High Quality Software Development with Agile and Scrum

HIGH QUALITY SOFTWARE
DEVELOPMENT
WITH AGILE & SCRUM
W I T H P RA C T I C A L
TIPS AND TRICKS

LEMİ ORHAN ERGİN
SENIOR SOFTWARE ENGINEER
GITTIGIDIYOR / EBAY
High Quality Software Development with Agile & Scrum @ March 2012

About the author

Lemi Orhan Ergin
Senior Software Engineer
GittiGidiyor / eBay

Projects involved:
E-Commence Site For Mould Industry (e-Tool) - BYM
Legacy Product Information Management System (SPICE) - Sony
Brand-New Product Information Management System (SPIDER) - Sony
Mebs Taburu Yönetim Sistemi (MEBSİS) - Turkish Air Forces
Marketing sites for all European Countries (ODW) - Sony
Web Experience Project / Common Toolbar Project (WEP) - Sony
Core Backend Services & Components Project (Ox, Commons) - Sony
Product Data Delivery Engine / Hub & Client (Sparrow, Octopus) - Sony
Content Delivery and Aggregation Services (Xula) - Sony

Education:
B.Sc. Marmara University, Computer Science Engineering, 1997 – 2002
M.Sc. Marmara University, Computer Science Engineering, 2002 – 2005


This presentation is based on

The author's experience in:
 Certified Scrum Master since 2009 (trained by Jim Coplien)
 Played scrum master role for more than 1 year
 Taking lead on development teams, including Scrum teams
 Participated in Scrum teams since 2008 (for more than 50 sprints)

Q&A session with Mitch Lacey on Oct 12th, 2010 CSM training with Jim Coplien on Jan 31st, 2009


Caution

There is no one true method
of software development

Agile is not a religion

There's no scientific way to
prove that Agile is any better

There is no silver bullet

We are not resources, we are humans.
Therefore we love doing our job by following human-centric
methodologies, like Agile


Warning
Be ready to change your culture

Be ready for more communication with
your teammates

Be ready to observe your environment and
improve

Be ready to learn how big companies
develop software

Be ready for tons of new questions to ask

The Boy Scouts have a rule: "Always leave the
campground cleaner than you found it."


Key Concepts We Will Cover
● Module 1. Born to fail
● Why projects are failing
● Waterfall & traditional software development
● Module 2. Agile
● Module 3. Scrum
● Module 4. Writing high quality software with Agile
● XP
● How Google Write Software
● Module 5. Do's and dont's
● How Scrum might fail
● Myths and realities
● Module 6. How to kick off Scrum

Module 1. Born to fail

http://chan4chan.com/archive/87929/Windows_-_A_fatal_exception_0E_has_occurred


Projects are failing!
Gardner Institute Tata Consultancy 2007
● 74% failing ● 62% failed to meet their schedules
● 51% of it exceeds budget ● 49% suffered from budget overruns

Oxford University (Saur & Cuthbertson, 2003) ● 47% had higher maintenance costs
● 16% successful ● 41% failed to deliver the expected
business value and ROI
● 74% challenged
● 33% file to perform against expectations
● 10% abandoned

Standish Group

If building engineers built buildings with the same care as software
engineers build systems, the first woodpecker to come along would
be the end of civilization as we know it.
“Top 10 Reasons Why Systems Projects Fail”, Dr. Paul Dorsey


Project cancelled

Size of project Early On-Time Delayed Cancelled Sum
1 function point 14.68% 83.16% 1.92% 0.25% 100.00%
10 function points 11.08% 81.25% 5.67% 2.00% 100.00%
100 function points 6.06% 74.77% 11.83% 7.33% 100.00%
1,000 function points 1.24% 60.76% 17.67% 20.33% 100.00%
10,000 function points 0.14% 28.00% 23.83% 48.00% 100.00%
100,000 function points 0.00% 13.67% 21.33% 65.00% 100.00%
Average 5.53% 56.94% 13.71% 23.82% 100.00%

Table 1: Percentage of projects early, on-time, late, canceled
(from Patterns of Software Systems Failure and Success, by Capers Jones)


Failing costs!

Annual cost to US economy of poor quality software: $60B
US NIST Report 7007.011, May 2002.

