High Quality Software Development with Agile and Scrum

High Quality Software Development with Agile & Scrum @ March 2012
HIGH QUALITY SOFTWARE
HIGH QUALITY SOFTWARE
DEVELOPMENT
DEVELOPMENT
WITH AGILE & SCRUM
WITH AGILE & SCRUM
WITH PRACTICAL
WITH PRACTICAL
TIPS AND TRICKS
TIPS AND TRICKS
LEMİ ORHAN ERGİN
LEMİ ORHAN ERGİN
S E N I O R S O F T W A R E E N G I N E E R
S E N I O R S O F T W A R E E N G I N E E R
G I T T I G I D I Y O R / E B A Y
G I T T I G I D I Y O R / E B A Y

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About the author
Lemi Orhan Ergin
Senior Software Engineer
GittiGidiyor / eBay
Projects involved:
E-Commence Site For Mould Industry (e-Tool) - BYM
Legacy Product Information Management System (SPICE) - Sony
Brand-New Product Information Management System (SPIDER) - Sony
Mebs Taburu Yönetim Sistemi (MEBSİS) - Turkish Air Forces
Marketing sites for all European Countries (ODW) - Sony
Web Experience Project / Common Toolbar Project (WEP) - Sony
Core Backend Services & Components Project (Ox, Commons) - Sony
Product Data Delivery Engine / Hub & Client (Sparrow, Octopus) - Sony
Content Delivery and Aggregation Services (Xula) - Sony
Education:
B.Sc. Marmara University, Computer Science Engineering, 1997 – 2002
M.Sc. Marmara University, Computer Science Engineering, 2002 – 2005

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This presentation is based on
The author's experience in:

Certified Scrum Master since 2009 (trained by Jim Coplien)

Played scrum master role for more than 1 year

Taking lead on development teams, including Scrum teams

Participated in Scrum teams since 2008 (for more than 50 sprints)
Q&A session with Mitch Lacey on Oct 12th, 2010 CSM training with Jim Coplien on Jan 31st, 2009

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Caution
There is no one true method
of software development
Agile is not a religion
There's no scientific way to
prove that Agile is any better
There is no silver bullet
We are not resources, we are humans.
Therefore we love doing our job by following human-centric
methodologies, like Agile

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Warning
Be ready to change your culture
Be ready for more communication with
your teammates
Be ready to observe your environment and
improve
Be ready to learn how big companies
develop software
Be ready for tons of new questions to ask
The Boy Scouts have a rule: "Always leave the
campground cleaner than you found it."

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Key Concepts We Will Cover
●
Module 1. Born to fail
●
Why projects are failing
●
Waterfall & traditional software development
●
Module 2. Agile
●
Module 3. Scrum
●
Module 4. Writing high quality software with Agile
●
XP
●
How Google Write Software
●
Module 5. Do's and dont's
●
How Scrum might fail
●
Myths and realities
●
Module 6. How to kick off Scrum

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Module 1. Born to fail
http://chan4chan.com/archive/87929/Windows_-_A_fatal_exception_0E_has_occurred

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Projects are failing!
Gardner Institute
●
74% failing
●
51% of it exceeds budget
Oxford University (Saur & Cuthbertson, 2003)
●
16% successful
●
74% challenged
●
10% abandoned
Standish Group
If building engineers built buildings with the same care as software
engineers build systems, the first woodpecker to come along would
be the end of civilization as we know it.
“Top 10 Reasons Why Systems Projects Fail”, Dr. Paul Dorsey
Tata Consultancy 2007
●
62% failed to meet their schedules
●
49% suffered from budget overruns
●
47% had higher maintenance costs
●
41% failed to deliver the expected
business value and ROI
●
33% file to perform against expectations

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Project cancelled
Size of project Early On-Time Delayed Cancelled Sum
1 function point 14.68% 83.16% 1.92% 0.25% 100.00%
10 function points 11.08% 81.25% 5.67% 2.00% 100.00%
100 function points 6.06% 74.77% 11.83% 7.33% 100.00%
1,000 function points 1.24% 60.76% 17.67% 20.33% 100.00%
10,000 function points 0.14% 28.00% 23.83% 48.00% 100.00%
100,000 function points 0.00% 13.67% 21.33% 65.00% 100.00%
Average 5.53% 56.94% 13.71% 23.82% 100.00%
Table 1: Percentage of projects early, on-time, late, canceled
(from Patterns of Software Systems Failure and Success, by Capers Jones)

