The World of Agile/Lean Product Development and Delivery with Scrum Made Easy

About Me
 27 years of System/Software Product
Development & Delivery Experience
– Developer
– Object Modeler
– Data Modeler
– Team Lead
– Project Manager
– Certified Scrum Master/Certified Scrum Product
Owner/Certified Scrum Practitioner
– Bachelor of Science/Computer Science
– Master of Business Administration/MIS
My Motto:
"Value-added Agile/Lean product development combines leading change, practicing shared Agile
values & principles, applying iterative/incremental product development and takes wisdom,
passion, courage, a desire to be better and openness, especially to change"

Copyright © 2008 Russell Pannone. All rights reserved. 2

Kanban Board
Pending WIP Done
Story Story
Story
Story Story
Story
Define Story
Story Story Story
Story
Story Story

Story
Story Story Story
Story Story
Story
Story Build & Story
Test Design
Implement
Story Story
Story Story

Story Story Story

Story
Story

Story
Story Story
Code
Story Story

Copyright © 2008 Russell Pannone. All rights reserved.

 Overview: What it Means to be Agile and Lean
 Leading Change
 Agile Values & Principles
 Iterative/Incremental System/Software Product Development &
Delivery
 SCRUM
 People
 Practices
 Where Quality Control & Quality Assurance Fit
 Preventing Defects of Intent and Defects of Implementation by:
 Ensuring We are Doing the Right Things – “Fit for Purpose”
 Ensuring We are Doing Things Right – “Fit for Use”


Results from Scott Ambler‟s February 2008 Agile Adoption Survey posted at http://www.ambysoft.com/surveys/agileFebruary2008.html

Value = Positive Results Over Time


SS Agile SS Agile

11

1950‟s Today


Release Sprint Sprint
Planning Planning Review &
Retrospective

- Planning
- Product Owner - Daily Standup
- Scrum Master - Sprint Review
- Team - Retrospective

15

Source: VesionOne 2008 State of Agile Development Survey

Copyright © 2008 – 2012 Russell Pannone. All rights reserved. 16

Agile
Leading Change Values &
Principles

Iterative and
Incremental
Scrum
System/Software
Product
Development

Copyright © 2008 Russell Pannone. All rights reserved. People 17

Transformational Challenge
Re-Engineering
Re-Strategizing
Cultural Renewal

Agile
Values & Principles
Leading Change

Iterative and Incremental
System/Software Product
Scrum
Development


19

Your
Change/Action
Plan

Agile
Values & Principles
Leading Change

Scrum
Development

* Taken from Leading Change by John Kotter - 1996

Your Change-Action Plan
(continued on next slide)

1. Establishing a sense of urgency
- Identifying and discussing Strengths, Weaknesses, Opportunities, Threats
2. Creating the guiding coalition
- Putting together a group with enough power to lead the change
- Getting the group to work together as a team
3. Developing a vision and strategy
- Creating a vision to help direct the change effort
- Developing strategies for achieving that vision
4. Communicating the change vision
- Using every vehicle possible to constantly communicate the new vision and
strategies
- Having the guiding coalition role model the behavior expected of employees

21
* Taken from Leading Change by John Kotter - 1996

Your Change-Action Plan
(continued from previous slide)

5. Empowering broad-based action
- Getting rid of obstacles
- Changing policies, procedures and structures that undermine the change vision
- Encourage risk taking and nontraditional ideas, activities, and actions
6. Generating short-term wins
- Planning for visible improvements in performance, or “wins”
- Creating those wins
- Visibly recognizing and rewarding people who make wins possible
7. Consolidating gains and producing more change
- Using increased credibility to change all policies, procedures and structures that don‟t fit
the transformation vision
- Hiring, promoting, and developing people who can implement the change vision
- Reinvigorating the cultural renewal with new projects, themes and change agents
8. Anchoring new approaches in the culture
- Creating better performance through customer and productivity oriented behavior, more
and better leadership, and more effective management
- Articulating the connections between new behaviors and original success
- Developing means to ensure leadership development and succession
22


