Projektleitung mit Scrum
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1 Projektleitung mit Scrum 17 April 2008 Peter Stevens, Sierra-Charlie Consulting Bern, Frankfurt, Hamburg, München, St. Gallen, Zug, Zürich 1 sierra-charlie.com
2 About... Peter Stevens» : Software Engineer at Microsoft» : Founder and Director of SFI Technology Svcs Developer of SFI Director System Management for UNIX & Linux Workstations Customers: SIG, SWX, Ascom (NI)» Sabbatical» 2005: First Contact with XP and Scrum» Since 2006 Principal Consultant at namics Project Manager White Label Classifieds NZZexecutive, Publicjobs.ch, Osthome.ch, AZ-Bern, and many others. Scrum Projects & Customers WLC, MyP+, Dynamic Pricing, Mobiliar Certified Scrum Master (with Mike Cohn)» Per 1.April 2008 Independent Scrum Coach 2 sierra-charlie.com
3 Agenda» Why do projects fail?» Do you need Scrum The Challenge of Project Management What can go wrong? Counter Example Project Management: Swingset» What is Scrum? Project Amsterdam Release & Sprint Planing Lean Software Development Getting Started 3 sierra-charlie.com
4 Why do Projects Fail?» What is Failure?» Team Factors?» Management Factors?» Customer Factors?» Other Factors? 4 sierra-charlie.com
5 Why do Projects Fail? What is failure?» Market Failure Built wrong product Delivered product late => Opportunity for Competition» Customer Unsatisfied Time + Price + Scope = Satisfied Customer?» Goals not reached 5 sierra-charlie.com
6 Why do Projects Fail?» Team People & Group Dynamics Planing not integrated into execution Rivalries» Customer Doesn't know what he wants Micromanagment of Budget Changes his mind Not enough Time Scope and Acceptance» All Criteria not sufficiently defined» Management Goal conflicts among sponsors Decline or Lack of Managment Support Unrealistic Expectations B & C People on Team Insufficient Planing Insufficient Progress Control Slow Decision Making Response to Delays Communication -> What is wanted? Learning Process -> Changes» The list goes on... 6 sierra-charlie.com
7 Do you need Scrum? 7 sierra-charlie.com
8 1. Does Your Company Need Scrum?» Key Question: Does your company need change?» Signs the is Answer 'Yes': Lack of Trust between Customer/Business and IT Collaboration Problems Excessive Time to Market for New Products & Services SW Quality is an Issue High Costs Developing IT Solutions or Products High Hurdles to Start Projects» Other Indications the Answer is Yes: Loss of Market Share or Market Leadership Your Company is Being Overtaken by Younger Companies with Newer Technology Problems with Profitability Make or Buy Decisions being reevaluated Outsourcing, Offshoring being considered Questions about ROI of IT Core Infrastructure (becoming) unmaintainable 8 sierra-charlie.com
9 2. Does Your Company Need Scrum? The Cost Factor Cost Length of Feedback Cycle Source: Pitching Agile to Senior Management Classical Methods Agile Methods 9 sierra-charlie.com
10 The Daily Challenge» 50% of all Projects have Problems Budget Termine Functionality Quality» Even on Successful Projects 66% of the functionality is seldom or never used» When things go wrong... Quality Costs Scope Time 10 sierra-charlie.com
11 How not to do it - Project Swing 11 sierra-charlie.com
12 Agile Frameworks» Scrum Management Framework Easy HowTo» XP (extreme Programming) Engineering Practices Communication, Simplicity, Feedback Values: Courage, Respect...» Others DSDM Crystal Start Here Quelle: conchango.com 12 sierra-charlie.com
13 Agile in Perspective Servant Leadership Engineering Organization Management XP Lean Prod Dev Scrum DSDM Crystal... 6 Sigma Start Here 13 sierra-charlie.com
14 What is Agile Software Development? The Agile Manifesto People and Communication Processes and Tools Working Software Extensive Documentation Collaboration with the Customer Contract Negotiations Reacting to Change Following a Plan 14 sierra-charlie.com
15 How to drive from Napoli to Amsterdam? classical» Merchant buy 20t of Coffee in Napoli» S/he wants to transport it to Amsterdam for sale 15 sierra-charlie.com
16 How to drive from Napoli to Amsterdam? classical» Merchant buys 20t of Coffee in Napoli» S/he wants to transport it to Amsterdam for sale!!!! Risks: Traffic!!!!! 16 sierra-charlie.com
17 How to drive from Napoli to Amsterdam? classical» Merchant buys 20t of Coffee in Napoli» S/he wants to transport it to Amsterdam for sale Risks: Traffic Weather 17 sierra-charlie.com
18 How to drive from Napoli to Amsterdam? classical» Merchant buys 20t of Coffee in Napoli» S/he wants to transport it to Amsterdam for sale Risks: Traffic Weather Road Closures 18 sierra-charlie.com
