an unexpected journey: improving a scrum implementation with kanban
TRANSCRIPT
Craeg Strong CTO, Ariel Partners
July 8, 2015 New York, NY
An Unexpected Journey: Improving A Scrum
Implementa9on With Kanban
© Copyright Ariel Partners 2015 *[email protected] ((646) 467-‐7394 1
Software Development since 1988
Large Commercial & Government Projects
Agile Coach / Kanban Trainer
Performance & Scalability Architect
Apache Ant Open-Source Contributor
New York & Washington DC Area
CTO, Ariel Partners AKT, CSM, CSP, CSD, CSPO, PSM,
PMI-‐ACP, PMP, SAFe Agilist
www.arielpartners.com [email protected]
@ckstrong1
Craeg Strong
© Copyright Ariel Partners 2015 *[email protected] ((646) 467-‐7394
“Permission Giving” Events
Why Agile/Scrum?
BASE YEAR 8/29/2012 – 8/28/2013
2013 2014 2015 2012 OPTION YEAR 1
8/29/2013 – 8/28/2014 . . .
Recent Successes
Federal AcquisiPon RegulaPons
Contract Type Firm Fixed Price
High Risk
Process Flexibility
Change Control Board MeePng
From TradiPonal Waterfall… M5 M6 M7 M8 M9 M10 M11 M12
Year One M1 M2 M3 M4
Year Two M1 M2 M3 M4
Require-‐ ments
Design
Code And Unit Test (CUT)
System Test
GAT
UAT
PRR
PDR
CDR TRR
TRR
OAR
To…… Scrum! Release
Month 2 Month 3 Month 4 Month 5 Month 6 Month 1
Sprint 1
Product Backlog
Sprint Backlog
Release Backlog
Sprint 2 Sprint 3
Sprint 4 Sprint 5
Sprint 6 Sprint Backlog Sprint
Backlog Sprint Backlog Sprint
Backlog Sprint Backlog
Sprint Planning System TesPng Government Acceptance TesPng
Release Planning
RetrospecPve CCB
Change Control Board MeePng
Capturing The Work User S
torie
s Change Requests Better Usability, Improved DNA Matching Algorthms
Problem Reports Defects We Inherited, Latent Defects
Infrastructure Test Automation Frameworks, Custom Scrum Templates, Test Data Generation
Documentation Design Documents, On-Line Help, CBT
Over
head Bugs New feature fails a test
Administrative Tasks Onboard new staff member, Re-cable blade server, reconfigure SharePoint
Our Initial Set Of Work Item Types
Problem: Too Much MulPtasking
© Copyright Ariel Partners 2014 *[email protected] ((646) 467-‐7394 9
Problem: DocumentaPon Delivered Late
141 49%
76 26%
23 8%
11 4% 37
13%
Delivered On Time
Delivered < 10 Days Late
Delivered 10-‐20 Days Late
Delivered 21-‐29 Days Late
Delivered ≥ 30 Days Late 0
5
10
15
20
25
30
Jan Feb Mar Apr
3 or more 2nd Rework Rework Accepted
© Copyright Ariel Partners 2014 *[email protected] ((646) 467-‐7394 10
Problem: Not Finishing User Stories
0
5
10
15
20
25
Sprint 5: User Story Comple9on Curve
Testers WaiPng For
Code
Limited Time For TesPng
Better coordination, fewer unfinished User Stories But, in the end, all the same problems…. ….plus another problem
Results?
Really. Long. Scrums.
New Items Added During Sprint Release
Month 2 Month 1
Sprint 1
Product Backlog
Sprint Backlog
Release Backlog
Sprint 2
Sprint Backlog
Change Control Board MeePng Influx of
Expedited Items
Expectation
q Too Many Work Items q Recurring Need For Estimates q Constant Interruptions
Reality
Bursty DocumentaPon Requirements
Sprint TesPng
DocumentaPon End-‐User
Procurement Guidance
Release
Design & Technical DocumentaPon
Sprint Sprint Sprint Sprint Sprint
TesPng DocumentaPon
TesPng DocumentaPon
TesPng DocumentaPon
TesPng DocumentaPon
Design & Technical DocumentaPon
Design & Technical DocumentaPon
Training DocumentaPon
Training DocumentaPon
Training DocumentaPon
Training DocumentaPon
Training DocumentaPon
Training DocumentaPon
Training DocumentaPon
Training DocumentaPon
Training DocumentaPon
Design & Technical DocumentaPon
Design & Technical DocumentaPon
Design & Technical DocumentaPon
? (Dark Matter)
Why Were We Always So Busy?