 Collaboratively and adaptively develop value-
adding product increments in a continuous flow
from requirements to deployment
 Be objective and see things as a whole
 Be value-driven not plan/task-driven
 Identify and continually discuss individual, team
and enterprise strengths, weaknesses,
opportunities and challenges
 Put together a coalition to lead by example and
teach
 Create a vision to help direct change
 Use every vehicle possible to constantly
communicate the vision and strategies
 Get rid of barriers to being agile
 Generate short-term wins
 Develop people who can implement the change
 Anchor being agile in the culture

Manifesto for Agile Software Development

We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding 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 .

Leading Change Agile
Values &
Principles

Development Scrum


Our highest priority is to satisfy the customer through early and The most efficient and effective method of conveying information to and
continuous delivery of valuable software. within a development team is face-to-face conversation.
Welcome changing requirements, even late in development. Agile processes promote sustainable development. The sponsors,
Agile processes harness change for the customer's competitive developers, and users should be able to maintain a constant pace
advantage. indefinitely.
Deliver working software frequently, from a couple of weeks to a Continuous attention to technical excellence and good design enhances
couple of months, with a preference to the shorter timescale. agility.
Business people and developers must work together daily Simplicity--the art of maximizing the amount of work not done--is
throughout the project. essential.
Build projects around motivated individuals. Give them the The best architectures, requirements, and designs emerge from self-
environment and support they need, and trust them to get the job organizing teams.
done. At regular intervals, the team reflects on how to become more effective,
Working software is the primary measure of progress. then tunes and adjusts its behavior accordingly. 25

Agile
Values & Principles
Leading Change

Iterative & Incremental
Development

Scrum


What is Iterative and Incremental Development?

 The definition of "iterative" is to involve repetition
 Iterative Development is a development approach that "cycles" through a set of
activities, from understanding requirements to incrementally produce and refine
an effective solution
 Iterative Development involves the successive refinement of the solution
definition and implementation by the repetitive application of the core
development activities to incrementally produce and refine an effective solution


The General Pattern of Agile Development

Increment of
Potentially
Maturity Shippable
Level Product

Maintain &
Advance

Time

Agile
Leading Change
Values & Principles

Scrum
Development

Copyright © 2005 Mountain Goat Software.


Scrum Explained
“The… „relay race‟ approach to
product development…may conflict
with the goals of maximum speed
and flexibility. Instead a holistic or
‘rugby’ approach—where a team
tries to go the distance as a unit,
passing the ball back and forth—
may better serve today’s
competitive requirements.”- Hirotaka
Takeuchi and Ikujiro Nonaka, “The New New Product Development
Game”, Harvard Business Review, January 1986

In Scrum you work in iterations
delivering value-adding results
incrementally


- Planning


Scrum Roles & Definitions



(continued from previous slide)



Looking at SCRUM
from a Different Perspective

- Planning

Pivotal Progress
Points Items


User Stories Business Story Points
Priority
Story A 1 5
Story B 2 8
Story C 3 1
Story D 4 8
Story E 5 2
Story F 6 2
Story G 7 2
Story H 8 8
Story I 9 5
Story J 10 1

Copyright@ 2008 Russell Pannone. All rights reserved. 36

The Product Owner/Customer tells us they want an implement for writing,
drawing, or marking that is easy to keep sharp, is comfortable to hold, and when
they want to they can easily make a correction.

We collaborate more with the Product Owner/Customer on their needs or
requirements and define the implement’s features and corresponding
benefit/value, as depicted in the table below. Take notice that we have benefits
that influence the implement’s functionality and constrain its design and final
form.