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Annual cost to US economy of poor quality software: $60B
Equals to US millitary spending in Iraq and Afghanistan wars
Typical industrial / commercial software development:
6-30 faults delivered / 1000 lines of software
(1M lines: 6000-30,000 faults on delivery)
Failing costs!
http://www.huffingtonpost.com/2011/08/30/military-spending-waste_n_942723.html
US NIST Report 7007.011, May 2002.
Pfleeger& Hatton, IEEE Computer, pp33-42, February 1997.

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The Current State of the Software Industry
Ever higher complexity, continuous change, super fast markets
Large Scale systems are now the norm
Low qualified labour is not the answer for creating high-value
products
The software industry needs Technical Leaders, and these will
not just pop up in an ad-hoc way
Projects live and die because of Technology, People and
Processes; universities typically only teach the first.
Software projects are more than developing software. It has tens
of steps, from getting requirements to give official support.

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Why Systems Projects Fail
●
Lack of User Involvement
●
Lack of Transparency
●
Long or Unrealistic Time Scales
●
Poor or No Requirements
●
Bad Scope Management
●
Poor Development Quality
●
Poor Testing & Quality Assurance
●
Inaduequate Development Methodology
●
Poor Technical Knowledge and Experience
7th November 1940. Tacoma Narrows suspension bridge, in Puget Sound, Washington
http://www.answers.com/topic/galloping-gertie-large-image#ixzz1q2uRmnLK

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Why software projects are failing?
How We Develop Software

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The Horizon of Predictability

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The Ghost of Uncertainty
Uncertainty is part of every innovative and
creative development process

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Waterfall Aproach

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Features of a Waterfall Model

A waterfall model is easy to follow.

It can be implemented for any size project.

Every stage has to be done separately at the
right time so you cannot jump stages.

Documentation is produced at every stage of a
waterfall model allowing people to understand
what has been done.

Testing is done at every stage.

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Assumptions of Waterfall Model

A waterfall model helps find problems earlier on
which can cost a business less than if it was
found later on.

Requirements will be set and these wouldn't be
changed.

As everything is documented a new team
member can easily understand what's to be
done.

Implementers have to follow the design
accurately

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Realities of Waterfall Model

If requirements may change, the Waterfall
model cannot work.

It is impossible to make one stage of the
projects life cycle perfect.

Difficult to estimate time and cost for each
stage of the development process.

Constant testing of the design is needed.
http://www.vvork.com/?p=4872
DON'T
DO
IT

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Original Paper of Waterfall Model
MANAGING THE DEVELOPMENT OF
LARGE SOFTWARE SYSTEMS
Dr. Winston W. Royce, 1970
The implementation is risky and invites failure

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Original Adviced Waterfall Model
In my experience, however, the simpler method has never worked on large software development
efforts and the costs to recover far exceeded those required to finance the five-step process listed.

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Assumptions
Traditional
●
Cusyomer knows what he wants
●
Engineer knows how to build it
●
Nothing changes along the way
Traditional
●
Customer knows what he wants
●
Engineer knows how to build it
●
Nothing changes along the way
Agile
●
Customer discovers what he wants
●
Engineer discovers how to build it
●
Things change along the way
The Agile Paradigm emraces
change, unpredictability and
unforseen complexity as
inescapable constants in all
product development

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Response to Unpredictability
Change Tolerance

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Module 2. Agile

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The Agile Manifesto
Process and tools
Process and tools
Individuals and
interactions
Individuals and
interactions
over
Following a plan
Following a plan
Responding to change
Responding to change over
Source: www.agilemanifesto.org
Comprehensive
documentation
Comprehensive
documentation
Working software
Working software over
Contract negotiation
Contract negotiation
Customer
collaboration
Customer
collaboration
over

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Agile Principles - I
●
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
●
Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
●
Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
●
Business people and developers must work together daily
throughout the project.
●
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job done.
●
The most efficient and effective method of conveying information to and
within a development team is face-to-face conversation.

