codess prague - agile vs traditional methods - apr 2014

Silvana WasitovaAgile & Scrum CoachApril 2014

Agile vs Traditional Methods

How Computer “Geeks” replaced Computer Girls

http://gender.stanford.edu/news/2011/researcher-reveals-how-%E2%80%9Ccomputer-geeks%E2%80%9D-replaced-%E2%80%9Ccomputergirls%E2%80%9D

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http://www.projectcartoon.com/

64% implemented features are rarely or never used

Ref: Jim Johnson, Chairman of Standish Group, quoted in 2006 in: http://www.infoq.com/articles/Interview-Johnson-Standish-CHAOSSample: government and commercial organizations, no vendors, suppliers or consultants

Rarely19%

Never45%

Always7%

Often13%

Sometimes16%

http://www.agilemanifesto.org

Waterfall, Agile and Scrum: CharacteristicsWhen is a project a “Scrum Project” and when is it not?

Apr 7, 2023 8

Waterfall Agile : Iterative Development

RUP DSDM

Upfront, Detailed

Emergent Design

Linear hand-offs: Dev then QA

Cross-functional & collaborative: Dev & QA

Formal process, implemented at end

Welcomed, prioritized vs. backlog

At beginning and at delivery Throughout cycle

Scrum• Daily “standup” status checks ≤

15mins• Delivery rhythm in iterations (Sprints)• Demo & Retrospective at end of ea.

Sprint Continuous Improvement

XP: eXtreme Programming

• Automated Tests• Pair Programming• Automated / Continuous Builds• TDD: Test-Driven Development• Continuous Deployment

Teamwork

Change Requests

Customer / User Involvement

Specifications

Scrum is the most popular Agile method: 74% of Agile practitioners (2009)

© Silvana Wasitova

Scrum vs. Waterfall: Time To Market

Develop & QASpec

Develop & QASpec

Scrum

Waterfall

12 weeks 3-6 wksy wks

9 weeks

3 months

6-10 months

CollaborativeResults-Oriented

3 MONTHS

x wks

Updates

Sequential Process-Oriented

6-10 MONTHS

Faster Time to Market Higher Quality Satisfied Customer

Scrum Framework

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Scrum Framework: Summary

Product Owner Team Scrum Master

Planning: Product & Sprint

Daily Scrum Sprint Review &

Retrospective

Product Backlog Sprint Backlog Potentialy

Shippable Product

Roles(Who)

Practices(How)

Artifacts(What)

Cardinal Rule: Work on the highest priority item first

Why Scrum works:

1. Close collaboration with Customer2. Transparency through daily reviews → risk reduction3. LEAN ‘flow’ → frequent delivery of business value4. Eliminate waste, focus on highest priorities5. Inspect, adapt, improve - in each iteration

from Shingo's “Seven Wastes of Manufacturing”

7 Wastes of Software Development

Partially Done Work (In-Process Inventory)

Defects (Defects)

Relearning (Extra Processing)

Extra Features (Over-Production)

Handoffs (Transportation)

Delays (Waiting)

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Every bit of code that is there and not needed creates complexity that will plague the code base for the rest of its life Task Switching (Motion)

Ref: Implementing Lean Software Development: From Concept to Cash Mary Poppendieck

Lean, Agile, Scrum: How they relateTwo things in common: Eliminate Waste & Increase Customer ValueWaste: anything which does not advance the process, or add value Value: any action or process that a customer would be willing to pay for

• A production practice that considers the expenditure of resources for any goal other than the creation of value for the end-customer to be wasteful, and thus a target for elimination.

• Agile practices are rooted in lean philosophy.

•Scrum is the most popular Agile methodology used in software development.

•Scrum emphasizes iterative approach to building incremental business value.

•Agile is a group of methodologies based on iterative and incremental delivery, where requirements and solutions evolve through collaboration between clients and self-organizing, cross-functional teams.

•Agile practices include: Scrum, Kanban, XP (eXtreme Programming), TDD (Test Driven Development), RUP (Rational Unified Process from IBM).

Lean ScrumAgile

Adapt to changing requirements throughout dev. cycle

Continuous improvement via Retrospectives

Early product delivery

Transparency: daily standup

Stress collaboration between developers and customers

Strip-off non-essential activities & artifacts

Regular reviews with Client/Product Owner

Agile Philosophy

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•Specifications will never be fully understoodZiv’s Law:

•The user will never be sure of what they want until they see the system in production (if then)

Humphrey’s Law:

•An interactive system can never be fully specified, nor can it ever be fully tested

Wegner’s Lemma:

•Software evolves more rapidly as it approaches chaotic regions (without spilling into chaos)

Langdon’s Lemma:

Agile deals with:

“There is nothing so useless as doing efficiently that which should not be done at all.”  ~Peter Drucker

frequent handovers, separating decision-making from work  –interfere with the learning that is the essence of development.

Interfering with the smooth flow of value – e.g.: task switching, design loopbacks, technical debt, backlogs  – cause organizations to deliver less value while using increasingly more resources.

in software development

Three Biggest Sources of Waste

Building the Wrong Thing

Thrashing.

Failure to Learn

http://www.poppendieck.com/

Silvana Wasitova, CSM, CSP

Lausanne, Switzerlandwasitova@yahoo.com

+41 79 558 05 09slideshare.com/wasitova

Go get it!

Silvana Wasitova, CSM, CSP

Lausanne, Switzerlandwasitova@yahoo.com

+41 79 558 05 09slideshare.com/wasitova

21THANK YOU!