What is scrum ?

Scrum = ?

KTH, 2014-10-01

Consultant www.crisp.se

Henrik Kniberg

Father

henrik.kniberg@crisp.se @HenrikKniberg

Agile & Lean coach Author

Scrum?

Agile

Lean

User stories

Continuous Integration

Kanban

Sprint

Velocity

TDD Pair programming

XP

Daily standup Henrik Kniberg

Retrospective

Personal story

Henrik Kniberg

01:39

Once upon a weekend...

(Nov 10-12, 2006)

5

Henrik Kniberg

Nov 13, 2006 Date: Monday, Nov 13, 2006! from: Henrik! to: scrumdevelopment@yahoogroups.com! subject: Scrum & XP from the trenches - how we do Scrum! !

I've written a paper (well more like a small book) describing lessons learnt after a year of Scrum experimentation with a group of 40 developers. Includes details on how we approached multi-team sprint planning, testing, retrospectives, etc.

Here's the final draft: http://www.crisp.se/henrik.kniberg/ScrumAndXpFromTheTrenches.pdf

Any feedback is welcome!

Those of you who are authors, any ideas on what I should do with a paper like this? Haven't done this kind of stuff before...

/Henrik!

6

Henrik Kniberg

4 years later...

250,000 downloads 13 languages

7

Henrik Kniberg

20 countries later...

Yes, Scrum works.

Mostly.

8

Henrik Kniberg

March 23 2008 (6.5 years ago)

Henrik Kniberg

Henrik Kniberg

≈600 people in tech/prod ≈70 teams

Stockholm 350 Gothenburg 30

Boston 30 San Francisco 10

New York 150

11

Henrik Kniberg

OK, so what is Agile then?

Henrik Kniberg

01:39

February 2001 Agile Manifesto (13.5 years ago)

www.agilemanifesto.org We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Henrik Kniberg

That is, while there is value in the items on the right, we value the items on the left more.

Agile ”umbrella” –

a family of iterative, incremental methods

Scrum

XP

Kanban

Henrik Kniberg

DSDM

FDD Crystal

Agile is...

Early delivery of business value Less bureaucracy

Henrik Kniberg

(Thanks Alistair Cockburn for this simplified definition of Agile)

Case study: Game development company Design-ready games

Game backlog

15

8

1m

Concept pres.

4h

6m

Actual work: 3 months Time to market: 25 months

Resource planning

1d

1w

Graphics design

Sound design

1m

3w

Production-ready games

12 Dev

6m

6m

3m (1m+2m)

Integr. & deploy

3w

Most companies are organized for things like: • • • •

Minimum cost Maximum control Maximum accountability Maximum resource utilization

Henrik Kniberg

Who’s fault was it?

Needed: 5 volunteers

100% resource utilization = 0% flow High resource utilization

Henrik Kniberg

Fast flow

Beware the “productivity” illusion!

• Nobody actually wants software.

• Your job is to produce as LITTLE software as possible to solve the business problem import java.sql.Connection; import java.util.concurrent.ExecutorService; import java.util.concurrent.Executors; public class Dog { private Executor executor = Executors.newFixedThreadPool(18); private int CACHE_SIZE = 50; public Dog() { try { Class.forName("oracle.jdbc.ThinDriver"); connection = DriverManager.getConnection("jdbc:oracle:thin:@prod", "admin", "beefhead"); statement = connection.prepareStatement("insert into Dog values (?, ?, ?)"); } catch (ClassNotFoundException e) {} new Thread().start(); } public void woof(Person woofCaller) { Connection connection = null; PreparedStatement statement = null; try { connection = DriverManager.getConnection("jdbc:oracle:thin:@prod", "admin", "beefhead"); statement = connection.prepareStatement("insert into Dog values (?, ?, ?)"); statement.setLong(1, System.currentTimeMillis()); statement.setString(2, person.getName()); statement.setString(3, person.getPhoneNumber().getNumber()); statement.executeUpdate(); } } } } Connection a = DriverManager.getConnection("jdbc:oracle:thin:@prod", "admin", "beefhead"); b = a.prepareStatement("select * from Dog where name = '" + name + "'"); c = b.executeQuery(); if (c.next()) { String foundName = c.getString("name"); PhoneNumber phoneNumber = new PhoneNumber(c.getString(“woofCount")); Person person = new Person(foundName, phoneNumber); return person; } else { return new Person("", null); } } catch (SQLException e) { return null; } catch (IllegalArgumentException x) { throw x; } } public List<Person> getAll() { connection = DriverManager.getConnection("jdbc:oracle:thin:@prod", "admin", "beefhead"); statement = connection.prepareStatement("insert into Dog values (?, ?, ?)"); statement.setLong(1, System.currentTimeMillis()); } if (statement != null) { if (c.next()) { String foundName = c.getString("name"); PhoneNumber phoneNumber = new PhoneNumber(c.getString(“woofCount")); Person person = new Person(foundName, phoneNumber); return person; } else {

Henrik Kniberg

Before Design-ready games

Game backlog

15

8

1m

Concept pres.