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Agile Principles - II
●
Working software is the primary measure of progress.
●
Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
●
Continuous attention to technical excellence and good
design enhances agility.
●
Simplicity -the art of maximizing the amount of work not done-
is essential.
●
The best architectures, requirements, and designs emerge from
self-organizing teams.
●
At regular intervals, the team reflects on how to become
more effective, then tunes and adjusts its behavior accordingly.

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People Oriented
Agile methods are people-oriented
rather then process-oriented
Declaration of interdependence
Unleash creativity and innovation
by recognizing that individuals are
the ultimate source of value, and
creating an environment where
they can make a difference.
http://pmdoi.org/
©2005 David Anderson, Sanjiv Augustine, Christopher Avery,
Alistair Cockburn, Mike Cohn, Doug DeCarlo, Donna Fitzgerald, Jim
Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent
McDonald, Pollyanna Pixton, Preston Smith and Robert Wysocki.

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The Agile Practices Familiy
●
Extreme Programming (XP)
●
Crystal
●
Dynamic Systems Development Method (DSDM)
●
Test Driven Development (TDD)
●
Feature Driven Development (FDD)
●
Essential Unified Process
●
Scrum
●
Kanban
●
Lean

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Time-boxed Activities
Task are broken down into small
increments (2-4 weeks),
in which the team works through
a full development lifecycle
●
Minimizes the overall project risk
• Planning is easier with frequent releases
• Allows project to adapt to changes quickly

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Empowered Teams
Agile Teams are small (7 ± 2),
Cross-functional & Self-Organizing

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Collaboration
Agile Working Culture

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Focus on End-User and Customer
We tend to build the wrong things
Source: Standish Group Study Report

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Customer in The Loop
Agile teams contain (or have direct access to) a
customer representative in order to optimized ROI

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Communication Temperature
Increasing communication temperature is
an important goal of the Agile approach

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Why Agile?

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Agile Software Development
Agile is an iterative and adaptive approach to
software development,
performed in a highly collaborative manner by self-
organizing teams,
with just enough ceremony that produces high
quality software in a cost effective and timely
manner,
which meets the changing needs of its
stakeholders.

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Software Craftsmanship is an DISCIPLINE in software
development that emphasizes the coding skills of the
software developers themselves. It is a response by
software developers to the perceived ills of the mainstream
software industry, including the prioritization of financial
concerns over code quality.
Software Craftsmanship
http://parlezuml.com/softwarecraftsmanship/

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http://manifesto.softwarecraftsmanship.org
Software Craftsmanship Manifesto

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Module 3. Scrum

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•Scrum is an agile process that allows us to focus on
delivering the highest business value in the shortest
time.
•It allows us to rapidly and repeatedly inspect actual
working software (every two weeks to one month).
•The business sets the priorities. Teams self-organize
to determine the best way to deliver the highest
priority features.
•Every two weeks to a month anyone can see real
working software and decide to release it as is or
continue to enhance it for another sprint.
Scrum in 100 words

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Scrum origins
• Jeff Sutherland
• Initial scrums at Easel Corp in 1993
• IDX and 500+ people doing Scrum
• Ken Schwaber
• ADM
• Scrum presented at OOPSLA 96 with Sutherland
• Author of three books on Scrum
• Mike Beedle
• Scrum patterns in PLOPD4
• Ken Schwaber and Mike Cohn
• Co-founded Scrum Alliance in 2002,
initially within the Agile Alliance

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Scrum has been used by:
•Microsoft
•Yahoo
•Google
•Electronic Arts
•Lockheed Martin
•Philips
•Siemens
•Nokia
•IBM
•Capital One
•BBC
•Intuit
•Nielsen Media
•First American Real Estate
•BMC Software
•Ipswitch
•John Deere
•Lexis Nexis
•Sabre
•Salesforce.com
•Time Warner
•Turner Broadcasting
•Oce

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Scrum has been used for:
• Commercial software
• In-house development
• Contract development
• Fixed-price projects
• Financial applications
• ISO 9001-certified
applications
• Embedded systems
• 24x7 systems with
99.999% uptime
requirements
• the Joint Strike Fighter
•Video game development
•FDA-approved, life-critical
systems
•Satellite-control software
•Websites
•Handheld software
•Mobile phones
•Network switching applications
•ISV applications
•Some of the largest
applications in use

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Characteristics
• Self-organizing teams
• Product progresses in a series of month-long “sprints”
• Requirements are captured as items in a list of
“product backlog”
• No specific engineering practices prescribed
• Uses generative rules to create an agile environment
for delivering projects
• One of the “agile processes”

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Project noise level
Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software
Development with Scrum by Ken Schwaber and Mike Beedle.