Features Benefits/Value
Is made of wood Easy to sharpen and smells good
Has a specific diameter Comfortable
Surface to be coated Won’t get splinters
Contains a lead composite filler Creates an impressive line
Has an eraser at the end Makes correcting easy


• As an implement user I want an implement that is made
of wood so it is easy to sharpen and smells good when
sharpening
• As an implement user I want an implement that has a
specific diameter so it is comfortable to hold
• As an implement user I want the surface of the
implement to be coated so I won’t get splinters when I
use it
• As an implement user I want the implement to contain a
lead composite filler so I can create an impressive line
• As an implement user I want to have at the end of the
implement an eraser so I can easily make a correction

A story is a “placeholder”
for a requirement formulated in
one or two sentences written in the
everyday language of the customer
or user describing desired
functionality; containing just
enough information so that the
product team can produce a
reasonable estimate of the effort to
implement it

As a Customer I
want to review my
order so that I can
verify my address
is correct


Four factors to consider when prioritizing
1. Degree of uncertainty - the amount and significance of
learning and new knowledge gained by developing the
product increment
2. The amount of risk removed by developing the product
increment
3. The value of having the product increment
4. The cost of developing the product increment

Story Points: Relative Measure of
the Size of a User Story
 What matters are the Product Backlog
relative values
 The raw values we assign are
unimportant
 A story assigned a two
should be twice as much as a
story that is assigned a one;
it should be two-thirds of a
story that is estimated as
three story points
 Estimating in story points
completely separates the
estimation of effort from the
estimation of duration
43

Project Execution
Project Inception
(Sprints)
Product
Vision
Sprint Plan

Stories and
Backlog
Review and Adapt Develop

Release Plan
From “Agile Project Management” Jim Highsmith Copyright 2004


User Stories Business Story Points
Priority
Story A 1 5
Story B 2 8
Story C 3 1
Story D 4 8
Story E 5 2
Story F 6 2
Story G 7 2
Story H 8 8
Story I 9 5
Story J 10 1


1. Selecting Stories from the
Product Backlog
2. Identifying the tasks to
realize a selected Story
3. Estimating the hours
required to complete the
task
4. ScrumMaster validates total
estimated work against
total team capacity during a
Sprint (# of people *
productive hours/day * # of
days for the Sprint)


1. Selecting identified
tasks to complete
2. Completing them
per the team's
definition of done
3. This cycle repeats
until all Story
points for the
Sprint are earned
and/or Sprint is
complete


Team Velocity


Velocity Chart Example
45

40

35

30

25
Velocity

20

15

10

5

0
1 2 3 4 5 6 7 8 9 10

Sprint 56

Burndown Chart consists of
Story Points

| | | | | | | | | | |
S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11

On a Scrum project, the team tracks its progress against a release plan by
updating a release burndown chart at the end of each Sprint.

The horizontal axis of the release burndown chart shows the Sprints; the
vertical axis shows the amount of work remaining at the start of each Sprint in
Story points.

Burnup Chart Example

58

O
P

Leading Change
Agile
Values & Principles

Scrum
Development

A practice is a common approach
for doing something
with a specific purpose in mind

Skill
Role
Level

Depth
of Persona
Knowledge


Barrier to Becoming Agile
Skill
Role
Level

Depth
of Persona
Knowledge
Your Competency Assessment
Executive Development Support

Business
Unit

Information
Services
And
Technology

Motivation

Motivator Factors Hygiene Factors
•Achievement •Pay and Benefits
•Recognition •Company Policy and Administration
•Work Itself •Relationships with co-workers
•Responsibility •Physical Environment
•Promotion •Supervision
•Growth •Status
•Job Security
•Salary


Candidate Practices


Working software & demo
Unit test
Code review
Installer
Tests
Functional
Performance
Regression
Documentation
User docs/Online help
Internal design docs
Release notes
API documents
Copyright@2009 SolutionsIQ All rights Reserved


A Paradigm Shift
How is Agile Planning Different from Traditional Approaches?

A Paradigm Shift

Source: www.dsdm.org

When Being Agile,
Where Does
Quality Management
Fit?


Ensure We Are Doing the Right Things
(continued from previous page)


Ensure We Are
Doing Things Right


Looking at the Big Picture
Quality
is Everyone's Responsibility


The World of Agile/Lean Product Development and Delivery with Scrum Made Easy

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