A Transition to Scrum The Right Ingredients Presented

A Transition to Scrum The Right Ingredients Presented by Sylvain Jean, CSM revolutionagile. ca © 2010 Sylvain Jean. All rights reserved.

Initial Situation Controlling and directive micro management ( « Plandriven » ). Obvious gap between system analysts, coders and testers (not focussing on the same thing at the same time). Wide-spread demotivation: PLM unsatisfied DEV pride shaken QA impatience and misunderstanding. Inability to deliver a product from the "Trunk“ source code base. Poor product quality… Search for the culprits Everyone is on the defensive! Efforts made to develop functions that do not match customer needs at the time of delivery. A lot of developed features stay on the shelves.

Over the Walls! Team 1 QA QA QA Team 2 Requirements QA Team 2 Coding QA Team 2 Testing Delivery

Goals and Objectives Improve quality of delivered products More frequent delivery Delivery that meet customer needs (flexibility and adaptability) Boost Employees' motivation and commitment

Project Management Triangle

Our Ingredients…

Scrum Teams • New roles vs the hierarchy • Deal with specialities (System Design, QA, Coding, …) • Team building (Tuckman’s Formingstorming-norming-performing stages) • Self-managed • Work environment • Interaction with other services and the rest of the enterprise

The Product Backlog • • The value for the customer Estimating backlog items We deliver what? We deliver when? A new product to develop vs a legacy product to maintain.

Sprints (Iterations) • • The first sprint Initial adjustments Definition of Done (Do. D) Remove what does not produce value for the customer • Add all that improve or ensure product quality and maintainabiity

Project Management • The whole team estimates the tasks during the sprint planning session and this plan is continuously updated throughout the sprint duration • Burndown chart • Velocity --> Release planning (Evidencebased Scheduling ) • Tools

Software Development Practices • Automated builds • Automated tests (unit and functional) • Continuous integration and testing

Relational Practices • • We talk to each other! We pull in the same direction We help each other We do work that is outside of our immediate field of expertise We all share the same goals!

Demos • Everybody is invited! • Direct feedback from the Product Owner and other stakeholders • Motivation for doing a great work during the sprint: we have to present the results in front of all • We learn a lot about customer needs and also on the product itself

Retrospectives • To continuously improve ourselves • Will evolved according to the stage of development the team is going through Steps: • Preparation • Data (events, metrics, feelings…) • Ideas • Action Plan • Conclusion

Resilience Resistance to change is seen at all levels: • Management; • Other department of the organisation • Within the Scrum teams “The most serious impediments to using Scrum are habits of waterfall, predictive thinking over the last twenty to thirty years; these have spawned command control management, belief that demanding something will make it happen, and the willingness of development to cut quality to meet dates. These are inbred habits that we aren’t even aware of anymore. » -Scrum is Hard and disruptive, Ken Schwaber, 2006 (http: //www. controlchaos. com/storage/scrumarticles/Scrum%20 Is%20 Hard%20 and%20 Disruptive. pdf)

Add to Taste… • … Stay tuned. Collected ingredients will be compiled and posted on my blog at: http: //lecoinagile. blogspot. com/ (click here).

The Fall of the Walls… Team 1 Team 2 Sprint Product Backlog Code (Dev) QA Delivery

Results Goal Result Product Quality Achieved Release Frequency Achieved Meet customer needs Achieved Motivation and commitment Achieved Other considerations Mixed results in respect to the assent of senior management and other groups within the company. Difficult for the team to thrive to reach the next level of improvement (requires a lot of effort and courage). Need to resolve how to properly coordinate maintenance work and release development.

References Mon blog http: //lecoinagile. blogspot. com/ Working Effectively with Legacy Code By Michael Feathers (2004) Control Chaos Web Site by Ken Schwaber - Advanced Development Methods, Inc. http: //www. controlchaos. com/ Forming, storming, norming and performing Tuckman's Group Development Model From Wikipedia, the free encyclopedia http: //en. wikipedia. org/wiki/Forming, _storming, _n orming_and_performing Agile Retrospectives - Making Good Team Great By Esther Derby and Diana Larsen http: //www. scribd. com/doc/13380708/Agil eretrospectives Agile Estimating and Planning Mike Cohn User Stories Applied Mike Cohn RAPID Development Steve Mc. Connell Agile Software Development with Scrum Ken Schwaber, Mike Beedle The Enterprise and Scrum Ken Schwaber revolutionagile. ca © 2010 Sylvain Jean. Tous droits réservés.