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Scrum in a Nutshell

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Team Commitment
What the team commits to,
and what the product owner
agrees to during sprint planning
should be delivered!

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Sequential vs. overlapping development
Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review,
January 1986.
Rather than doing all of one
thing at a time...
...Scrum teams do a little of
everything all the time
Requirements Design Code Test

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No changes during a sprint
•Plan sprint durations around how long you
can commit to keeping change out of the
sprint
Change

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Scrum framework
•Product owner
•ScrumMaster
•Team
Roles
•Sprint planning
•Sprint review
•Sprint retrospective
•Daily scrum meeting
Ceremonies
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts

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Scrum framework
•Sprint planning
•Sprint review
Ceremonies
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts
•Product owner
•ScrumMaster
•Team
Roles

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Scrum Roles
Pig Roles
Product Owner
Team
Scrum Master
Chicken Roles
Users
Customer & Vendors
Managers

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Product owner
• Define the features of the product
• Decide on release date and content
• Be responsible for the profitability of the product (ROI)
• Prioritize features according to market value
• Adjust features and priority every iteration, as needed
• Accept or reject work results

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The Scrum Master
• Represents management to the
project
• Responsible for enacting Scrum
values and practices
• Removes impediments
• Ensure that the team is fully
functional and productive
• Enable close cooperation across all
roles and functions
• Shield the team from external
interferences

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The Team
• Typically 5-9 people
• Cross-functional:
• Programmers, testers, user
experience designers, etc.
• Members should be full-time
• May be exceptions (e.g.,
database administrator)
• Teams are self-organizing
• Ideally, no titles but rarely a
possibility
• Membership should change
only between sprints

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•Product owner
•ScrumMaster
•Team
Roles
Scrum framework
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts
•Sprint planning
•Sprint review
Ceremonies

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Sprint planning meeting
Sprint prioritization
• Analyze and evaluate product
backlog
• Select sprint goal
Sprint planning
• Decide how to achieve sprint goal
(design)
• Create sprint backlog (tasks) from
product backlog items (user stories /
features)
• Estimate sprint backlog in hours
Sprint
goal
Sprint
goal
Sprint
backlog
Sprint
backlog
Business
conditions
Business
conditions
Team
capacity
Team
capacity
Product
backlog
Product
backlog
Techno-
logy
Techno-
logy
Current
product
Current
product
Sprint Planning Meeting

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What is a User Story?
• Feature description from anyone on the team or any customer
• Have "Conditions of Satisfaction" which can be tested in review
• Have no/minimal dependency on other stories
User Stories
General Format:
As a [user role] I want to [goal], so I can [reason or conditions
of satisfaction]
As a Product Owner, I want to understand Agile planning and
estimation, so that I can produce an effective Product Backlog

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Sprint Planning
• Team selects items from the product backlog they can
commit to completing
• Sprint backlog is created
• Tasks are identified and each is estimated (1-16 hours)
• Collaboratively, not done alone by the ScrumMaster
• High-level design is considered
As a vacation
planner, I want to
see photos of the
hotels.
As a vacation
planner, I want to
see photos of the
hotels.
Code the middle tier (8 hours)
Code the user interface (4)
Write test fixtures (4)
Code the foo class (6)
Update performance tests (4)

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The Daily Scrum
•Parameters
• Daily
• 15-minutes
• Stand-up
•Not for problem solving
• Whole world is invited
• Only team members, ScrumMaster & product owner can
talk
•Helps avoid other unnecessary meetings

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Everyone answers 3 questions
•These are not status for the ScrumMaster
• They are commitments in front of peers
What did you do yesterday?
What did you do yesterday?
1
1
What will you do today?
What will you do today?
2
2
Is anything in your way?
Is anything in your way?
3
3

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The Sprint Review
•Team presents what it accomplished during the
sprint
•Typically takes the form of a demo of new
features or underlying architecture
•Informal
• 2-hour prep time rule
• No slides
•Whole team participates
•Invite the world

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Sprint Retrospective
•Periodically take a look at what is and is not
working
•Typically 30 min-1 hour
•Done after every sprint
•Whole team participates
• ScrumMaster
• Product owner
• Team
• Possibly customers and others

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Start / Stop / Continue
•Whole team gathers and discusses what they’d
like to:
Start doing
Start doing
Stop doing
Stop doing
Continue doing
Continue doing
This is just one
of many ways to
do a sprint
retrospective.

