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Agile Adoption - What's the Payoff?

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Sparkhound Inc.
Sparkhound Inc.

This document provides an overview of adopting an agile Scrum framework. It begins with introducing the presenter and their experience in agile project delivery. It then summarizes the traditional waterfall approach and poses questions about its effectiveness. The bulk of the document outlines the Scrum framework and provides tips for implementation, including establishing objectives, selecting pilot projects, customizing processes, training teams, and adopting in stages. It emphasizes treating the implementation as a formal project and allowing time for the cultural changes required.

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ADOPTING AGILE SCRUM Sparkhound Lunch & Learn
Presenter: Rick Kelly Sparkhound Strategic Engagement Manager 20+ years of technology delivery experience PMP Certified in 1994 (#2433!) Certified Scrum Master (CSM) – 2008 Certified Scrum Professional (CSP)- 2013 Seven years PMO and PM process consulting Extensive hands-on agile project delivery Dell, Cognizant, Blockbuster, Lowe’s, Walgreens, Mutual Mobile Extensive distributed team & offshore scrum delivery Still learning! 2
A Day in the Life of an IT Delivery Manager 3
Waterfall – A Summary The waterfall SDLC approach focused on development in discrete phases in series: • All Requirements, then • All Design, then • All Development, then • All Testing, then • All Deployment • Usually implemented – painfully – before the iPad • Safe and traceable, but is it the most effective way to build most software? 4
Some Fundamental Questions 5
Agenda Agile Scrum - the 5-minute primer ROI - Real world statistics on agile benefits Implementing Scrum: Our recommended framework Tips and techniques by framework phase Q&A 6
What is Agile vs. Scrum? Is there a difference? Agile is a philosophy to deliver and act in an iterative manner Scrum is a specific agile software delivery approach implementing Agile principals 7
A Very Short History of Scrum: “A flexible, holistic product development strategy where a development team works as a unit to reach a common goal“ as opposed to a "traditional, sequential approach" - The New Product Development Game, Takeuchi and Nonaka, 1986 1990’s: The Scrum Godfather, Ken Schwaber, builds the principals 2001: Schwaber published Agile Software Development with Scrum Yada Yada Yada…Now the most common iterative software development approach in the world 8 Image: sitcomsonline.com
9 But…why? Focus on People vs. Process Low Upfront Planning Minimal Documentation Priorities regularly updated High & Early Customer Involvement Early & incremental ROI Facilitative vs. command leadership
1 Product Backlog Daily Stand Up 1-4 Week Sprint Potentially Shippable Product The Basic Scrum Development Process Prioritize Plan Sprint BacklogDemo Retro
Agile ROI Waterfall Successful 16% Failed 26% Challenged 58% Successful 41% Failed 14% Challenged 48% Agile Agile vs. Waterfall Development Success Rates Source: The Standish Group; 2012
Our Observation: Companies are far more likely to gain the benefits of Scrum if they follow these three foundational guidelines: Scrum is customized for their specific environment The Scrum implementation itself is conducted in a formal, structured manner There is senior management commitment - and a little patience – to make the needed cultural and workplace changes 12
Scrum Implementation Tips and Techniques
14 High-Level Scrum Implementation Roadmap
Stage 1: Quick Start • Requirements, KPI & Objectives Confirmation • Quick Start Agile Asset & Process Implementation • Selection of Pilot Project(s) • Creation of Product Backlog • Pilot Team(s) Quick Start Training
Defining & Base-lining Implementation Success How will your business know if implementing Scrum is successful? If you track actual, hard statistics, congratulations! What are they? In many cases, “success” is defined by business customer perception Not fast enough, too expensive, not responsive to change, etc. To track success, a baseline of current performance needs to be captured.
Picking a Pilot Image: Businessweek.com Project
Stage 2: Pilot and Refine • Lead/Support Pilot Project(s) • Refinement of Agile Assets & Processes • Define Agile Training, Rollout, and Comms. Plan • Define Prioritization & Estimation Model • Agile Tool Recommendation • Agile PMO Setup Image: Paper Airplanes, Google Play Store
Estimates & Scrum: the age-old conflict Provokes an age-old question: Does your company write no-estimate blank checks?
Hybrid Estimation Process 1. Via a Planning Sprint 2. Outputs: Feature-level, Rough Order of Magnitude (ROM) estimate Baseline sprint & release plan A resource plan/proposal with a +/-50(??)% level of accuracy 3. Updated after each sprint
Customizing Scrum • Plan-Level  Deploy to production after each sprint?  Adding “Technical Debt” and UAT/Launch Sprints • Within Sprints  A mid-point reading of the User Stories  By-feature Sprint Review approvals
Sprint Duration Factors  The need for speed  The overhead of Sprint planning & properly prepped client demos  Demonstrable progress & wow factor  Client review burnout  Recovery time for the sprint “Oh %$&!” moment  Recommended Default Starting Point: 3 weeks  Should be re-assessed and agreed with team on ongoing basis
Stage 3: Rollout • Implement Pilot Lessons Learned • Agile Process & Tool Rollout • Training & Comms. Plan Rollout • PMO and KPI Reporting Rollout • Cross-Team “Scrum of Scrums” Rollout • Team Coaching Image: nasa.gov
Initial Team Training For new projects, a 1-hour intro session is enough Like Scrum itself, get Sprinting ASAP Mandatory, short reading: The Scrum Guide 13 pages of text, covers all the “rules” https://www.scrum.org/Scrum-Guide
More Training Tips • Expect someone new each Sprint • Start each Sprint Planning Session with a 10- minute Sprint Planning Overview Deck • If at all possible, send your Scrum Master to a public, classroom certification Course • http://www.scrumalliance.org/courses-events/course?type=Csm • Informal Monthly Agile Brown Bag Lunches Image: scpoliycouncil.org
In Conclusion…Key Scrum Implementation Factors Treat as a formal project Drinking the Koolaid - Pilot, learn, adjust, implement Respecting & incorporating real-world existing budget and approval processes Company-specific customization - Scrum as an approach, not a doctrine! Time provided to allow for the fundamental change in the way the enterprise works 26
27 Example of a Hybrid Scrum One-Month Sprint Delivery Approach
Questions?
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More Related Content

