Agile Software Development with Scrum – Introduction

Blackvard Management Consulting
Agile Software Development with Scrum –
Introduction
Copyright © Blackvard Management Consulting – All rights reserved www.blackvard.com

Agenda
What Will Be Covered:
1. Who We Are
2. What Lean, Agile, Waterfall & Scrum Mean
3. Scrum Roles, Events & Tools
4. Why & When You Should Utilize Scrum Teams
5. Real-world Obstacles with the Agile Approach
6. Coaching & Training Services
7. Q&A Session

 Technical project lead and ABAP architect responsible for quality in technical scope and budget in a global
roll-out of SAP Logistics applications (SAP LE / LO)
 Conducting multiple SAP ABAP and SAP HANA® trainings for various US companies
 Implementation of a standard SAP software solution for Spend Management within SAP AG & ARIBA (annual
spend volume 3 Bill. EUR) which can be used in all SAP systems
 Improved claims management using SAP FS-CM which is generating annual savings of 15 Mio € for a huge
German public healthcare organization
 Implemented a global solution for procurement processes at BMW AG using SAP SRM / B2B
 Blueprinting and implementation of SAP software for banking credit cancelations for VOLKSWAGEN
Key Achievements of Blackvard Management Consulting in Previous Projects
What We’ve Accomplished

Blackvard Management Consultants
www.blackvard.comCopyright © Blackvard Management Consulting – All rights reserved
Short Bio:
Lukas M. Dietzsch is managing director at Blackvard
Management Consulting, LLC. He is holding a Master’s
degree in Information Technology and is an experienced IT
solution architect and project lead.
His strong background in adapting to requirements and
standards in different industries and on various platforms are
valuable assets for Blackvard customers.
He is repeatedly commended by customers for driving
efficient solutions for complex problems in globally
distributed team environments and meeting tough deadlines.
For further information please visit:
www.blackvard.com
Lukas M. Dietzsch
lukas@blackvard.com
Copyright © Blackvard Management Consulting- All rights reserved www.blackvard.com
Managing Director

An overview of current and previous customers:
Customers That Recommend Blackvard

Lean Software Development
 Lean Software Development (LSD) is modeled after lean
manufacturing & lean IT principles
 Adapted from the Toyota Production System
 Lean principles are close in concept to lean manufacturing principles
 Eliminate waste/Amplify learning/Decide as late as possible/Deliver as fast as possible
 Empower the team/Build integrity in/See the whole
 Lean Software Development practices (Lean Tools) have
parallels to Agile Software Development
 Seeing waste/Value stream map/Set-based development/Pull systems
 Queuing theory/Motivation/Measurements

Agile Software Development
 Agile Software Development - agility-based software development methods
 Self-organizing & cross-functional teams create solutions & requirements assessments
 Adaptive collaborative planning, evolving progression, early delivery, ongoing improvement
 Emphasizes quick & agile responses to change
 Agile Development Methods promote:
 Iterative, incremental & evolutionary processes
 Efficient face-to-face communication
 Very short feedback loop & adaptation cycle
 Quality focus (specific techniques)
 The Agile Manifesto values the following:
 Individuals & Interactions vs. Processes & Tools
 Working Software vs. Comprehensive Documentation
 Customer Collaboration vs. Contract Negotiation
 Responding to Change vs. Following a Plan

 The Agile Manifesto is based on 12 principles:
 Rapid delivery of useful software
 Evolving requirements are welcomed
 Frequently delivered working software
 Close daily cooperation between developers & clients
 Projects built around specific individuals
 Face-to-face conversations preferred
 Working software is essential to progress
 Sustainable development
 Technical excellence & design
 Simplicity
 Team self-organization
 Adaptation to changing circumstances

 Agile Philosophy
 Complex systems & projects w/ dynamic & non-linear characteristics
 Stability, accuracy & predictions are difficult in early stages due to agility
 Large up-front designs & arrangements are wasteful
 Adaptive (Agile) vs. Predictive
 Adapting quickly to evolving realities vs. Analyzing & planning the future in detail
 Iterative vs. Waterfall
 Differences in software testing phases
 Product mindset vs. project mindset
 Code vs. Documentation
 Working software over comprehensive documentation

 Well-known Agile Software Development Methods
 Adaptive Software Development (ASD)
 Agile Modeling
 Agile Unified Process (AUP)
 Crystal Clear Methods (Crystal Clear)
 Disciplined Agile Delivery
 Dynamic Systems Development Method (DSDM)
 Extreme Programming (XP)
 Feature Driven Development (FDD)
 Lean Software Development
 Kanban (development)
 Scrum
 Scrum-ban

 Waterfall Development is a sequential design used in software development
 Progress is viewed as steadily flowing downward through phases
 Originated in manufacturing & construction industries
Waterfall Development
Requirements
Design
Implementation
Verification
Maintenance
 Product Requirements Document
 Software Architecture
 Software

 One phase must be completed before moving on to the next phase
 Rarely re-visit a phase once it has been completed
 High risk – accuracy is critical the first time around
 More costly & less efficient than Agile approaches
 Changes after the fact are often not possible
Waterfall Development
 Value is realized at end of project (deployment)
 End of project testing leaves room for unresolved issues
 Stakeholder requirements & needs could have changed
 Heavily reliant on planning & project managers