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•Product owner
•ScrumMaster
•Team
Roles
Scrum framework
•Sprint planning
•Sprint review
Ceremonies
•Product backlog
•Sprint backlog
•Burndown charts
Artifacts

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Product backlog
•The requirements
•A list of all desired work on
the project
•Ideally expressed such that
each item has value to the
users or customers of the
product
•Prioritized by the product
owner
•Reprioritized at the start of
each sprint
This is the product
backlog
This is the product
backlog

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Different Types of Stories
Spike:
•It is an experimental solution that cuts through all
the "layers."
•It is necessarily time-boxed.
•It is always intended to be thrown away.
Epic:
•Large story
•An item that can’t be committed to by the team
•It is a container of stories

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A Story Point is a relative
measure of feature
difficulty/complexity
Story Points
Story Points are a more accurate
measure of project velocity and
release schedule than using hours
and days.

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1. All the team members have a set of cards
2. Scrum Master reads description of the backlog Item
3. Everyone selects and simultaneously shows cards
4. If estimates vary significantly, high and low estimators briefly
explain why they have estimated so
5. Repeat steps 3-4 until estimates stop converging
6. Decide estimate for backlog item
7. Move to next backlog item
Planning Poker

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Sample Product Backlog

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Product Backlog Iceberg

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Work Items on Prioritized Stack

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Grooming Sessions
I hate long meetings, why do you think we
have such long meetings? What could we
do better?
Grooming meetings are a kind of small planning meetings
that the team detail the stories and re-estimate. Most
common schedule is weekly basis.
●
Increases efficiency of the team by greatly reducing uncertainty.
●
Better groomed stories are more accurately estimated, more accurately
tested, and more accurately implemented
●
Increases efficiency of the team due to the benefit of shared knowledge
gained by the entire Scrum team being in the grooming.
●
Allows the team to maintain a sustainable, higher pace.
●
When done well, grooming greatly reduces the time required for a Sprint
Planning meeting.

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Definition of Done
Definition of Done is a simple list of activities that add
verifiable/demonstrable value to the product.

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Definition of Done

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Estimation of Productive Time
• Task of 8 hours doesn't mean completion in 1 day
• Incorporate time for: meetings, phone-calls, e-mails,
bug-fixing, other responsibilities, etc.
• No contingency planning!
The team should establish a working
pace which can be sustained with
normal working hours

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A sprint backlog
Tasks
Tasks
Code the user interface
Code the middle tier
Test the middle tier
Write online help
Write the helper class
Mon
Mon
8
16
8
12
8
Tues
Tues
4
12
16
8
Wed
Wed Thur
Thur
4
11
8
4
Fri
Fri
8
8
Add error logging
8
10
16
8
8

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Sprint Burndown Chart
Determination of Team Velocity

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Sprint Burndown Chart

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Scrum Task Board

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The sprint goal
•A short statement of what the work will be
focused on during the sprint
Database Application
Financial services
Life Sciences
Support features necessary
for population genetics studies.
Support more technical indicators
than company ABC with real-time,
streaming data.
Make the application run on SQL
Server in addition to Oracle.

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Scalability
•Typical individual team is 7 ± 2 people
• Scalability comes from teams of teams
•Factors in scaling
• Type of application
• Team size
• Team dispersion
• Project duration
•Scrum has been used on multiple 500+ person
projects

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Scaling through the Scrum of scrums

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Scrum of scrums of scrums

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Scrum in Summary
Scrum is not about:
Good engineering practices
Acknowledging the importance of people
Forming cross-functional teams
Obtaining high-bandwith communication
Constantly inspecting and improving
Delivering value
Changing plans to take advantage of
opportunities and priorities
Scrum is about:

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Possible Problems with Agile
●
Cultural change
●
Organizational support
●
Stakeholder involvement
●
Team size
●
Transparency
●
“No silver bullet”

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Module 4. Writing High Quality Software With Agile
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scanneds
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Connecting to 10.2.2.2:ssh ... successful.
Attempting to exploit SSHv1 CRC32 ... successful.
Reseting root password to "Z1ON0101".
System open: Access Level (9)
% ssh 10.2.2.2 -l root
[email protected]'s password:
RTF-CONTROL> disable grid nodes 21 - 48
Warning: Disabling nodes 21-48 will disconnect
sector 11 (27 nodes)
ARE YOU SURE ? (y/n)
Grid Node 21 offline...