19 How to drive from Napoli to Amsterdam? classical» Merchant buys 20t of Coffee in Napoli» S/he wants to transport it to Amsterdam for sale Risks: Traffic Weather Road Closures Customer 19 sierra-charlie.com
20 How to drive from Napoli to Amsterdam? using Scrum 20 sierra-charlie.com
21 How to drive from Napoli to Amsterdam? using Scrum 21 sierra-charlie.com
22 How to drive from Napoli to Amsterdam? using Scrum 22 sierra-charlie.com
23 What is Scrum?» Scrum is A set of Playing Rules A Project Management Framework, focussed on ROI» Rules of the Game: A Development Interval ( Sprint ) lasts 30 days * Functions are realized by the Team At the end of each Sprint, demonstrate working, production quality functionality After the demo, get feedback and repeat After each Sprint, look for improvement * Well, 3 or 4 Weeks, actually 23 sierra-charlie.com
24 Player Rolls 24 sierra-charlie.com
25 Continuous Improvement: The Heart of Scrum Improve Plan Do Evaluate Done 25 sierra-charlie.com
26 Meetings Schätzung 26 sierra-charlie.com
27 Fix: Time, Cost, Quality, Scope per Sprint Quality Negotiated & Fixed Scope Agreed Each Sprint Might Vary Costs Agreed Each Sprint Time fixed 27 sierra-charlie.com
28 Planning and Control Scrum Burn Down Chart Functionality Left to Build Sprint (Time) 28 sierra-charlie.com
29 Why allow Scope to Vary? Quality Negotiated & Fixed Scope Agreed Each Sprint Might Vary We could do overtime We could prolong the sprint Costs Agreed Each Sprint Time fixed 29 sierra-charlie.com
30 Consequences of alternatives» Overtime Not sustainable Force scope at expense of quality More expensive to fix errors later» Extending the sprint Delays opportunity for product owner to inspect progress Hides examination of reasons for delay Prevents identifying and eliminating causes of delay Under Scrum, you always achieve your deadlines! 30 sierra-charlie.com
31 Planung & Schätzung» Leicht veränderbar, wenn neue Informationen verfügbar sind» Brauchbar für grosse und kleine Geschichten» Nicht aufwändig» Ermöglicht Fortschritts- Messung und Kontrolle» Toleriert Ungenauigkeit Genauigkeit 100%» Geeignet als Planungswerkzeug Aufwand 31 sierra-charlie.com
32 Story Points: Komplexität schätzen 2 dl 1 dl 3 dl 5 dl 8 dl 32 sierra-charlie.com
33 Komplexitäts-Schätzung Effort SP Cum. Napoli->Florenz Florenz->Basel 800 1'300 Basel -> Frankfurt 300 1'600 Frankfurt -> Amsterdam 500 2'100» Erste Annäherung: Wie gross sind die Funktionen in Vergleich zueinander bzw. zu ähnlichen Funktionalitäten, die wir bis jetzt realisiert haben?» Zweite Annäherung: Erste Geschichten aufteilen, bis alle auf eine Skala von 1 bis 8 passen. Punkte zusammenzählen Gesamtprojekt skalieren, je nach Ergebnis» Wie ist für die Schätzung nicht relevant» Geschwindigkeit überprüfbar 33 sierra-charlie.com
34 Komplexitäts-Schätzung Effort SP Cum. Sprint Napoli->Florenz Florenz->Basel 800 1'300 5 Basel -> Frankfurt 300 1'600 6 Frankfurt -> Amsterdam 500 2'100 7» Nach 1 bis 2 Sprints, eine Schätzung bis Fertigstellung» Geschwindigkeit überprüfbar Aufwand Geschwindigkeit Dauer 2'100 SP 300 SP/Sprint 7 34 sierra-charlie.com
35 Lean Thinking» 7 Principles Eliminate waste Produce value Amplify learning Decide as late as possible Deliver as fast as possible Empower the team Build integrity in See the whole» 7 Wastes of SW Development Overproduction = Extra Features Inventory = Requirements Extra Processing Steps = Extra Steps Motion = Finding Information Defects = Defects Not Caught by Tests Waiting = Waiting, Including Customers Transportation = Handoffs 35 sierra-charlie.com
36 Lean Production for Software Product-Owner Product-Backlog Sprint- Backlog Team Work for 1 Sprint Prioritized for ROI 36 sierra-charlie.com
37 Queuing Theory Tasks 37 sierra-charlie.com
38 Queuing Theory Tasks 38 sierra-charlie.com
39 Queuing Theory Tasks 39 sierra-charlie.com
40 Queuing Theory Tasks 40 sierra-charlie.com
41 Getting Started Start Here Improve Plan Do Evaluate 41 sierra-charlie.com
42 Retrospective» Tell Stories High & Low Points for Last Sprint bzw. 6 Months» What are we doing well?» What could be improved?» Who can do it? Our group or others involved?» Prioritize» Do the top 3 in each column 42 sierra-charlie.com
43 Besten Dank für Ihre Aufmerksamkeit. 43 sierra-charlie.com
44 Mehr Informationen 44 sierra-charlie.com
45 Mehr Informationen» scrum-breakfast.blogspot.com» inside-scrum.blogspot.com» Next Scrum-Kurs 20/ Agile Project Management with Target Process» Scrum Books Agile Project Management with Scrum, by Ken Schwaber Agile Estimating and Planning, by Mike Cohn User Stories Applied, by Mike Cohn» Online Scrum And XP from the trenches 45 sierra-charlie.com
46 Besten Dank für Ihre Aufmerksamkeit. 46 sierra-charlie.com
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