interface testing, early test users and initial purchasers. Attracting the best developers requires having development processes that are considered state of the art by the best candidates. Laura will discuss being an employer of choice, using the best in agile and scrum to attract and motivate employees. Transitioning from waterfall to agile is a potentially difficult process and requires planning and knowledge. An often misunderstood aspect of the transition to agile is redefinition of the roles of product owner, product developer, product marketing and scrum master, along with their interactions with the rest of the development team and internal stakeholders. A clear understanding of best practices is likely to increase the probability of product development completion on time and on budget and increase the likelihood that products developed meet key user needs.
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What Product Managers Need to Know About Agile Development with Scrum
- 1. Laura Klemme, MSc IT, PMP, CSM May 2013 Silicon Valley Product Management Meetup 1
- 2. Higher Productivity and Lower Costs Faster Time to Market Higher Quality Improved Stakeholder Satisfaction Improved Employee Engagement and Job Satisfaction What We‟ve Been Doing Isn‟t Working From: http://www.versionone.com/pdf/3rdAnnualStateofAgile_FullDataReport.pdf 2
- 3. From: Scaled Agile Framework 3
- 4. From: Scaled Agile Framework 4
- 5. Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: That is, while there is value in the items on the right, we value the items on the left more. Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas © 2001, the above authors This declaration may be freely copied in any form, but only in its entirety through this notice. From: http://www.agilealliance.org/the-alliance/the-agile-manifesto/ 5
- 6. I. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. II. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. III. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. IV. Business people and developers must work together daily throughout the project. V. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. VI. The most efficient and effective method of conveying information to and within a development team is face- to-face conversation. 6
- 7. VII. Working software is the primary measure of progress. VIII. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. IX. Continuous attention to technical excellence and good design enhances agility. X. Simplicity--the art of maximizing the amount of work not done--is essential. XI. The best architectures, requirements, and designs emerge from self-organizing teams. XII. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. From: http://www.agilealliance.org/the-alliance/the-agile-manifesto/the- twelve-principles-of-agile-software/ 7
- 8. Drawn by Laura Klemme From: http:guide.agilealliance.org/subway.html8
- 9. 9 Rendered by Laura Klemme on wordle.net
- 10. Commercial software In-house development Contract development Fixed-price projects Financial applications ISO 9001-certified applications Embedded systems 24x7 systems with 99.999% uptime requirements Software as a Service From: http://www.mountaingoatsoftware.com • Video game development • FDA-approved, life-critical systems • Satellite-control software • Websites • Handheld software • Mobile phones • Network switching applications • CMMI Model applications • Some of the largest applications in use 10
- 11. • Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time. • It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month). • The business sets the priorities. Teams self- organize to determine the best way to deliver the highest priority features. • Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint. From: http://www.mountaingoatsoftware.com 11
- 12. • Jeff Sutherland • 1993: Initial scrum at Easel Corp • IDX Systems Corp, a healthcare software technology company, 500+ doing Scrum • Original signer of Agile Manifesto From: http://www.mountaingoatsoftware.com • Ken Schwaber • 2006: Presented Scrum w/ Sutherland at ACM‟s OOPSLA (Object-Oriented Programming, Systems, Languages & Applications) • Author of 3 books on Scrum • Original signer of Agile Manifesto 12
