Scrum in WonderlandImplementing Scrum in Government

CoastNerds Group Presentation September 2010

What are we going to talk about

Waterfall

Industry Report Card

Source: Standish Group Report 2004

Requirements use in system

Utility of requirementAlways used 7%Often used 13%Sometimes used 16%Seldom used 19%Never used 45%

Source: Standish Group study, 2002.

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

Scrum

Scrum

Roles

Ceremonies

Release Planning

Sprint Planning

Daily Scrums

What did I do yesterday?

What am I going to do today?

What is stopping me achieve this?

Sprint Review

Retrospective

Ceremonies

Release Plan

Release!Release!

Release!Release!

Release!Release!

Release!Release!

Release!Release!

Sprinting

Artifacts

Status

In a nutshell….

Source: scrumforteamsystem.com

The Project

What we delivered

• A scalable platform• Enterprise level performance and security• End to end processing capability• Standard and ad-hoc reporting• Interfaces to other systems and business• Data Migration and cleansing

Technology

• .Net 3.5, C#, WPF, WCF, • nHibernate• Sql Server 2005• SSRS

Lines of Code = 106,000Total Bugs Raised = 103Bug 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

The Facts

Trouble Trouble

Team Values

Evolution

Early Middle Late

1 Month Sprints 2 Week Sprints 2 Week Sprints

Hour Long Stand-up 15 Minute Stand-up 15 Minute Stand-up3 Questions

Done But Done Done Done Done Done

Manual Builds Continual Integration Automate Everything

Manual Deployment Scripted Deployment One-click Deployment

Poor Estimation Too Much Detail in Estimates Concentrate on Relative Estimates

Poor Visibility of Progress Task Boards Whiteboards for Everything

Separation Consolidated on Same floor Co-location

Problem What we did

Communication and Trust - Broke down team into 3 smaller teams- Scrum of Scrums

Quality - Definition of Done- QA Sheets- Peer Review- Pair Programming- Knowledge Sharing

Build and Deployment Effort - Continual Integration- Automated Builds- One-click Deployment

• Test Everything– Unit– Integration– Acceptance

• Test Early• QA Sheet• Peer Review• Collaboration• Sprint Review

QA Practices

Physical Space

Large to Small Teams

Further Improvements

• Commit to less but get it all done• Automated UI Tests• Managing Technical Debt• Product Backlog• Less Process overhead and paperwork

“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..”

FeedbackBu

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Internal External

..Finally…

• Be ready for cultural change• New levels of trust and transparency• Collaboration• Continual Improvement