Work Item Type Class Of Service Business User Story Standard
Infrastructure User Story Standard Tier III EscalaPon Expedited ProducPon Script Fixed Date Hot Fix Expedited Escaped Defect Expedited DocumentaPon Deliverable Fixed Date DocumentaPon Rework Expedited Technical Chore Intangible
Kanban gives us the analytical tools to understand these work items better and to see why they have been
disrupting the smooth delivery of value © Copyright Ariel Partners 2015 *[email protected] ((646) 467-‐7394
Next Step: Work Item Types, Progress Bar
Business
Infrastructure
DocumentaPon
Escaped Defect
Hot Fix
EsPmate
Blocked
Recapping Our Journey
© Copyright Ariel Partners 2014 *[email protected] ((646) 467-‐7394 21
q Started With Scrum q Ran Into Challenges q Gradually Adopting Kanban Ideas q Utilizing STATIK q Not Using the “K” Word q Process Will Continue To Evolve
Choosing A Methodology
© Copyright Ariel Partners 2015 *[email protected] ((646) 467-‐7394
0%
10%
20%
30%
40%
50%
60%
*According to VersionOne
When Not To Use Scrum
© Copyright Ariel Partners 2015 *[email protected] ((646) 467-‐7394
Scrum Kanban Awareness & Precedent
Awareness, Acceptance, or OrganizaPonal Precedent
No Experience With Agile, or Previous NegaPve Experience
Nature of the Work Best for Development or “Disciplined O&M”
O&M or Development plus O&M
Stakeholder Availability
Time-‐Boxed IteraPons provide Convenient Planning Horizon for Stakeholders
Stakeholders cannot commit to fixed Pme-‐frames, or can engage more frequently
External Dependencies Effort fairly self-‐contained, Cross-‐FuncPonal team
Lots of dependencies on external teams
Openness to Change Need or Want Clean Break from past: RevoluPon
EvoluPonary approach is necessary
Team Preferences & Maturity
Ceremonies, Time-‐Box Desirable
Escape “Tyranny of the Time-‐Box,” Lengthy Planning MeePngs
What If You Are Kind Of In The Middle?
© Copyright Ariel Partners 2015 *[email protected] ((646) 467-‐7394
Scrum Kanban Awareness & Precedent
Awareness, Acceptance, or OrganizaPonal Precedent
No Experience With Agile, or Previous NegaPve Experience
Nature of the Work Best for Development or “Disciplined O&M”
O&M or Development plus O&M
Stakeholder Availability
Time-‐Boxed IteraPons provide Convenient Planning Horizon for Stakeholders
Stakeholders cannot commit to fixed Pme-‐frames, or can engage more frequently
External Dependencies Effort fairly self-‐contained, Cross-‐FuncPonal team
Lots of dependencies on external teams
Openness to Change Need or Want Clean Break from past: RevoluPon
EvoluPonary approach is necessary
Team Preferences & Maturity
Ceremonies, Time-‐Box Desirable
Escape “Tyranny of the Time-‐Box,” Lengthy Planning MeePngs
Consider Scrumban
© Copyright Ariel Partners 2015 *[email protected] ((646) 467-‐7394
Adopting Scrum
To facilitate adopPon of Scrum, starPng from wherever you are right now Demand Analysis, Workflow Analysis
Amplifying Scrum
Help idenPfy, implement, and measure improvements for an exisPng Scrum team WIP limits, Lead Time Metrics
Scaling Scrum
To facilitate inter-‐team planning and communicaPon Visualize and manage dependencies via Kanban boards, PorColio Kanban
Using the Kanban Method for…
Summary: Choosing A Methodology
© Copyright Ariel Partners 2015 *[email protected] ((646) 467-‐7394
Pick Best-Fit For Situation q Learn Both Kanban and Scrum q Full-Time Coach q Up-Front Training “Agile Bootcamp” q Learning Kanban Makes You Better At Scrum
QuesPons?
© Copyright Ariel Partners 2015 *[email protected] ((646) 467-‐7394
We are available for consulPng or Agile coaching We love to compare notes and talk shop!
Ariel Partners (646) 467-‐7394 [email protected] www.arielpartners.com @arielpartners
Thank You!