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Searching for High Quality
●
Scrum does not
guarantee high-
quality for your
project
●
XP principles try to
provide high-quality
software with Agile
principles

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What is Extreme Programming?
●
An agile development methodology
●
Created by Kent Beck in the mid 1990’s
●
A set of 12 key practices taken to their
“extremes”
●
A mindset for developers and customers
●
A religion?

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The XP Practices

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1 - The Planning Game
●
Planning for the upcoming iteration
●
Uses stories provided by the customer
●
Technical persons determine schedules,
estimates, costs, etc
●
A result of collaboration between the customer
and the developers

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The Planning Game – Advantages
●
Reduction in time wasted on useless features
●
Greater customer appreciation of the cost of a
feature
●
Less guesswork in planning

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The Planning Game – Disadvantages
●
Customer availability
●
Is planning this often necessary?

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2- Small Releases
●
Small in terms of functionality
●
Less functionality means releases happen
more frequently
●
Support the planning game

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Small Releases – Advantages
●
Frequent feedback
●
Tracking
●
Reduce chance of overall project slippage

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Small Releases – Disadvantages
●
Not easy for all projects
●
Not needed for all projects
●
Versioning issues

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3 – Metaphor
●
The oral architecture of the system
●
A common set of terminology

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Metaphor – Advantages
●
Encourages a common set of terms for the
system
●
Reduction of buzz words and jargon
●
A quick and easy way to explain the system

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Metaphor – Disadvantages
●
Often the metaphor is the system
●
Another opportunity for miscommunication
●
The system is often not well understood as a
metaphor

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4 – Simple Design
●
K.I.S.S.
●
Do as little as needed, nothing more

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Simple Design – Advantages
●
Time is not wasted adding superfluous
functionality
●
Easier to understand what is going on
●
Refactoring and collective ownership is made
possible
●
Helps keeps programmers on track

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Simple Design – Disadvantages
●
What is “simple?”
●
Simple isn’t always best

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6 – Testing
●
Unit testing
●
Test-first design (TDD)
●
All automated

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Testing – Advantages
●
Unit testing promote testing completeness
●
Test-first gives developers a goal
●
Automation gives a suite of regression test

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Testing – Disadvantages
●
Automated unit testing isn’t for everything
●
Reliance on unit testing isn’t a good idea
●
A test result is only as good as the test itself

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6 – Refactoring
●
Changing how the system does something but
not what is done
●
Improves the quality of the system in some
way

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Refactoring – Advantages
●
Prompts developers to proactively improve the
product as a whole
●
Increases developer knowledge of the system

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Refactoring – Disadvantages
●
Not everyone is capable of refactoring
●
Refactoring may not always be appropriate
●
Would upfront design eliminate refactoring?

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7 – Pair Programming
●
Two Developers, One monitor, One Keyboard
●
One “drives” and the other thinks
●
Switch roles as needed

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Pair Programming – Advantages
●
Two heads are better than one
●
Focus
●
Two people are more likely to answer the
following questions:
●
Is this whole approach going to work?
●
What are some test cases that may not work yet?
●
Is there a way to simplify this?

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Pair Programming – Disadvantages
●
Many tasks really don’t require two
programmers
●
A hard sell to the customers
●
Not for everyone
http://www.cenqua.com/pairon/

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8 – Collective Ownership
●
The idea that all developers own all of the
code
●
Enables refactoring

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Collective Ownership – Advantages
●
Helps mitigate the loss of a team member
leaving
●
Promotes developers to take responsibility for
the system as a whole rather then parts of the
system

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Collective Ownership - Disadvantages
●
Loss of accountability
●
Limitation to how much of a large system that
an individual can practically “own”

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9 – Continuous Integration
●
New features and changes are worked into the
system immediately
●
Code is not worked on without being
integrated for more than a day

