Introduction_to_Scrum_Agile_Values

Intro to Scrum and Agile Values

Laszlo Szalvay
VP Worldwide Scrum Business
Wednesday, January 16, 2013

ENTERPRISE CLOUD DEVELOPMENT
1 Copyright ©2012 CollabNet, Inc. All Rights Reserved.

CollabNet Company Background
• Founded in 1999; Headquarters in Silicon
Valley.
• Global offices in Singapore, Shanghai, Seoul,
Tokyo, Chennai, Munich, London, Amsterdam,
Seattle, Portland.

• Started Subversion project in 2000
• 50%+ Market share for Source Code
Management. CollabNet named strategic
leader by Gartner and Forrester

• Founders include Brian Behlendorf (Founder of
Subversion, Apache Project, Mozilla Board
member, CTO of the World Economic Forum) and
Tim O’Reilly (founder of O’Reilly Media)

• Multiple Acquisitions along the way (VA
Software, Danube, Codesion)

• Primary product today is called TeamForge and
is built on top of Subversion

• 10,000 companies use our products and
services

Today’s Agenda
1. Define waterfall development

2. Define a working conceptual understanding of what being Agile means

3. Differentiate Scrum

4. Study basic Scrum mechanics

5. Explore Case studies to help validate some of what I say

3

Define Waterfall


Waterfall an Overview

In 1970, Dr. Winston Royce published
“Managing the Development of Large
Software Systems,” in which the waterfall
paradigm was first documented. He said, “I
believe in this concept, but the
implementation described above is risky and
invites failure.”

5

Waterfall Isn’t Always Wrong

If Waterfall is working well – don’t change a thing. Agile & Scrum is a
means to an end, not an end unto it self.

6

What Kind of Team Do You Need to Accomplish This?

• Need specialists - Over-the-fence, relay race
approach
• People are separated into functional groups
• Breeds culture of “it’s their fault” when something
• doesn’t work


What does it mean to be Agile?


Under the Umbrella of Agile

• The following are specific approaches, typically considered Agile*

• Extreme Programming (XP)
• Scrum
• Adaptive Software Development (ASD)
• Crystal Clear and Other Crystal Methodologies
• Dynamic Systems Development Method (DSDM)
• Feature Driven Development (FDD)
• Lean software development
• Agile Unified Process (AUP)
• Rational Unified Process (RUP)

* List updated from Wikipedia 2/21/2007


Agile is not a process…


The Agile Manifesto

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.

Image from http://www.jamieclouting.co.uk/2011/08/managing-change-the-agile-way


To me, being agile means

• Developing software in iterations

• Delivering software increments (usually called releases and come with
inherent value to the business)

• Reducing the cost of changes that come late in the game (e.g. building a
IT infrastructure that allows for you to be responsive)


What Kind of Team Do You Need to Accomplish This?

Agile teams are cross-functional
• All functions represented on a single team
• Team size: no more than 9 for each single team
• People work together to finish product increments
• Teams own their deliverables and are responsible for getting them
done-done-done


Differentiate Scrum


Scrum Is…
• The management piece of Agile (engineering
practice-agnostic).
• A simple framework that can be understood and
implemented in a few days.
• A collaborative effort involving developers and
customers in ongoing dialogue.
• A management wrapper around existing
engineering practices, driving incremental
improvements.

15
“ Scrum is not a methodology – it is a pathway

Copyright ©2012 CollabNet, Inc. All Rights Reserved.
”
Ken Schwaber, Co-founder of Scrum

Scrum Is Not…

• A Silver Bullet

• Entirely New

• Equipped to Address Every Possible Contingency


Key Principles in Scrum

– Delivering Business
Value to
stakeholders –
Prioritization

– Empirical Process –
Inspect and Adapt

– Team Self-
organization


Why Agile? Empirical vs. Defined (Predictive) Approaches

Waterfall = Defined/Predictive

Start with all Follow the plan to end with
requirements & a all requirements completed
detailed plan (someday, maybe…)

Scrum = Empirical

Start with a Project Goal Adapt requirements &
and some high priority the plan to meet the
requirements Project Goal


Scrum Mechanics


Key Roles and Responsibilities

• The Team
• ScrumMaster
• Product Owner
• Stakeholder

20 Copyright ©2012 CollabNet, Inc. 20 Rights Reserved.
All

Scrum Roles: Responsibilities

The Scrum Team
MAKES and MEETS
Commitments

The Product Owner
Defines Business Value and
Prioritizes
the Product Backlog

The ScrumMaster
Enforces the process
and removes team
impediments


Four Meetings + 1


Example: What the standup can look like
• Daily Standup
– What did you do yesterday?
– What do you plan to do today?
– How are you impeded?