Equals to US millitary spending in Iraq and Afghanistan wars
http://www.huffingtonpost.com/2011/08/30/military-spending-waste_n_942723.html

Typical industrial / commercial software development:
6-30 faults delivered / 1000 lines of software
(1M lines: 6000-30,000 faults on delivery)
Pfleeger& Hatton, IEEE Computer, pp33-42, February 1997.


The Current State of the Software Industry
Ever higher complexity, continuous change, super fast markets

Large Scale systems are now the norm

Low qualified labour is not the answer for creating high-value
products

The software industry needs Technical Leaders, and these will
not just pop up in an ad-hoc way

Projects live and die because of Technology, People and
Processes; universities typically only teach the first.

Software projects are more than developing software. It has tens
of steps, from getting requirements to give official support.


Why Systems Projects Fail
7th November 1940. Tacoma Narrows suspension bridge, in Puget Sound, Washington
http://www.answers.com/topic/galloping-gertie-large-image#ixzz1q2uRmnLK

●
Lack of User Involvement

●
Lack of Transparency

●
Long or Unrealistic Time Scales

●
Poor or No Requirements

●
Bad Scope Management

●
Poor Development Quality

●
Poor Testing & Quality Assurance

●
Inaduequate Development Methodology

●
Poor Technical Knowledge and Experience


How We Develop Software

Why software projects are failing?


The Horizon of Predictability


The Ghost of Uncertainty

Uncertainty is part of every innovative and
creative development process


Waterfall Aproach


Features of a Waterfall Model


A waterfall model is easy to follow.

It can be implemented for any size project.

Every stage has to be done separately at the
right time so you cannot jump stages.

Documentation is produced at every stage of a
waterfall model allowing people to understand
what has been done.

Testing is done at every stage.


Assumptions of Waterfall Model


A waterfall model helps find problems earlier on
which can cost a business less than if it was
found later on.

Requirements will be set and these wouldn't be
changed.

As everything is documented a new team
member can easily understand what's to be
done.

Implementers have to follow the design
accurately


Realities of Waterfall Model

If requirements may change, the Waterfall
model cannot work.

It is impossible to make one stage of the
projects life cycle perfect.

Difficult to estimate time and cost for each
stage of the development process.

Constant testing of the design is needed.

DON'T
DO
IT
http://www.vvork.com/?p=4872


Original Paper of Waterfall Model
MANAGING THE DEVELOPMENT OF
LARGE SOFTWARE SYSTEMS
Dr. Winston W. Royce, 1970

The implementation is risky and invites failure


Original Adviced Waterfall Model
In my experience, however, the simpler method has never worked on large software development
efforts and the costs to recover far exceeded those required to finance the five-step process listed.


Assumptions

Traditional Agile
Traditional
●
Cusyomer knows what he wants
●
Customer knows what he wants ●
Customer discovers what he wants
●
Engineer knows how to build it
●
Engineer knows how to build it ●
Engineer discovers how to build it
●
Nothing changes along the way
●
Nothing changes along the way ●
Things change along the way

The Agile Paradigm emraces
change, unpredictability and
unforseen complexity as
inescapable constants in all
product development


Response to Unpredictability

Change Tolerance


Module 2. Agile


The Agile Manifesto

Individuals and
Individuals and over Process and tools
Process and tools
interactions
interactions

Comprehensive
Comprehensive
Working software
Working software over
documentation
documentation

Customer
Customer over Contract negotiation
Contract negotiation
collaboration
collaboration

Responding to change
Responding to change over Following a plan
Following a plan

Source: www.agilemanifesto.org

Agile Principles - I

● Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
● Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
● Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
● Business people and developers must work together daily
throughout the project.
● Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job done.
● The most efficient and effective method of conveying information to and
within a development team is face-to-face conversation.


Agile Principles - II

● Working software is the primary measure of progress.
● Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
● Continuous attention to technical excellence and good
design enhances agility.
● Simplicity -the art of maximizing the amount of work not done-
is essential.
● The best architectures, requirements, and designs emerge from
self-organizing teams.
● At regular intervals, the team reflects on how to become
more effective, then tunes and adjusts its behavior accordingly.


