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D.mathieson agile software_development_using_scrum
The document discusses Agile software development using Scrum. It provides background on the speaker and an overview of Agile methods and Scrum frameworks. Specifics covered include Scrum roles like Product Owner and Scrum Master, the sprint planning and review process, and how Scrum has been implemented at CERN for software development projects. Benefits noted include increased focus, visibility, and productivity compared to traditional methods. Challenges of adoption and client buy-in are also addressed.
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D.mathieson agile software_development_using_scrum
- 1. CERN - EuropeanOrganization for Nuclear Research GS Department - Administrative Information Services Agile Software Development using Scrum Derek Mathieson Group Leader Administrative Information Services CERN - Geneva, Switzerland
- 2. Speaker Background Currently: - Group Leader of AIS since January 2010 Previously: - Section Leader EDH (2000) - Software Developer at CERN (1994) - Software Developer at SSC in Texas (1992) - CERN Fellow (1990) - CERN Technical Student (1989) - Software Developer (1986) CERN GS-AIS
- 3. Agenda What is Agile? The Agile Manifesto Agile Methods SCRUM SCRUM @ CERN CERN GS-AIS
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- 5. What is Agile? Agile: - Having the faculty of quick motion; nimble, active, ready. (Oxford English Dictionary) Agile software development: - A group of software development methodologies based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. CERN (Wikipedia) GS-AIS
- 6. Waterfall Model Requirements Design Implementation Verification Maintenance Time CERN GS-AIS
- 7. Spiral Model Cumulative cost 1.Determine Progress 2. Identify and objectives resolve risks Requirements Operational Rev iew plan Prototype 1 Prototype 2 Prototype Concept of Concept of operation requirements Detailed Requirements Draft design Development Verification Code plan & Validation Integration Test plan Verification & Validation Test Implementation 4. Plan the Release next iteration 3. Development CERN and Test GS-AIS
- 8. Iterative Development Regular releases to customer - „Time-boxing‟ - Normally 2 - 6 weeks Adjust design as the project progresses Requirements Analysis & Design Implementation Initia Planni ent Evaluation Testing CERN GS-AIS
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- 10. The Iron Triangle Traditional Scope Development Agile Development Quality Schedule CERN GS-AIS
- 11. The Agile Manifesto(2001) 1. Early and continuous delivery of valuable software 2. Welcome Change 3. Deliver Often 4. Customers and developers must work together 5. Best possible people, tools and workplace 6. Emphasis on face-to-face communication 7. Working software is the best measure of progress 8. Constant sustainable progress 9. Focus on technical excellence and good design 10. Simplicity 11. Self-organizing teams 12. Regular reflection on improvements CERN GS-AIS
- 12. The 4 AgileValues Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan CERN GS-AIS
- 13. Agile Methods Scrum Feature Driven Development (FDD) Lean Extreme Programming (XP) Crystal Kanban CERN GS-AIS
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- 15. Project Description „Transportable Weather Guard‟ Usable outside: weather-proof - Possibly fabric cover? Reasonably Strong - Metal construction? Quick to set up, if it rains suddenly - Perhaps automatic? CERN GS-AIS
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- 17. “Many projects failbecause their developers fail to build the right thing” —Grady Booch CERN GS-AIS
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- 20. What is SCRUM? Scrum is a framework for iterative, incremental development using cross- functional, self-managing teams. It is built on industry best practices, lean thinking, and empirical process control. Ken Schwaber, 2006 co-creator of SCRUM CERN GS-AIS
- 21. Method Comparison Waterfall Spiral Iterative Scrum Defined processes Required Required Required Planning & Closure only Final product Determined Fixed during Set during Set during project during planning planning project Determined Partially Set during Project cost Set during project during planning variable project Determined Partially Set during Completion date Set during project during planning variable project Responsiveness to Planning At end of each Planning only Throughout environment primarily iteration Team flexibility, Unlimited during Limited - cookbook approach creativity iterations Training prior to project Knowledge transfer Teamwork during project Probability of Low Medium low Medium High success Jeff Sutherland, „The Scrum Papers’ 2010 co-creator of SCRUM CERN GS-AIS
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- 24. EDH Statistics 14,500 active users 25k Documents/month 60k Signatures/month 25,000 3.00 60,000 Documents per month Distinct Users per month 2.50 20,000 Signatures per month Ratio Signatures/Document 50,000 2.00 40,000 15,000 1.50 30,000 10,000 1.00 20,000 5,000 0.50 10,000 - - 0.00 CERN GS-AIS
- 25. EDH Development Team 4 Staff 2 Project Associates 2 Fellows 2 Students (9 month contract) 1.8 million lines of code ~1000 3rd line support calls/year CERN GS-AIS
- 26. EDH Development B.C. B C. re SCRUM - Constant Developer Interruptions • Low efficiency - Delivery was often late • Poor estimation - many unknowns - Scope Creep • Specification constantly changing • Everything is Free • Some features never used CERN GS-AIS
- 27. SCRUM Vocabulary Product Owner Product Backlog Scrum Team Sprint Planning Scrum Master Daily Scrum Sprint Backlog Sprint Review Meeting CERN GS-AIS
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- 29. The Product Owner Typically a Product Manager, Internal Customer, etc. Responsible for: - Providing and maintain a prioritised “Product Backlog” - Responsive to questions during a sprint CERN GS-AIS
