Implementing Scrum in Government. A presentation about an 18 month Enterprise project using Scrum and other Agile software development techniques. The team faced many challenges, both on the technical and teamwork fronts, but by the end emerged with a great product and a very high performing team.
5. Requirements use in system Utility of requirement Always used 7% Often used 13% Sometimes used 16% Seldom used 19% Never used 45% Source: Standish Group study, 2002.
6. Agile Manifesto Individuals and interactions That is, while there is value in the items on the right, we value the items on the left more We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: processes and tools Working software comprehensive documentation Customer collaboration contract negotiation Responding to change following a plan over over over over
24. The Facts Trouble Trouble Lines of Code = 106,000 Total Bugs Raised = 103 Bug Rate = 0.1% Industry Standard = 1.5 – 5% One Line Test Code per One Line Production Code. Unit Test Coverage = 75% 14 People 18 Months
32. Feedback Business Technical Internal External “ Team pulled together” “ Can do everything in AMS” “ Fast turnaround” Appreciated opportunity to be involved from the beginning “… use a bit less process…” “… don’t be afraid to make mistakes…” “ ...avoid constraining people…scrum is based on trust...” “ Congratulations, you have one of the few hyperproductive teams in the world. Most companies will not remove their impediments to achieve this.” “ Team is technically awesome” “… great to see so many unit tests…” “… don’t use Entity Framework v1..”
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Notas do Editor
Why are we here? Who are we? The process worked Share our experience and knowledge We had fun
Scrum Overview Our Experience over 18 months.
Planning Analysis Design Implement Test Support
Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas
Light weight framework for managing agile projects Concentrate on outcome over activities Force communication Identify issues early Continual Delivery – Motivation Described by Roles, Artifacts and Cermonies
Product Owner Responsible for return on investment Customer advocate ROI Product vision Release planning Balances multiple stakeholder views Responsible for requirements and prioritisation Backlog Scrum Master Remove impediments Coach team members and Product owners in their role Facilitate discussions Look for improvement opportunities and tell them to the team Team Ideal size 7 +- 2 Self organising Cross functional – Generalising specialists
Same time Same place Pigs and Chickens
Product Focused Team, PO, Stakeholder, The World is invited. What team committed to What team achieved Live demonstration Walk through each PBI Feedback -> converted to Product Backlog Items for prioritisation Gain acceptance from Product Owner Any new work
Processed Focused What we did well What we didn’t do so well What can we try
Product Backlog Item: User Stories As a, I want, so that Acceptance criteria Estimation Priority Non Functional Requirements Try to map to business value Sprint Backlog Item Tasks to meet PBI
Estimates? Sprint Burn Down Velocity Product Burn up Release BurnDown
Search Business reports Ad-hoc reports Audit and history reports Scalable platform for further expansion
Not just the process that got things done The team values We workshopped them
Task Board Visibility Co-located Osmosis Workshops in Team Area Short, Focused and Immediate
Better Communications Improved Focus Trust and Communication Scrum of Scrums
Commitment Over committed Inconsistent Delivery Tech Debt: Aim to not incur any Payback early Reduce unexpected road blocks Product Backlog Groom continuously One source of truth Reduce administrative overhead