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Continuous Integration - Advantages
●
Reduces to lengthy process
●
Enables the Small Releases practice

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Continuous Integration – Disadvantages
●
The one day limit is not always practical
●
Reduces the importance of a well-thought-out
architecture

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10 – 40-Hour Week
●
The work week should be limited to 40 hours
●
Regular overtime is a symptom of a problem
and not a long term solution

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40-Hour Week – Advantage
●
Most developers lose effectiveness past 40-
Hours
●
Value is placed on the developers well-being
●
Management is forced to find real solutions

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40-Hour Week - Disadvantages
●
The underlying principle is flawed
●
40-Hours is a magic number
●
Some may like to work more than 40-Hours

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11 – On-Site Customer
●
Just like the title says!
●
Acts to “steer” the project
●
Gives quick and continuous feedback to the
development team

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On-Site Customer – Advantages
●
Can give quick and knowledgeable answers to
real development questions
●
Makes sure that what is developed is what is
needed
●
Functionality is prioritized correctly

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On-Site Customer – Disadvantages
●
Difficult to get an On-Site Customer
●
The On-Site customer that is given may not be
fully knowledgeable about what the company
●
May not have authority to make many
decisions
●
Loss of work to the customer’s company

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12 – Coding Standards
●
All code should look the same
●
It should not possible to determine who coded
what based on the code itself

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Coding Standards – Advantages
●
Reduces the amount of time developers spend
reformatting other peoples’ code
●
Reduces the need for internal commenting
●
Call for clear, unambiguous code

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Coding Standards – Disadvantages
●
Degrading the quality of inline documentation

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How Google Develops Software
●
Single Code Base for Everything
●
Distributed Version Control System
●
Central Documentation Repository
●
Bug Tracking System
●
Maven/Gem Repository
●
Coding Standarts and Guidelines
●
Code Coverage Tools
●
Pair Programing and Code Review Tools
●
Release Notes & Release Management
●
OS-IDE-Tool Free Coding
●
Test Driven Development / Behavior Driven Development
●
Testing in Multi-level (Unit, Integration, Functional, Acceptance, Manual)
●
Continuous Integration Server
●
Enterprise Architecture (Dev, Test & QA, Staging, Production)

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How Google Develops Software
●
Sprint Collaboration Tool as White Board
●
Sprint Tracking Tool as Spreadsheet
●
Product Backlog in Spreadsheet or a tool like Atlassian Jira-GreenHooper
●
Meetings with Larry Page Rules
●
Scrum of Scrums
●
Brown Bag Sessions, tech taks, round-table sessions
●
20% Time
●
New ideas, then brainstorming session
1) Every meeting must have one clear decision maker. If there's no decision
maker -- or no decision to be made -- the meeting shouldn't happen.
2) No more than 10 people should attend.
3) Every person should give input, otherwise they shouldn't be there.
4) No decision should ever wait for a meeting. If a meeting absolutely has to
happen before a decision should be made, then the meeting should be scheduled
immediately.

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Module 5. Do's and Dont's

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Can Scrum fail ? No !
Scrum is not a silver bullet ... and it surfaces existing problems
Scrum never fails !!! It is a simple framework but hard to
implement
It’s a completely new way of thinking and mind-set shifting it is
not just list of practice.
If you “stand-up” it doesn’t mean you do Scrum ...

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Why Scrum Implementation Might Fail ?
●
Culture
●
Providing answers instead of asking questions
●
Management
●
Force commitments
●
Ask for not needed or invaluable status and
measures
●
No tolerance for failures
●
Will go back to the old norms
●
Loss of Ceremony Rhythm
●
Scrum Ceremonies are taking too long

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●
Bad Scrum Master
●
Driving the time and the tasks allocation, get
decisions.
●
Fails to make a prioritized impediment list
●
Becomes the team administrator
●
Do not keep the team in the “zone”
●
No or bad retrospectives
●
Wrong definition of done
●
No velocity tracking

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●
Bad Product Owner
●
Consistently unavailable
●
Fail to get consensus
●
Doesn’t have a vision, business plan and release
roadmap
●
Poorly defined stories (INVEST), not all work in the
backlog
●
On-going Changes in Sprint backlog
●
Too much interruptions / PO bypassed
●
No analysis or documentation