- 30. The Product Backlog A list of all desired work on the project - Usually a combination of • story-based work: “let user search and replace” • task-based work: “improve exception handling” Prioritised by the Product Owner - Priority should be (ideally) based on “Business Value” “Cost” assigned by the Scrum Team CERN GS-AIS
- 31. The Scrum Team Teams are self-organising Cross-functional - QA, Programmers, UI Designers, Technical Writers, etc. Assign Cost to each Item on the Product Backlog Commit to the “Sprint Goal” CERN GS-AIS
- 32. The “Sprint” Fixed “Time-Box” (we chose 2 weeks) Product is designed, coded, and tested during the sprint Daily Scrum Meetings Produce demonstratable, working, new functionality. CERN GS-AIS
- 33. The Scrum Master Responsible for enacting Scrum values and practices (The Process) Main job is to remove obstacles which affect the team Typical obstacles could be: - My ____ broke and I need a new one. - I still haven't got the software I ordered. - I need help debugging a problem with ____. - I'm struggling to learn ____ and would like help. - The GL has asked me to work on something else "for a day or two." CERN GS-AIS
- 34. The Sprint PlanningMeeting Attended by: • Product Owner, Scrum Master, Scrum Team, and any interested and appropriate management or customer representatives. Product Owner describes the highest priority features to the team. Collectively the Scrum Team and the Product Owner define a “Sprint Goal” CERN GS-AIS
- 35. The Sprint Goal A short “theme” for the sprint: “Create Reports.” “Create Working Form.” “Implement Workflow.” “Implement Bulk Emailing.” The SCRUM Team commit to this goal. CERN GS-AIS
- 36. The Daily Scrum Anyone Invited Led by Scrum Master 15 minutes, every day Not for problem solving Three questions: 1.What did you do yesterday 2.What will you do today? 3.What obstacles are in your way? CERN GS-AIS
- 37. Process repeats... 2 Weeks Pass… CERN GS-AIS
- 38. The Sprint ReviewMeeting Team presents what it accomplished during the sprint Typically takes the form of a demo of new features or underlying architecture Participants - Management - Product Owner - Other engineers -… CERN GS-AIS
- 39. Release Sprint Release Sprint 1 Sprint 2 Sprint 3 Sprint Concentrate on preparing for production: - No new features - Last minute bugs, typos, layout issues, etc. - Translation (if not done already) - Desktop Icons - Communication, Bulletin Articles, etc. CERN GS-AIS
- 40. Scrum- value drivennot plan driven Empower lean teams to deliver more software earlier with higher quality. Demonstrate working features to the customer early and often so the customer can inspect progress and prioritize change. Deliver exactly what the client wants by directly involving the customer in the development process. Provide maximum business value to the customer by responding to changing priorities in real time. Jeff Sutherland, 2007 CERN GS-AIS co-creator of SCRUM
- 41. SCRUM in Industry The most profitable software product ever created (Google Adwords) is powered by Scrum. The most productive large project with over a million lines of code (SirsiDynix) used a ... Scrum implementation. Jeff Sutherland, 2010 co-creator of SCRUM CERN GS-AIS
- 42. SCRUM in Industry No, Organizations using 31% Yes, Agile methods 69% Agile Adoption Survey, March 2008 No, 24% Yes, 76% CERN State of the IT Union Survey, July 2009 GS-AIS
- 43. Visible benefits ofSCRUM Time-Boxed: - Maximum investment known up-front Tackle most valuable features first Focus on working, tested, documented product features CERN GS-AIS
- 44. Conclusions Product Owner: - Active Participant - Can “see” product evolve - Know the cost of each feature - Good Product Owners can be hard to find CERN GS-AIS
- 45. Conclusions Team: - Work closely with Product Owner - Know the “Value” of each Feature - Known Start and End of Project - Efficient, highly focused development - Strong Team Spirit CERN GS-AIS
- 46. Why SCRUM? What I wanted: - Manage Product Requirements - Provide Visibility to Clients - Better manage developer time - A more repeatable development process What developers wanted: - Something „light‟ - Task management - Communication CERN GS-AIS
- 47. What did weadapt? 2 week Sprint Release Sprint Not everyone „SCRUMs‟ - Full time support staff - Technology (Almost) Everyone does support too Some people have several roles CERN GS-AIS
- 48. Implementation Barriers Some clients insist all features must be in final product Scope Daily S ion Poor P - Not fi - Does Pick Two - More Quality Schedule CERN GS-AIS
- 49. Lessons Learned Be careful of the choice of Product Owner Use tools to simplify admin - Excel, whiteboards, ScrumWorks, JIRA, … CERN GS-AIS
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- 54. Jira IDE Integration(IDEA) CERN GS-AIS
- 55. Does it IncreaseProductivity? Probably… Did it make development work easier? Yes… - Communication is better - Estimates are better - Planning is easier - Customers are happier CERN GS-AIS
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- 57. Yes… but… “I like writing software, but I don‟t like doing the other development stuff which we are not forced to do here.” SCRUM lets you: - Focus on valuable development Use tools to minimise admin CERN GS-AIS
- 58. Yes… but… “It might help, but we have multiple projects per person.” So do we… - It‟s simpler to have only one, but sometime schedules don‟t allow… - Time-boxing helps to reduce parallel activities. CERN GS-AIS
- 59. Yes… but… “Management won‟t agree” SCRUM offers: - Better Planning - Deadlines met - Minimise unnecessary development - Happy Clients CERN GS-AIS
- 60. Yes… but… “Our clients won‟t agree” Tricky one… - SCRUM needs Client commitment - SCRUM exposes the cost of features - SCRUM makes the client choose In return they get: - Transparency - License to change their minds - Met deadlines CERN GS-AIS
- 61. Yes… but… “I like X from Scrum, but not Y, I might try X.” Do X! CERN GS-AIS
- 62. Yes… but… “You are trying to get us to work more for less! No way!” SCRUM lets you: - Focus on useful work CERN GS-AIS
- 63. Yes… but… “Our project X is special and not industry so we don‟t need a process.” CERN GS-AIS
- 64.