Agile Adoption - What's the Payoff?

  • 2. Presenter: Rick Kelly Sparkhound Strategic Engagement Manager 20+ years of technology delivery experience PMP Certified in 1994 (#2433!) Certified Scrum Master (CSM) – 2008 Certified Scrum Professional (CSP)- 2013 Seven years PMO and PM process consulting Extensive hands-on agile project delivery Dell, Cognizant, Blockbuster, Lowe’s, Walgreens, Mutual Mobile Extensive distributed team & offshore scrum delivery Still learning! 2
  • 3. A Day in the Life of an IT Delivery Manager 3
  • 4. Waterfall – A Summary The waterfall SDLC approach focused on development in discrete phases in series: • All Requirements, then • All Design, then • All Development, then • All Testing, then • All Deployment • Usually implemented – painfully – before the iPad • Safe and traceable, but is it the most effective way to build most software? 4
  • 6. Agenda Agile Scrum - the 5-minute primer ROI - Real world statistics on agile benefits Implementing Scrum: Our recommended framework Tips and techniques by framework phase Q&A 6
  • 7. What is Agile vs. Scrum? Is there a difference? Agile is a philosophy to deliver and act in an iterative manner Scrum is a specific agile software delivery approach implementing Agile principals 7
  • 8. A Very Short History of Scrum: “A flexible, holistic product development strategy where a development team works as a unit to reach a common goal“ as opposed to a "traditional, sequential approach" - The New Product Development Game, Takeuchi and Nonaka, 1986 1990’s: The Scrum Godfather, Ken Schwaber, builds the principals 2001: Schwaber published Agile Software Development with Scrum Yada Yada Yada…Now the most common iterative software development approach in the world 8 Image: sitcomsonline.com
  • 9. 9 But…why? Focus on People vs. Process Low Upfront Planning Minimal Documentation Priorities regularly updated High & Early Customer Involvement Early & incremental ROI Facilitative vs. command leadership
  • 10. 1 Product Backlog Daily Stand Up 1-4 Week Sprint Potentially Shippable Product The Basic Scrum Development Process Prioritize Plan Sprint BacklogDemo Retro
  • 12. Our Observation: Companies are far more likely to gain the benefits of Scrum if they follow these three foundational guidelines: Scrum is customized for their specific environment The Scrum implementation itself is conducted in a formal, structured manner There is senior management commitment - and a little patience – to make the needed cultural and workplace changes 12
  • 15. Stage 1: Quick Start • Requirements, KPI & Objectives Confirmation • Quick Start Agile Asset & Process Implementation • Selection of Pilot Project(s) • Creation of Product Backlog • Pilot Team(s) Quick Start Training
  • 16. Defining & Base-lining Implementation Success How will your business know if implementing Scrum is successful? If you track actual, hard statistics, congratulations! What are they? In many cases, “success” is defined by business customer perception Not fast enough, too expensive, not responsive to change, etc. To track success, a baseline of current performance needs to be captured.
  • 17. Picking a Pilot Image: Businessweek.com Project
  • 18. Stage 2: Pilot and Refine • Lead/Support Pilot Project(s) • Refinement of Agile Assets & Processes • Define Agile Training, Rollout, and Comms. Plan • Define Prioritization & Estimation Model • Agile Tool Recommendation • Agile PMO Setup Image: Paper Airplanes, Google Play Store
  • 19. Estimates & Scrum: the age-old conflict Provokes an age-old question: Does your company write no-estimate blank checks?
  • 20. Hybrid Estimation Process 1. Via a Planning Sprint 2. Outputs: Feature-level, Rough Order of Magnitude (ROM) estimate Baseline sprint & release plan A resource plan/proposal with a +/-50(??)% level of accuracy 3. Updated after each sprint
  • 21. Customizing Scrum • Plan-Level  Deploy to production after each sprint?  Adding “Technical Debt” and UAT/Launch Sprints • Within Sprints  A mid-point reading of the User Stories  By-feature Sprint Review approvals
  • 22. Sprint Duration Factors  The need for speed  The overhead of Sprint planning & properly prepped client demos  Demonstrable progress & wow factor  Client review burnout  Recovery time for the sprint “Oh %$&!” moment  Recommended Default Starting Point: 3 weeks  Should be re-assessed and agreed with team on ongoing basis
  • 23. Stage 3: Rollout • Implement Pilot Lessons Learned • Agile Process & Tool Rollout • Training & Comms. Plan Rollout • PMO and KPI Reporting Rollout • Cross-Team “Scrum of Scrums” Rollout • Team Coaching Image: nasa.gov
  • 24. Initial Team Training For new projects, a 1-hour intro session is enough Like Scrum itself, get Sprinting ASAP Mandatory, short reading: The Scrum Guide 13 pages of text, covers all the “rules” https://www.scrum.org/Scrum-Guide
  • 25. More Training Tips • Expect someone new each Sprint • Start each Sprint Planning Session with a 10- minute Sprint Planning Overview Deck • If at all possible, send your Scrum Master to a public, classroom certification Course • http://www.scrumalliance.org/courses-events/course?type=Csm • Informal Monthly Agile Brown Bag Lunches Image: scpoliycouncil.org
  • 26. In Conclusion…Key Scrum Implementation Factors Treat as a formal project Drinking the Koolaid - Pilot, learn, adjust, implement Respecting & incorporating real-world existing budget and approval processes Company-specific customization - Scrum as an approach, not a doctrine! Time provided to allow for the fundamental change in the way the enterprise works 26
  • 27. 27 Example of a Hybrid Scrum One-Month Sprint Delivery Approach
  • 29. 29