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●
Waterfall within sprint
●
Better to have 70% of stories 100% done then the
opposite.
●
Entire team own the story
●
Testers are not part of the Team
●
Developers assume QA will test
●
Integration postponed to the end
●
Technical Debt
●
More defects appear at the end
●
Last iterations produce less new functionality
●
Re-factor and re-design cost too much and take
too long

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●
Not Acting Like a self managed team
●
Fixed Roles, No knowledge leveraging
●
Prima donna /Dictator within the team
●
Depend on external expertise
●
Visibility for the managers not for the team
●
Personal goals rather than team goal
●
Talking Chickens
●
Tasks are assigned
●
Not helping and listening each other
●
NO FUN :(

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●
Team exhausted, there are no calm periods,
no place for innovation
●
" ... the team shadows the individual. Good senior
employees, feels that they can less contribute and
lead, ...[due to] the “team thing” and the low
granularity of the tasks, leaving small flexibility to
personal innovation and creativity“

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Does Scrum fit BIG organization ?
The following statements are sometimes heard:
●
"Oh yes, Scrum is good for small teams but I don't see it working
for bigger organizations”
●
"Only experts and above average developers can do it."
●
"It should evolve bottom-up" (i.e., one "crazy" team implements
Scrum and generates a "buzz" that pushes the rest of the
organization to follow).
●
"There is no visibility above the team's level as there are no project
plans".
●
"Teams are self-managed so team leaders and managers lose their
role."
●
"Agile is not good for complex systems with integrations and
dependencies."
●
"Our customers will never go along with fluid estimations"
●
And so on....

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Yes, it fits!
●
Scrum surfaces the inherent problems and
wastes
●
Scrum reduces the bureaucracy and org.
complexity
●
Break the organizational silos
●
Reduce politics – move the power to the teams
●
Scrum allows better leveling of knowledge
●
Reduces dependencies on specific expertise,
●
Raises employees satisfaction

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Yes, it fits!
●
Scrum provides much better visibility
●
Managers have more time to
●
Look ahead and think
●
Understand customer needs and ROI
●
Handle impediments
●
Raises employees satisfaction
The bigger the organization, the higher ROI

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Module 6. Kickstart

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The Shock Therapy
●
"A set of Good Practices, but no choice"
●
Team Recipe
●
Management Recipe
●
Organization Recipe

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Team Recipe
●
Scrum training session for
everyone
●
Sprint 1 week long
●
Definition of Done:
●
Feature Complete
●
Code Complete
●
No known defects
●
Approved by the Product
Owner
●
Production Ready
●
Continuous Integration
●
Story Points
●
Physical Task Board
●
All-in-one Sprint planning
meeting.
●
No Multi-tasking, work in
priority order.
●
Three successful Sprints
consecutively
●
Good business reason to
change the rule

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Management Recipe
●
Hands off during 3 iterations
●
Attend:
●
Some Daily Scrums - be quiet
●
All Sprint Reviews
●
Start to work on waste - now!
●
Management by walking, asking and listening
●
Make the first step easy for the team
●
One successful team
●
Removed impediments and studied results
●
Change in perception at "ground level"
●
A good agile reason to change the rule

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Organization Recipe
●
Difficult - How to speak to a "culture"?
●
Some steps:
●
Transparency
●
Pull
●
A micro-revolution per day
●
Some new roles

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The Scrum Sensei
●
Experienced ScrumMaster
●
Enforces rules/recipes
●
Bad ScrumMaster as in "good cop - bad cop"
●
Compassion!
●
Leaves when self-organization works

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Special Thanks!
Presentation by: Mike Cohn
[email protected]
www.mountaingoatsoftware.com
(720) 890-6110
Presentation by: Mike Cohn
[email protected]
www.mountaingoatsoftware.com
(720) 890-6110

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Special Thanks!
Scrum Shock Therapy
Björn Granvik, CTO, Jayway
Why Scrum Projects Might Fail?
Ronen Bar-Nahor (Ph.D)
Top 10 Reasons Why Systems Projects Fail
Dr. Paul Dorsey, Dulcian, Inc.

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Any Questions

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High Quality Software Development with Agile and Scrum

High Quality Software Development with Agile and Scrum

Lemi Orhan Ergin

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