4h

6m

Resource planning

1d

1w

Graphics design

Sound design

1m

3w

Actual work: 3 months

12 Dev

6m

Cross-functional game teams

7 times faster!

Game team (graphics, sound, dev, test, deploy, etc)

Time to market: 3-4 months

Better games!

6m

3m (1m+2m)

Time to market: 25 months

After

Production-ready games

More fun!

Integr. & deploy

3w

Year 1 Q1

Year 2 Q2

Henrik Kniberg

Q3

Q4

Q1

Year 3 Q2

Q3

Q4

Q1

Q2

Q3

Q4

What about Scrum?

Henrik Kniberg

01:39

Small, cross-functional, self-organizing team

Henrik Kniberg

Split your organization

Scrum in a nutshell Split your product

Order the backlog

Large group spending a long time building a huge thing Small team spending a little time building a small thing ... but integrating regularly to see the whole Optimize process

$$$

Split time April

January $

Not checked out checked out

Done! :o) Deposit

SPRINT GOAL: Beta-­‐ready release!

Write failing test

Burndown

2d

DAO

Code p cleanu

1d

GUI spec 2d

Migration tool

Tapes try spike

1d

Impl. migration 8d

Backoffice Login Integr. with JBoss 2d

Write failing test

Backoffice User admin GUI design (CSS) 1d

Henrik Kniberg

2d

Impl GUI

Clarify requirements 2d

1d

Write failing test 3d

Integr test 2d 0.5d

DB design 2d 1d

Write failing 2d test 3d 1d

2d

Unplanned items Fix memo ry leak Write (JIRA 125) 2d failing test

Sales support 3d

Write whitepaper 4d

Impl GUI

6d

Next Withdraw Perf test W ithdraw

Shu Ha Ri Shu = Follow the rules Ha = Adapt the rules Ri = Ignore the rules Scrumbutophobia (n) See also: Scrumdamentalism

Fear of doing Scrum wrong

Symptom: Stuck in Shu Henrik Kniberg

Scrum overview – structure Product Backlog

Stakeholders

Scrum Team Sprint Backlog

Dev Team

Cross-functional, self-organizing Team - How much to pull in - How to build it - Quality - Sustainable pace

Users

Helpdesk

PO Direct communication

Operations

Management

... etc ...

Henrik Kniberg

Product owner - Vision: Where are we going & why?

- Priorities & tradeoffs - Release planning

SM

Scrum Master - Process leader/coach - Impediment remover

Typical sprint Product Backlog

Potentially shippable product increment

PO

v1.3.2

Not checked out checked out

Deposit Code cleanup 1d

GUI

Migration tool

Tapest ry spike

1d

Impl. migration 8d

Integr. with 2d

GUI design (CSS) 1d

Clarify

(Backlog Backlog refinement) grooming

DB design 2d 1d

failing 2d 1d test 3d

2d

failing 2d test

GUI 1d

require2d ments

2d test

DAO Integr test 2d 0.5d

Write

JBoss

Backoffice User admin

Burndown

Write failing

Write

spec 2d

Backoffice Login Impl

Daily Scrum

SPRINT GOAL: Beta-ready release!

Done! :o)

Write failing test3d

Unplanned items Fix me mory Write leak (JI 2d failing RA 125)

test

Sales support 3d

Write whitepaper

Week 1

Next

Week 2

Week 3

Withdr f test

Per With draw aw

4d

Impl GUI 6d

Sprint backlog (Task board / Scrum board)

Demo/Review Retrospective

Sprintplanning

Timeline

Henrik Kniberg

Sprint isnâ&#x20AC;&#x2122;t the only way to iterate

Scrum sprints

week 1

week 2

week 3

week 4

Sprint 1 Plan & forecast

Alternative 1

week 5

week 6

week 7

week 8

Sprint 2

Review (release?)

Retrospective

week 1

week 2

week 3

week 4

week 5

week 6

week 7

week 8

week 1

week 2

week 3

week 4

week 5

week 6

week 7

week 8

Retrospectives (4w) Planning cadence (2w) Release cadence (1w)

Alternative 2 Retrospectives (4w) Planning (on demand) Release (on demand)

Henrik Kniberg

Why does this work?

Henrik Kniberg

01:39

Big Bang = Big Risk

Henrik Kniberg

Big Projects usually fail. Regardless of process. ”The Standish Group has categorically stated with much conviction—backed by intense research— that the secret to project success is to strongly recommend and enforce limits on size and complexity.” ”These two factors trump all other factors.”

< $1 million

Henrik Kniberg

> $1 million

What is a successful project?

Scope

nah....

Budget

Henrik Kniberg

Schedule

What is a successful project?

Project A

Project B

Scope

Budget

Budget

Customer

Schedule

Customer

Happy stakeholders!

Development team

Henrik Kniberg

Scope

Scope

Schedule

Users

Project C

Users

Development team

Budget

Schedule

Customer

Users

Happy stakeholders!