People Oriented
Agile methods are people-oriented
rather then process-oriented

Declaration of interdependence
Unleash creativity and innovation
by recognizing that individuals are
the ultimate source of value, and
creating an environment where
they can make a difference.
©2005 David Anderson, Sanjiv Augustine, Christopher Avery,
Alistair Cockburn, Mike Cohn, Doug DeCarlo, Donna Fitzgerald, Jim
Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent
McDonald, Pollyanna Pixton, Preston Smith and Robert Wysocki.
http://pmdoi.org/


The Agile Practices Familiy
● Extreme Programming (XP)
● Crystal
● Dynamic Systems Development Method (DSDM)
● Test Driven Development (TDD)
● Feature Driven Development (FDD)
● Essential Unified Process
● Scrum
● Kanban
● Lean


Time-boxed Activities

Task are broken down into small
increments (2-4 weeks),
in which the team works through
a full development lifecycle

●
Minimizes the overall project risk
• Planning is easier with frequent releases
• Allows project to adapt to changes quickly


Empowered Teams

Agile Teams are small (7 ± 2),
Cross-functional & Self-Organizing


Collaboration

Agile Working Culture


Focus on End-User and Customer

We tend to build the wrong things

Source: Standish Group Study Report


Customer in The Loop

Agile teams contain (or have direct access to) a
customer representative in order to optimized ROI


Communication Temperature

Increasing communication temperature is
an important goal of the Agile approach


Why Agile?


Agile Software Development

Agile is an iterative and adaptive approach to
software development,
performed in a highly collaborative manner by self-
organizing teams,
with just enough ceremony that produces high
quality software in a cost effective and timely
manner,
which meets the changing needs of its
stakeholders.


Software Craftsmanship

Software Craftsmanship is an DISCIPLINE in software
development that emphasizes the coding skills of the
software developers themselves. It is a response by
software developers to the perceived ills of the mainstream
software industry, including the prioritization of financial
concerns over code quality.

http://parlezuml.com/softwarecraftsmanship/

Software Craftsmanship Manifesto

http://manifesto.softwarecraftsmanship.org


Module 3. Scrum


Scrum in 100 words

•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 .


Scrum origins

• Jeff Sutherland
• Initial scrums at Easel Corp in 1993
• IDX and 500+ people doing Scrum
• Ken Schwaber
• ADM
• Scrum presented at OOPSLA 96 with Sutherland
• Author of three books on Scrum
• Mike Beedle
• Scrum patterns in PLOPD4
• Ken Schwaber and Mike Cohn
• Co-founded Scrum Alliance in 2002,
initially within the Agile Alliance


Scrum has been used by:

•Microsoft •Intuit
•Yahoo •Nielsen Media
•Google •First American Real Estate
•Electronic Arts •BMC Software
•Lockheed Martin •Ipswitch
•Philips •John Deere
•Siemens •Lexis Nexis
•Nokia •Sabre
•IBM •Salesforce.com
•Capital One •Time Warner
•BBC •Turner Broadcasting
•Oce


Scrum has been used for:

• Commercial software •Video game development
• In-house development •FDA-approved, life-critical
systems
• Contract development
• Fixed-price projects •Satellite-control software
• Financial applications •Websites
• ISO 9001-certified •Handheld software
applications •Mobile phones
• Embedded systems •Network switching applications
• 24x7 systems with
99.999% uptime
•ISV applications
requirements •Some of the largest
applications in use
• the Joint Strike Fighter


Characteristics

• 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 “agile processes”


Project noise level

Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software
Development with Scrum by Ken Schwaber and Mike Beedle.


Scrum in a Nutshell


Team Commitment

What the team commits to,
and what the product owner
agrees to during sprint planning

should be delivered!


Sequential vs. overlapping development

Requirements Design Code Test

Rather than doing all of one
thing at a time...
...Scrum teams do a little of
everything all the time

Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review,
January 1986.


No changes during a sprint

Change

• Plan sprint durations around how long you
can commit to keeping change out of the
sprint

Scrum framework

Roles
•Product owner
•ScrumMaster
•Team
Ceremonies
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Artifacts
•Product backlog
•Sprint backlog
•Burndown charts


Scrum Roles

Pig Roles Chicken Roles
Product Owner Users
Team Customer & Vendors
Scrum Master Managers


Product owner

• 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


The Scrum Master

• 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


The Team

• 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


Sprint Planning Meeting
Team
Sprint planning meeting
Team
capacity
capacity
Sprint prioritization

Product
Product
• Analyze and evaluate product Sprint
Sprint
backlog goal
backlog
backlog
• Select sprint goal
goal

Business
Business
conditions Sprint planning
conditions
• Decide how to achieve sprint goal
(design)
Current
Current • Create sprint backlog (tasks) from Sprint
Sprint
product
product product backlog items (user stories / backlog
backlog
features)
Techno-
• Estimate sprint backlog in hours
Techno-
logy
logy