- 13. • Mike Beedle • Co-author of first Scrum book • Original signer of Agile Manifesto From: http://www.mountaingoatsoftware.com • Mike Cohn • 2002: Co-founder of Scrum Alliance w/Ken Schwaber • Author of numerous books on Scrum • Series editor for Addison- Wesley Signature Series • Founder of Mountain Goat Software 13
- 14. Self-organizing teams Product progresses in a series of month-long “sprints” Requirements are captured as items in a list of “product backlog” No specific engineering practices prescribed Uses generative rules to create an agile environment for delivering projects One of the Tribes, “agile processes” From: http://www.mountaingoatsoftware.com 14
- 15. From: http://www.mountaingoatsoftware.com Simple Complex Anarchy Technology Requirements Far from Agreement Close to Agreement Closeto Certainty Farfrom Certainty Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle. 15
- 16. 16
- 17. Scope Schedule Cost Scope Schedule Cost Plan Driven Value Driven From: http://pmi.org 17
- 19. Loss of „Product Vision‟ between idea and the launch No single person in charge of the product Product Marketing Does Market Research Writes Product Concept Product Manager Writes Requirements Specification Development Team Writes Code Tests Code Project Manager Writes Project Plan Manages Team 19
- 20. 20 years of planning, fundraising and construction Key Stakeholders: ◦ Alpha Phi Alpha fraternity ◦ the MLK Jr National Memorial Project Foundation ◦ the US Commission of Fine Arts ◦ the National Capital Planning Commission ◦ Design: ROMA Design Group, San Francisco ◦ Artist: Lei Yixin, China ◦ Council of Historians 2007: Council of Historians select the quotations, including Dr Maya Angelou 2008: Cost estimate $120 million 20
- 21. 2009: Conflict between 3 gov‟t agencies and compromise, Construction begins 2011: Dedication ceremony Located in a 4-acres site, near the National Mall in Washington, DC Statue is 30‟ high with the „Stone of Hope‟ and „Mountain of Despair‟ and a 450‟ long Inscription Wall with 14 quotes. 21
- 22. Decision to Paraphrase Quotation ◦ “I was a drum major for justice, peace and righteousness,” King‟s actual words ◦ “If you want to say that I was a drum major, say that I was a drum major for justice. Say that I was a drum major for peace. I was a drum major for righteousness. And all of the other shallow things will not matter.” 2011: Maya Angelou ◦ “The quote makes Dr Martin Luther King look like an arrogant twit…” 2013: Solution approved to remove the quote for a cost of ~$800,000 From: http://en.wikipedia.org/wiki/Martin_Luther_King,_Jr._National_Memorial 22
- 23. In Agile, the Product Owner is the product visionary and follows the product through the entire life cycle 23
- 24. From: http://www.mountaingoatsoftware.com Product Vision Product Roadmap Release Plan Iteration Plan Daily Plan Yearly by the Product Owner Bi-Yearly by the Product Owner Quarterly by the Product Owner and Team Bi-Weekly by the Team Daily by the Individuals 24
- 25. Roles Product Owner Scrum Master Team Ceremonies Sprint Planning Sprint Review Sprint Retrospective Daily Scrum Meeting Artifacts Product Backlog Sprint Backlog Burndown Charts From: http://www.mountaingoatsoftware.com 25
- 26. Roles Product Owner Scrum Master Team Ceremonies Sprint Planning Sprint Review Sprint Retrospective Daily Scrum Meeting Artifacts Product Backlog Sprint Backlog Burndown Charts From: http://www.mountaingoatsoftware.com 26
- 27. From: http://www.mountaingoatsoftware.com Define the features of the product Decide on release date and content Be responsible for the profitability of the product (ROI) Prioritize features according to market value Adjust features and priority every iteration, as needed Accept or reject work results 27
- 28. From: http://www.mountaingoatsoftware.com Represents management to the project Responsible for enacting Scrum values and practices Removes impediments Ensure that the team is fully functional and productive Enable close cooperation across all roles and functions Shield the team from external interferences 28
- 29. From: http://www.mountaingoatsoftware.com Typically 5-9 people Cross-functional: ◦ Programmers, testers, user experience designers, etc. Members should be full-time ◦ May be exceptions (e.g., database administrator) Teams are self-organizing ◦ Ideally, no titles but rarely a possibility Membership should change only between sprints 29