Development team

Big Bang = cannon ball Assumptions: • The customer knows what he wants • The developers know how to build it • Nothing will change along the way

Henrik Kniberg

Agile = homing missile

Assumptions: • The customer discovers what he wants • The developers discover how to build it • Most things change along the way

Henrik Kniberg

Minimize the need for Big Projects Big Bang = Big Risk

Henrik Kniberg

Agile = Iterative + Incremental Donâ&#x20AC;&#x2122;t try to get it all right from the beginning

cost

RISK

Henrik Kniberg

Donâ&#x20AC;&#x2122;t build it all at once

value

cost value

Not â&#x20AC;?horizontalâ&#x20AC;? increments

value

Henrik Kniberg

Client

3

Server

2

DB

1

”Vertical” increments! value

Client Server DB

Henrik Kniberg

1

2

3

Not like this....

1

2

3

4

Like this!

1 Henrik Kniberg

2

3

4

5

Cross-functional teams Client

Client team C

Server

C C

Server team S

S

Test team

Henrik Kniberg

Feature team 1

C

D D D

T

DB

S

DB team

T

User

T

Feature team 2 C

C

D T

S

S

D T Communities of interest

S D T

Improving the Value Curve RISK Big Bang

Big increments

Value

Henrik Kniberg

Effort

Small increments

Highest value first

Maximize Value, not Output

Henrik Kniberg

Always ask Why

Build a Bridge OK

Henrik Kniberg

Always ask Why

Build a Bridge Why?

?

We need to get to the other village without getting wet.

Options: • Bridge • Ferry • Tunnel • Move the villages together • Reroute the river Henrik Kniberg

What about planning?

Henrik Kniberg

01:39

Plan for change A B

Plan

C D

(doomed to fail, but we don’t know it yet)

Week 1 Week 2 Week 3 Week 4

Big Bang scenario

Oops, we’re late.

”We will deliver ABCD in 4 weeks”

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8

Agile scenario

”We always deliver something every sprint (2 weeks)” ”We think we can finish ABCD in 4 weeks, but we aren’t sure” A ”We always deliver the most important items first”

A B

A B E

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6

Henrik Kniberg

Oops, our velocity is lower than we thought.

It looks like we’ll only finish AB by week 4.

What should we do now?

A B C D

Example: Measuring velocity by counting cards

Done!

Velocity per week

Henrik Kniberg

Example: Release planning using a burnup chart All of these will be done

Total # of delivered features

Week Some of these will be done, but not all

None of these will be done 51 Henrik Kniberg

51

Shorten the feedback loop!

Henrik Kniberg

01:39

Fastest learner wins!

Delivery frequency = Speed of learning Stakeholders

Feedback and Requests

Demos and Releases

Development team

Henrik Kniberg

Minimize distance between Maker and User 1

People (# of handoffs)

2

Maker

User

Time (feedback delay) Henrik Kniberg

3

Release must be REALLY easy!

Release = Drama!

Release!

Req

Release seldom

Code

Release is big

Test

Release is hard Release = Routine

Release often Henrik Kniberg

Release is small

Release is simple

Example: Decoupling to enable frequent releases

Client App squad

!#?

Feature squads

Henrik Kniberg

Continuous Delivery

How long does it take to deploy a change that involves just one single line of code?

Do you do this on a repeatable, reliable basis?

Automatic Manual Code & commit

Henrik Kniberg

Build

Test & integrate

Deploy to staging

Deploy to prod Manual test

Henrik Kniberg

Deployment should be so easy that even an Agile Coach can do it!

Henrik Kniberg

Face-2-face communication

Whoâ&#x20AC;&#x2122;s fault was it?

Improvement workshops

(retrospectives, post-mortems, etc) What did we learn?

What will we change?

Henrik Kniberg

Idea/Problem â&#x20AC;&#x153;Radio you can save!â&#x20AC;?

Backlog Developing Released

Impact achieved

Narrative & Metrics & Prototypes Build MVP

Minimum Viable Product

Tweak

Deploy

to X% of users

Impact A/B test

Analyze data

Henrik Kniberg

Wrapup

Henrik Kniberg

01:39

Donâ&#x20AC;&#x2122;t go overboard with Agile!

No plan

Rough, adaptive plan

No architecture

Rough, adaptive architecture

Bad Agile

Good Agile

Henrik Kniberg

Big up front plan

Big up front architecture

Many traditional projects

15,000 person-years of experience

Communication User involvement Small steps Henrik Kniberg

Agile is...

Early delivery of business value Less bureaucracy

Henrik Kniberg

(Thanks Alistair Cockburn for this simplified definition of Agile)

Find (or create) agile companies!

How to recognize real agility: • Work in small, cross-functional, self-organizing teams • Release often & get real user feedback • Focus on Value rather than Output/Cost • Experiment a lot with product & process Beware empty buzzwords We do Scrum!

We are Agile!

Henrik Kniberg

Agile @ KTH?

• Find common working hours • Use GIT to share code • Use Trello or Google drive to visualize progress

How to recognize real agility: • Work in small, cross-functional, self-organizing teams • Release often & get real user feedback • Focus on Value rather than Output/Cost • Experiment a lot with product & process Awesome (and free!) online tools: Trello

Henrik Kniberg

Google drive