User Stories
What is a User Story?
• Feature description from anyone on the team or any customer
• Have "Conditions of Satisfaction" which can be tested in review
• Have no/minimal dependency on other stories

General Format:
As a [user role] I want to [goal], so I can [reason or conditions
of satisfaction]

As a Product Owner, I want to understand Agile planning and
estimation, so that I can produce an effective Product Backlog


Sprint Planning

• Team selects items from the product backlog they can
commit to completing
• Sprint backlog is created
• Tasks are identified and each is estimated (1-16 hours)
• Collaboratively, not done alone by the ScrumMaster
• High-level design is considered
As a vacation
As a vacation Code the middle tier (8 hours)
planner, I want to
planner, I want to Code the user interface (4)
see photos of the
see photos of the
Write test fixtures (4)
Code the foo class (6)
hotels.
hotels. Update performance tests (4)


The Daily Scrum

• Parameters
• Daily
• 15-minutes
• Stand-up
• Not for problem solving
• Whole world is invited
• Only team members, ScrumMaster & product owner can
talk
• Helps avoid other unnecessary meetings


Everyone answers 3 questions

1
What did you do yesterday?
What did you do yesterday?

2
What will you do today?
What will you do today?

3
Is anything in your way?
Is anything in your way?

• These are not status for the ScrumMaster
• They are commitments in front of peers

The Sprint Review

• Team presents what it accomplished during the
sprint
• Typically or underlying architecture of new
features
takes the form of a demo

• Informal
• 2-hour prep time rule
• No slides
• Whole team participates
• Invite the world


Sprint Retrospective

• Periodically take a look at what is and is not
working
• Typically 30 min-1 hour
• Done after every sprint
• Whole team participates
• ScrumMaster
• Product owner
• Team
• Possibly customers and others


Start / Stop / Continue

• Whole team gathers and discusses what they’d
like to:

Start doing
Start doing

Stop doing
Stop doing

This is just one
of many ways to Continue doing
Continue doing
do a sprint
retrospective.


Product backlog

•The requirements
•the project desired work on
A list of all

•each item has value to the
Ideally expressed such that
users or customers of the
product
This is the product
This is the product
•owner by the product
Prioritized
backlog
backlog
•each sprint at the start of
Reprioritized


Different Types of Stories
Spike:
•the "layers."
It is an experimental solution that cuts through all

•It is necessarily time-boxed.
•It is always intended to be thrown away.
Epic:
•Large story
•An item that can’t be committed to by the team
•It is a container of stories


Story Points

A Story Point is a relative
measure of feature
difficulty/complexity

Story Points are a more accurate
measure of project velocity and
release schedule than using hours
and days.


Planning Poker

1. All the team members have a set of cards
2. Scrum Master reads description of the backlog Item
3. Everyone selects and simultaneously shows cards
4. If estimates vary significantly, high and low estimators briefly
explain why they have estimated so
5. Repeat steps 3-4 until estimates stop converging
6. Decide estimate for backlog item
7. Move to next backlog item


Sample Product Backlog


Product Backlog Iceberg


Work Items on Prioritized Stack


Grooming Sessions

I hate long meetings, why do you think we
have such long meetings? What could we
do better?

Grooming meetings are a kind of small planning meetings
that the team detail the stories and re-estimate. Most
common schedule is weekly basis.
●
Increases efficiency of the team by greatly reducing uncertainty.
●
Better groomed stories are more accurately estimated, more accurately
tested, and more accurately implemented
●
Increases efficiency of the team due to the benefit of shared knowledge
gained by the entire Scrum team being in the grooming.
●
Allows the team to maintain a sustainable, higher pace.
●
When done well, grooming greatly reduces the time required for a Sprint
Planning meeting.

Definition of Done

Definition of Done is a simple list of activities that add
verifiable/demonstrable value to the product.


Definition of Done


Estimation of Productive Time

• Task of 8 hours doesn't mean completion in 1 day
• Incorporate time for: meetings, phone-calls, e-mails,
bug-fixing, other responsibilities, etc.
• No contingency planning!