23

Scrum Artifacts

Release
Burndown

Sprint Burndown


Exercise: Build Your Own Scrum

Build Your Own Scrum
brought to you by Adam Weisbart

Level set your Scrum knowledge with your teammates (8 mins)


Roles, meetings, and artifacts

Scrum is a means to an end


Case Studies


Pre-Agile Client Situations
• Deutsche Post
– No traceability into software quality metrics, source code (unknown number of shadow IT
projects), and no formal document organization across programs or geographies
– No internal development communities in place
– Lack of visibility at the executive level “… we have aalong history
“… we have long history
– 1,000+ projects, 6 Continents, 4,000 people of requirements thrash,
of requirements thrash,
over-committing, missed
over-committing, missed
• DHL schedules, insane work
schedules, insane work
weeks, poor morale, and
weeks, poor morale, and
– Poorly defined business line ownership resulting in requirements thrash, weak definitions of done,
scope creep, and a lack of meaningful metrics high turnover rates”
high turnover rates”
– Lack of flexibility / time to market between IT Services, BuIT, and the Business
– 100 projects, 4 Continents, 1,200 people 50 Teams, 33Continents,
50 Teams, Continents,
500+ people
500+ people
• Amdocs ($2.5b software co.)
– Development efforts resulted in too much time gathering requirements,
– poorly defined vision, lack of Def. of Done, too much time in planning, Intel, OAP PDE group
Intel, OAP PDE group
– Incessant debate about the “right way” to do iterative development
– 18 teams, 3 Continents, 200 people

• Nokia
– Lack of business line ownership and integration issues
– 100 Teams, 3 continents, 11,500 people


Post Agile Engagement
66% cycle time
66% cycle time
• Deutsche Post reduction of which
reduction of which
– 100% secured IP control, at least 50% is
at least 50% is
– 30% increase in developer productivity attributable to
attributable to
– 20% IT Ops savings CollabNet’s people
CollabNet’s people
– Multiple Innersource communities in place and platform, nine
and platform, nine
– 800+ Projects in Flight, 6 continents, 2,000 people figure savings
figure savings

Interest //Growth
Interest Growth
• DHL outside of OAP PDE
outside of OAP PDE
– Formed Agile Center of Excellence & Steering Committee based on Global Lean Initiative group
group
– Early days – CollabNet executing against Agile Assessment, Coaching and Training
– 12 projects, 100 people 200 Teams, 33
200 Teams,
Continents, 3,500+
Continents, 3,500+
people
people
• Amdocs ($2.5b software co.)
– Created internal Agile Center of Excellence & community based in VP level endorsements
– 18 Scrum Teams established, 200 people using the CollabNet platform
– Cycle time reduction of 25%
Intel
Intel

• Nokia
– 11,500 on the CollabNet platform
– 100% pure Scrum Community – the largest in the world
– 100+ Teams, 3 continents, 11,500 people


The Thing We’re Most Proud of – Our Clients!


We’re Just a Catalyst
• Scrum transformations require major changes in operations and organizational
culture. There is a champion behind every one of those clients – someone who
stuck their neck out and said, “Let’s try something different.”

• Without clients who are passionate about what they do, the products they create,
and the staff they represent, there would be no need for our services and tools.

• We deliver value through training, coaching/consulting, and software products.

31

More than Half of the Fortune 100 Use CollabNet’s ScrumWorks

• “The best compliment I can give to ScrumWorks is
my staff doesn't think about it. It is intuitive and
respectful of the Scrum methodology, and easily
becomes a very natural extension of the methodology.”
Dan Butzer, Senior Director, platform engineering team

• “I’ve transitioned several groups to Scrum and we use
ScrumWorks for sprint and backlog management. The
intuitive interface actually helps my teams learn the Scrum
process. The last thing I want to worry about is complex
tooling when rolling out a new process like Scrum. With
ScrumWorks, my teams are up and running in minutes.”
Rob Clark, Oracle


© 2013 CollabNet, Inc., All rights reserved. CollabNet is a
trademark or registered trademark of CollabNet Inc., in
the US and other countries. All other trademarks, brand
Laszlo Szalvay
names, or product names belong to their respective
VP Worldwide Scrum Business
holders.
Laz@collab.net
https://twitter.com/#!/ewok_bbq
+1-971-506-7862
http://www.linkedin.com/in/laszloszalvay


Introduction_to_Scrum_Agile_Values

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