Editor's Notes

  1. What we see: An inbox of angry “When?” and “Why?” stakeholder mail Late-project CRs asking for more time & $$$ Long project update meetings packed with surprises And…many clients using legacy, waterfall-based SDLCs
  2. Can all requirements be truly finalized & accurate before design, development & user feedback? Is it effective to wait until all possible features are ready before launching the critical ones?
  3. Timeboxed !! Will see if we can avoid one of the toughest temptations of Scrum – Extending the Sprint!
  4. There are other Agile-based approaches Kanban, Extreme Programming (XP), Lean All borrow from each other Focus Today: Agile Scrum
  5. Waterfall came from military industrial complex of the 70’s. By the mid 80s, those of us not building jet airplanes were being driven crazy by Waterfall Some of the early resistors came out of Japan in 1986…
  6. Agile projects succeed three times as often as Waterfall projects. The Chaos Manifesto, The Standish Group, 2012 Two out of every three IT shops have adopted Agile methodologies. Dr. Scott Ambler, 2011 Over 70% of IT users of agile saw overall increases in Productivity, Quality and reductions of costs Dr. Scott Ambler, 2008 64% of the features in Waterfall projects are never used. Verheyen, 2014
  7. Key Scrum Implementation Plan Elements Phased, iterative and interactive Get a Live Scrum project going ASAP Then begin introducing custom assets, processes and training Not Rocket Science: Stress OJT training for team members
  8. What specific problems are you seeking to solve with implementing process change? How is your IT delivery success defined by today? To track success, a baseline of current performance needs to be captured. In most cases, no need to re-define existing IT Delivery KPIs If business perception is truly how success is defined, then conduct baseline interviews with key stakeholders to set the “before” picture
  9. Challenge the boundaries of Scrum on day one? Relatively stand-alone Single scrum-team size: 4-10 Members Include potential Champions and Evangelists Look for a mid-size, mid-complexity representative project If most of your projects are multi-location, then tackle this right away
  10. Purists insist no estimates until the work is done
  11. Sprint Planning Deck 1-2 slide project overview This sprint’s place within project milestones Intra-sprint dates (planning, mid-point, Demo) Availability & capacity of the team Highlight adjustments taken from last Retrospective Pick a “Challenge” focus area for the Sprint Scrum Master The interaction with other students with different – but similar – challenges = big bonus 2 Days, between $1000-$1400/person, an excellent investment Constantly available in Houston http://www.scrumalliance.org/courses-events/course?type=Csm; Made a serious PMP skeptic into a believer (me) BRON BAG: Start with monthly Open to all 10-15 minute highlight of specific Scrum item Project update/briefing from a non-scrum master Allows cross-team and cross-role interaction