The team should establish a working
pace which can be sustained with
normal working hours


A sprint backlog

Tasks
Tasks Mon Tues Wed Thur Fri
Mon Tues Wed Thur Fri
Code the user interface 8 4 8
Code the middle tier 16 12 10 4
Test the middle tier 8 16 16 11 8
Write online help 12
Write the helper class 8 8 8 8 8
Add error logging 8 4


Sprint Burndown Chart

Determination of Team Velocity


Sprint Burndown Chart


Scrum Task Board


The sprint goal

• A short statement of what the work will be
focused on during the sprint
Life Sciences
Support features necessary
Database Application for population genetics studies.

Make the application run on SQL
Server in addition to Oracle.
Financial services
Support more technical indicators
than company ABC with real-time,
streaming data.


Scalability

• 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


Scaling through the Scrum of scrums


Scrum of scrums of scrums


Scrum in Summary
Scrum is not about:
Good engineering practices
Scrum is about:
Acknowledging the importance of people
Forming cross-functional teams
Obtaining high-bandwith communication
Constantly inspecting and improving
Delivering value
Changing plans to take advantage of
opportunities and priorities

Possible Problems with Agile

● Cultural change
● Organizational support
● Stakeholder involvement
● Team size
● Transparency
● “No silver bullet”


Module 4. Writing High Quality Software With Agile
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Reseting root password to "Z1ON0101".
System open: Access Level (9)
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ARE YOU SURE ? (y/n)

Grid Node 21 offline...


Searching for High Quality

● Scrum does not
guarantee high-
quality for your
project

● XP principles try to
provide high-quality
software with Agile
principles


What is Extreme Programming?

●
An agile development methodology
●
Created by Kent Beck in the mid 1990’s
●
A set of 12 key practices taken to their
“extremes”
●
A mindset for developers and customers
●
A religion?


The XP Practices


1 - The Planning Game

●
Planning for the upcoming iteration
●
Uses stories provided by the customer
●
Technical persons determine schedules,
estimates, costs, etc
●
A result of collaboration between the customer
and the developers


The Planning Game – Advantages

●
Reduction in time wasted on useless features
●
Greater customer appreciation of the cost of a
feature
●
Less guesswork in planning


The Planning Game – Disadvantages

●
Customer availability
●
Is planning this often necessary?


2- Small Releases

●
Small in terms of functionality
●
Less functionality means releases happen
more frequently
●
Support the planning game


Small Releases – Advantages

●
Frequent feedback
●
Tracking
●
Reduce chance of overall project slippage


Small Releases – Disadvantages

●
Not easy for all projects
●
Not needed for all projects
●
Versioning issues


3 – Metaphor

●
The oral architecture of the system
●
A common set of terminology


Metaphor – Advantages

●
Encourages a common set of terms for the
system
●
Reduction of buzz words and jargon
●
A quick and easy way to explain the system


Metaphor – Disadvantages

●
Often the metaphor is the system
●
Another opportunity for miscommunication
●
The system is often not well understood as a
metaphor


4 – Simple Design

●
K.I.S.S.
●
Do as little as needed, nothing more


Simple Design – Advantages

●
Time is not wasted adding superfluous
functionality
●
Easier to understand what is going on
●
Refactoring and collective ownership is made
possible
●
Helps keeps programmers on track


Simple Design – Disadvantages

●
What is “simple?”
●
Simple isn’t always best


6 – Testing

●
Unit testing
●
Test-first design (TDD)
●
All automated


Testing – Advantages

●
Unit testing promote testing completeness
●
Test-first gives developers a goal
●
Automation gives a suite of regression test


Testing – Disadvantages

●
Automated unit testing isn’t for everything
●
Reliance on unit testing isn’t a good idea
●
A test result is only as good as the test itself


6 – Refactoring

●
Changing how the system does something but
not what is done
●
Improves the quality of the system in some
way


Refactoring – Advantages

●
Prompts developers to proactively improve the
product as a whole
●
Increases developer knowledge of the system


Refactoring – Disadvantages

●
Not everyone is capable of refactoring
●
Refactoring may not always be appropriate
●
Would upfront design eliminate refactoring?


7 – Pair Programming

●
Two Developers, One monitor, One Keyboard
●
One “drives” and the other thinks
●
Switch roles as needed


Pair Programming – Advantages

●
Two heads are better than one
●
Focus
●
Two people are more likely to answer the
following questions:
●
Is this whole approach going to work?
●
What are some test cases that may not work yet?
●
Is there a way to simplify this?