SCRUM
 SCRUM is an Agile Software Development framework
 Iterative & incremental
 Challenges assumptions of traditional & sequential approach
 Flexible & holistic
 Development team works as a unit (enables self-organization)
 Daily face-to-face communication & discipline in projects
 Key Principles of SCRUM
 Customers can change their minds regarding wants & needs
 Unpredicted challenges cannot be addressed in predictive manner

Roles of SCRUM
 Product Owner defines & communicates product requirements
 Represents the stakeholders & voice of customer
 One per SCRUM team (not combined w/ SCRUM master)
 Prioritizes & empathizes w/ team members & stakeholders
 Demonstrates solutions/announces releases/educates stakeholders/organizes milestones
 Development Team delivers Potentially Shippable Increments (PSIs) of product
 3 – 9 individuals w/ cross-functional skills (self-organizing)
 Analyze/design/develop/test/document
 SCRUM Master (Servant-leader) facilitates the SCRUM
 Removes product & deliverables impediments
 Not traditional project manager (buffer between team & distractions)
 Enforces SCRUM rules (chairs meetings & challenges team)

Events of SCRUM
 Sprint
 Basic unit of development in SCRUM (iteration)
 Timeboxed – advanced specific fixed duration (1 week - 1 month)
 Started by planning meeting – tasks identified/estimated goal/review-and-retrospective
 “Done” working product sprint emphasis
 Meetings
 Sprint planning meeting - beginning of every sprint cycle
 Daily SCRUM meeting – team “stand-up” communication meeting
 End Sprint meetings – review & retrospective
 Extensions
 Backlog refinements (grooming) – ongoing product backlog review & prioritization
 SCRUM of SCRUMS – scales SCRUM up to large development groups

Tools of SCRUM
 Product Backlogs are maintained ordered lists of requirements (story format)
 Requirements that deliver a viable product (Features/bug fixes/non-functional requirements)
 Product Backlog Items (PBIs) are ordered by the product owner; broken down by tasks
 Based on risk/business value/dependencies/required data
 Gauge timelines & influence backlog item ordering
 Product Backlogs are commonly used to:
 Capture requests for product modification & prioritize sprint items
 Ensure work maximizes business benefit to product owner
 Determine new market opportunities/competitor threats/customer feedback

Tools of SCRUM
 Sprint Backlog – Selecting backlog items from the top of the
backlog, until sprint work is complete
 Asks “Can we also do this?”
 Product backlog items added to sprint backlog
 Considers past performance; assesses capacity for new sprint
 Tasks are never assigned; team signs up for tasks based on priority & skill set
 Sprint Backlogs & estimates belong to development team
 Task boards used to track & alter sprint tasks
 Ensure team is given work which maximizes benefits
 Only team can add functionality
 Analyzed & reprioritized if necessary
 Next sprint functionality selected

Tools of SCRUM
 Potentially Shippable Increments (PSI) are all product backlog items
completed during current & previous sprints
 Definition of Done (DoD) – Scrum Team’s criteria
 Increment must be in a usable condition
 Burndown Charts are public charts showing remaining sprint backlog work
 Updated daily, view of sprint progress (quick reference)
 Release burndown chart – work left to complete product release target commitment
 Alternate release burndown chart – scope changes to release content (resets baseline)

Why and When To Utilize Agility & SCRUM
 SCRUM adopts an empirical approach which is highly beneficial
 Recognizes that problems cannot be fully understood or defined early on
 Maximizes development team’s ability to deliver quickly
 Responds to emerging & changing requirements
 Allows for rapid & agile responses
 SCRUM should be utilized when:
 Working in-house projects or projects that require flexibility
 Working on projects where scope changes rapidly
 Team isn’t fluent with specific project management approaches
 New practices are being introduced
 Rapid results are required & low costs are essential

Real-world Obstacles with Agility & SCRUM
 SCRUM does not cover the entire product development lifecycle
 Additional processes to improve implementation are commonly added
 Process guidance on prioritization & requirements gathering also added
 SCRUM does not allow for extension points
 Framework should be extended, not instantiated
 Inability to accept transparency often leads to avoidance of agility
 Company might fear processes are too specific for agile development
 Requires complete specifications prior to beginning software development
 Daily reports on accomplishments & struggles leads to information hiding

Agile Consulting Services We Offer
 Analyze existing IT & software development processes
 Oversee Agile services & processes setup
 Mentor software development teams during Agile with SCRUM implementation
 Provide Quality Assurance, enabling higher quality software solutions
 Improve quality of services & motivation of entire teams via SCRUM processes
 Oversee Change Management of collective business processes
 Mentor non-SAP software development teams in:
 Improvement of software quality
 Transparency of coding & development processes
 Increasing development team performance
Coaching & Training Services

Have Additional Questions?
Let’s Hear Them!
Questions & Answers

Blackvard Management Consulting
Gartenstrasse 14
D-69168 Wiesloch (Heidelberg)
Tel: +49 160 966 00 111
Fax: +49 3212 1300 485
www.blackvard.com
Blackvard Management Consulting, LLC
308 S Church Street Suite #12
West Chester Pennsylvania, 19382
Tel: +1 (484) 401 7218
Fax: +49 3212 1300 485
www.blackvard.com
Americas – Philadelphia (USA)Western Europe - Germany
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Agile Software Development with Scrum – Introduction

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