- 30. From: http://www.goodenoughmother.com From: http://peterrhysthomas.wordpress.com The behavior common to Scrum: „Moving the Scrum downfield‟ Character of the team: it tries to go the distance as a unit, passing the ball back and forth 30
- 31. Roles Product Owner Scrum Master Team Ceremonies Sprint Planning Sprint Review Sprint Retrospective Daily Scrum Meeting Artifacts Product Backlog Sprint Backlog Burndown Charts From: http://www.mountaingoatsoftware.com 31
- 32. Team Capacity Product Backlog Business Conditions Current Product Technology From: http://www.mountaingoatsoftware.com Sprint Goal Sprint Backlog SprintPrioritization Analyze and evaluate product backlog Select sprint goal SprintPlanning Decide how to achieve sprint goal (design) Create sprint backlog (tasks) from product backlog items (user stories/features) Estimate sprint backlog 32
- 33. From: http://www.mountaingoatsoftware.com Team selects items from the product backlog they can commit to completing Sprint backlog is created ◦ Tasks are identified ◦ Estimated using story points – Planning Poker ◦ Collaboratively, not done alone by the Scrum Master High-level design is considered 33
- 34. From: http://www.mountaingoatsoftware.com Team estimation for Story Points Agree on point scale Team briefly discusses a story Everyone silently selects a point card Team reveals all cards at once If outliers exist, discuss and re-vote 34
- 35. From: http://www.mountaingoatsoftware.com Parameters ◦ Daily ◦ 15-minutes ◦ Stand-up Not for problem solving ◦ Whole world is invited ◦ Pigs vs Chickens ◦ Only team members, Scrum Master, Product Owner, can talk Helps avoid other unnecessary meetings 35
- 36. From: http://www.mountaingoatsoftware.com Everyone answers 3 questions These are NOT status for the Scrum Master They are commitments in front of peers What did you do yesterday? What will you do today? Is there anything in your way? 36 1 2 3
- 37. From: http://www.mountaingoatsoftware.com Team presents what it accomplished during the sprint Typically takes the form of a demo of new features or underlying architecture Informal ◦ 2-hour prep time rule ◦ No slides Whole team participates Invite the world 37
- 38. From: http://www.mountaingoatsoftware.com Periodically take a look at what is and is not working Typically 15–30 minutes Done after every sprint Whole team participates ◦ Scrum Master ◦ Product Owner ◦ Team ◦ Possibly customers and others Start / Stop / Continue 38
- 39. Roles Product Owner Scrum Master Team Ceremonies Sprint Planning Sprint Review Sprint Retrospective Daily Scrum Meeting Artifacts Product Backlog Sprint Backlog Burndown Charts From: http://www.mountaingoatsoftware.com 39
- 40. From: http://www.mountaingoatsoftware.com The requirements A list of all desired work on the project Ideally expressed such that each item has value to the users or customers of the product Prioritized by the Product Owner Reprioritized at the start of each sprint 40 This is the product backlog
- 41. From: http://www.mountaingoatsoftware.com A short statement of what the work will be focused on during the sprint Database Application Make the application run on AWS Life Sciences Support features necessary for population genetics studies 41
- 42. From: http://www.mountaingoatsoftware.com Individuals sign up for work of their own choosing ◦ Work is never assigned Estimated work remaining is updated daily Any team member can add, delete or change the sprint backlog Work for the sprint emerges If work is unclear, define a sprint backlog item with a larger amount of time and break it down later Update work remaining as more becomes known 42
- 44. From: http://www.mountaingoatsoftware.com Typical individual team is 7 ± 2 people ◦ Scalability comes from teams of teams Factors in scaling ◦ Type of application ◦ Team size ◦ Team dispersion ◦ Project duration Scrum has been used on multiple 500+ person projects 44
- 46. Educate widely ◦ Management, stakeholders, team, customers Start small Pilot Continuous Improvement Use an Agile Coach Training – Scrum Alliance 46
- 47. Agile Alliance Scrum Alliance mountaingoatsoftware.com PMI.org Version One 47
- 48. Laura Klemme, MSc IT, PMP, CSM LinkedIn: http://www.linkedin.com/in/lauraklemme Twitter: @lklemme 48