Pair Programming – Disadvantages

●
Many tasks really don’t require two
programmers
●
A hard sell to the customers
●
Not for everyone
http://www.cenqua.com/pairon/


8 – Collective Ownership

●
The idea that all developers own all of the
code
●
Enables refactoring


Collective Ownership – Advantages

●
Helps mitigate the loss of a team member
leaving
●
Promotes developers to take responsibility for
the system as a whole rather then parts of the
system


Collective Ownership - Disadvantages

●
Loss of accountability
●
Limitation to how much of a large system that
an individual can practically “own”


9 – Continuous Integration

●
New features and changes are worked into the
system immediately
●
Code is not worked on without being
integrated for more than a day


Continuous Integration - Advantages

●
Reduces to lengthy process
●
Enables the Small Releases practice


Continuous Integration – Disadvantages

●
The one day limit is not always practical
●
Reduces the importance of a well-thought-out
architecture


10 – 40-Hour Week

●
The work week should be limited to 40 hours
●
Regular overtime is a symptom of a problem
and not a long term solution


40-Hour Week – Advantage

●
Most developers lose effectiveness past 40-
Hours
●
Value is placed on the developers well-being
●
Management is forced to find real solutions


40-Hour Week - Disadvantages

●
The underlying principle is flawed
●
40-Hours is a magic number
●
Some may like to work more than 40-Hours


11 – On-Site Customer

●
Just like the title says!
●
Acts to “steer” the project
●
Gives quick and continuous feedback to the
development team


On-Site Customer – Advantages

●
Can give quick and knowledgeable answers to
real development questions
●
Makes sure that what is developed is what is
needed
●
Functionality is prioritized correctly


On-Site Customer – Disadvantages

●
Difficult to get an On-Site Customer
●
The On-Site customer that is given may not be
fully knowledgeable about what the company
●
May not have authority to make many
decisions
●
Loss of work to the customer’s company


12 – Coding Standards

●
All code should look the same
●
It should not possible to determine who coded
what based on the code itself


Coding Standards – Advantages

●
Reduces the amount of time developers spend
reformatting other peoples’ code
●
Reduces the need for internal commenting
●
Call for clear, unambiguous code


Coding Standards – Disadvantages

●
Degrading the quality of inline documentation


How Google Develops Software
● Single Code Base for Everything
● Distributed Version Control System
● Central Documentation Repository
● Bug Tracking System
● Maven/Gem Repository
● Coding Standarts and Guidelines
● Code Coverage Tools
● Pair Programing and Code Review Tools
● Release Notes & Release Management
● OS-IDE-Tool Free Coding
● Test Driven Development / Behavior Driven Development
● Testing in Multi-level (Unit, Integration, Functional, Acceptance, Manual)
● Continuous Integration Server
● Enterprise Architecture (Dev, Test & QA, Staging, Production)

How Google Develops Software
● Sprint Collaboration Tool as White Board
● Sprint Tracking Tool as Spreadsheet
● Product Backlog in Spreadsheet or a tool like Atlassian Jira-GreenHooper
● Meetings with Larry Page Rules
1) Every meeting must have one clear decision maker. If there's no decision
maker -- or no decision to be made -- the meeting shouldn't happen.
2) No more than 10 people should attend.
3) Every person should give input, otherwise they shouldn't be there.
4) No decision should ever wait for a meeting. If a meeting absolutely has to
happen before a decision should be made, then the meeting should be scheduled
immediately.

● Scrum of Scrums
● Brown Bag Sessions, tech taks, round-table sessions
● 20% Time
● New ideas, then brainstorming session


Module 5. Do's and Dont's


Can Scrum fail ? No !

Scrum is not a silver bullet ... and it surfaces existing problems

Scrum never fails !!! It is a simple framework but hard to
implement

It’s a completely new way of thinking and mind-set shifting it is
not just list of practice.

If you “stand-up” it doesn’t mean you do Scrum ...


Why Scrum Implementation Might Fail ?

● Culture
● Providing answers instead of asking questions
● Management
● Force commitments
● Ask for not needed or invaluable status and
measures
● No tolerance for failures
● Will go back to the old norms
● Loss of Ceremony Rhythm
● Scrum Ceremonies are taking too long



● Bad Scrum Master
● Driving the time and the tasks allocation, get
decisions.
● Fails to make a prioritized impediment list
● Becomes the team administrator
● Do not keep the team in the “zone”
● No or bad retrospectives
● Wrong definition of done
● No velocity tracking



● Bad Product Owner
● Consistently unavailable
● Fail to get consensus
● Doesn’t have a vision, business plan and release
roadmap
● Poorly defined stories (INVEST), not all work in the
backlog
● On-going Changes in Sprint backlog
● Too much interruptions / PO bypassed
● No analysis or documentation


● Waterfall within sprint
● Better to have 70% of stories 100% done then the
opposite.
● Entire team own the story
● Testers are not part of the Team
● Developers assume QA will test
● Integration postponed to the end
● Technical Debt
● More defects appear at the end
● Last iterations produce less new functionality
● Re-factor and re-design cost too much and take
too long

● Not Acting Like a self managed team
● Fixed Roles, No knowledge leveraging
● Prima donna /Dictator within the team
● Depend on external expertise
● Visibility for the managers not for the team
● Personal goals rather than team goal
● Talking Chickens
● Tasks are assigned
● Not helping and listening each other
● NO FUN :(


● Team exhausted, there are no calm periods,
no place for innovation
● " ... the team shadows the individual. Good senior
employees, feels that they can less contribute and
lead, ...[due to] the “team thing” and the low
granularity of the tasks, leaving small flexibility to
personal innovation and creativity“


Does Scrum fit BIG organization ?
The following statements are sometimes heard:
● "Oh yes, Scrum is good for small teams but I don't see it working
for bigger organizations”
● "Only experts and above average developers can do it."
● "It should evolve bottom-up" (i.e., one "crazy" team implements
Scrum and generates a "buzz" that pushes the rest of the
organization to follow).
● "There is no visibility above the team's level as there are no project
plans".
● "Teams are self-managed so team leaders and managers lose their
role."
● "Agile is not good for complex systems with integrations and
dependencies."
● "Our customers will never go along with fluid estimations"
● And so on....

Yes, it fits!
● Scrum surfaces the inherent problems and
wastes
● Scrum reduces the bureaucracy and org.
complexity
● Break the organizational silos
● Reduce politics – move the power to the teams
● Scrum allows better leveling of knowledge
● Reduces dependencies on specific expertise,
● Raises employees satisfaction


Yes, it fits!
● Scrum provides much better visibility
● Managers have more time to
● Look ahead and think
● Understand customer needs and ROI
● Handle impediments
● Raises employees satisfaction

The bigger the organization, the higher ROI


Module 6. Kickstart


The Shock Therapy
● "A set of Good Practices, but no choice"
● Team Recipe
● Management Recipe
● Organization Recipe


Team Recipe
●
Scrum training session for
everyone ●
Story Points
●
Sprint 1 week long
●
Physical Task Board
●
All-in-one Sprint planning
●
Definition of Done: meeting.
●
Feature Complete
●
No Multi-tasking, work in
priority order.
●
Code Complete ●
Three successful Sprints
●
No known defects consecutively
●
Approved by the Product ●
Good business reason to
Owner change the rule
●
Production Ready
●
Continuous Integration


Management Recipe
●
Hands off during 3 iterations
●
Attend:
●
Some Daily Scrums - be quiet
●
All Sprint Reviews
●
Start to work on waste - now!
●
Management by walking, asking and listening
●
Make the first step easy for the team
●
One successful team
●
Removed impediments and studied results
●
Change in perception at "ground level"
●
A good agile reason to change the rule


Organization Recipe
●
Difficult - How to speak to a "culture"?
●
Some steps:
●
Transparency
●
Pull
●
A micro-revolution per day
●
Some new roles


The Scrum Sensei
●
Experienced ScrumMaster
●
Enforces rules/recipes
●
Bad ScrumMaster as in "good cop - bad cop"
●
Compassion!
●
Leaves when self-organization works


Special Thanks!

Presentation by: Mike Cohn
Presentation by: Mike Cohn
mike@mountaingoatsoftware.com
mike@mountaingoatsoftware.com
www.mountaingoatsoftware.com
www.mountaingoatsoftware.com
(720) 890-6110
(720) 890-6110


Special Thanks!

Scrum Shock Therapy
Björn Granvik, CTO, Jayway

Why Scrum Projects Might Fail?
Ronen Bar-Nahor (Ph.D)

Top 10 Reasons Why Systems Projects Fail
Dr. Paul Dorsey, Dulcian, Inc.


Any Questions


High Quality Software Development with Agile and Scrum

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