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Copyright 2010 Code71 Inc. All rights reserved.http://www.code71.com http://www.scrumpad.com
A Large State Agency
Applying SCRUM on a Government Project in a Waterfall Organization
Syed Rayhan
Co-founder, Code71, Inc.Contact: srayhan@code71.comBlog: http://blog.syedrayhan.comCompany: http://www.code71.comProduct: http://www.scrumpad.com
Copyright 2010 Code71 Inc. All rights reserved.http://www.code71.com http://www.scrumpad.com
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My Background
Expertise
Career
Iterative incremental development
Technology planning and architecture
On-shore/Off-shore software development using Agile/Scrum
Interests
Co-founder, Code71, Inc. 15+ years of total experience Co-author of “Enterprise Java with UML”
Cultural aspect of self-organizing team Scrum for small projects delivered remotely Agile engineering practices
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Agenda
Recap
Approach to Scrum adoption
Section 2
Section 4
Section 3
Retrospection
Project summary
Section 5
IntroductionSection 1
Q&ASection 6
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What to Expect
Focus
Context
How we are incrementally adopting Scrum
How we are continuing to bridge the two worlds-- Scrum and Waterfall
Candid look at what is working, what is not working, and how we have adjusted to succeed
Key Takeaways
How to run an Scrum project in a Waterfall organization
How to overcome organizational resistance to adopting Scrum
What Scrum practices to customize and why
IT culture at the agencies is deeply rooted in the traditional waterfall
Team is green in terms of working in an iterative incremental
software development
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Agenda
Recap
Approach to Scrum adoption
Section 2
Section 4
Section 3
Retrospection
Project summary
Section 5
IntroductionSection 1
Q&ASection 6
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Project Context • VA Department of Motor Vehicle (custodian agency)
• VA Department of Transportation
• State and local law enforcement agencies
ProjectJustification
Clients
Political Landscape
• Ensure public safety on roads
• Reduce traffic collisions
• Inter agency tension
• Intra agency politics
• Federal funding
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Project Context (cont.)
• Contractors and consultants
• Core team has 12 members with cross-functional
• Located on-site
Funding
Staffing
Timeline
• Federal grant
• $4.5 M
• 2006 through 2009
• Phased release
• 60 sprints completed to-date
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Project Organization
Program Mgr AuditTeam
Tester
BusinessAnalyst
Developer
TransportationOversight
CommitteeExecutive Steering
Committee
IT Project ManagerLead ArchitectScrum Coach
Developer
Working Leadership Committee
BusinessAnalyst
Developer
TARB
Agency Resources
DeveloperDeveloper
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Project Initiation
• Program and project managers joined in the 3rd qrt. of 2005• High level scoping• Feasibility study
• Architect and Analyst joined in the 3rd qrt. of 2006• Use case development• Solution architecture definition• Products and tools selection• Software development methodology definition
• The team was hired by 2nd qrt. 2007• Development environment procured and setup• Bullpen setup for the project team • Day-long intro to Scrum• Day-long team assimilation
Program Scoping
Solution Exploration
Project Initiation
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Agenda
Recap
Approach to Scrum adoption
Section 2
Section 4
Section 3
Retrospection
Project summary
Section 5
IntroductionSection 1
Q&ASection 6
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Why Scrum?
• Requirements are well understood
• Technology/tools are already in place
• Project is confined to single organization
• For maintenance and enhancement type project
• Small projects
• Requirements are evolving
• Technology/tools are new
• Project spans multiple organizations
• For new application
• Mid to large projects
• Functionality and technology are evolving
• Touches multiple organizations
• New technology
• Dependency on other projects that are in-flight (eg RNS, STARS)
• Large project
Waterfall Iterative TREDS
The focus was internal, not external The scope of Scrum was the project, not the organization
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Approach to Scrum Adoption
Phase#1
Tactical / Sprint focus
Implement basic elements of
Scrum
Self-organization
Basic rituals
Basic tracking
Mind-shift/ behavioral adaptation
Team formation
Organizational
acceptance/approval
Phase#2
Strategic / Release focus
Implement advanced elements of
Scrum Release planning
Product backlog
Prioritization
Advanced tracking
Metric (velocity)
Engineering practices
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Phase#1 of Scrum Adoption
• Self-organization• Inspect and adapt• Establishing three core roles• Accountability and ownership
• Daily Scrum• Sprint planning• Burndown chart• Sprint review• Managing progress /commitment and impediment board• Retrospect
• Team assimilation (I vs. we)• Defining Core values• Ground rules for team dynamics • Building trust relationship• Getting to know each other
Behavioral
Basic Rituals
Team Formation
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Phase#2 of Scrum Adoption
• Backlog management• Story-based requirements • Release burndown• Velocity• Product burndown
• Unit testing• Continuous integration• Agile QA• Test driven development
• Team maturation• Re-enforcement of Core values• Cross training• On-boarding
Release Management
Engineering Practices
Team Formation
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Agenda
Recap
Approach to Scrum adoption
Section 2
Section 4
Section 3
Retrospection
Project summary
Section 5
IntroductionSection 1
Q&ASection 6
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How to assimilate a new team?
A team assembled with people working together for the first time
No experience with iterative development
Use “retrospect” effectively
Nudge the team to “storming” stage
Problem
Strategy
Lessons Learned
Be ready to make the difficult decision of “letting go”
Make sure the conflict do not permeate outside the team
Result
Had to let go two people who could not fit in
Took three months for the team to start storming
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How to create a “self-organizing” team?
A team habituated in command and control environment
A team expects to get detailed direction
Ensure team ownership of Sprint planning
Use “Progress/Commitment and Impediment board” effectively
Use “Daily Scrum” and “Burndown Chart” effectively
Problem
Strategy
Watch for unintended silos that may result
Nudge the team to think in terms “We vs. I”
Result
Still an on-going learning for the team
Silos by technology/functionality resulted
Lessons Learned
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How to create a sense of urgency?
Laid-back environment
Financial incentives are not designed for performance
No clear product ownership
Invite clients to sprint reviews (demo)
Problem
Strategy
The team may start to take short-cuts to have perfect demo
Result
Motivated the team to forge ahead at a constant pace
Created a sense of excitement in the minds of clients
Helped accelerate procurement and setup of environments
Lessons Learned
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How to leverage organizational politics?
Agencies have historical tensions between each other
Individuals have personal agendas
Decisions seem to get stuck in a “black hole”
Use TARB (Technology Architecture Review Board)
Use rules of engagement for decision making
Identify team spokesperson for each area of interests
Problem
Strategy
Scrum Master should be extra vigilant about protecting the team from organization politics
Result After formation of TARB, the team was able to make technical decisions quickly
Lessons Learned
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What is an appropriate length of a Sprint?
The environment was slow paced
Find a pace to keep the team motivated
Balancing act between being complacent and stressed
Target a pace that keeps the team moving steadily and that client can keep up with
Problem
Strategy
3-week probably would give us the sustainable pace
Result
Considered 6-week, started with 4-week
Switched to 2-week sprints that gave us a better pace in phase#1
Lessons Learned
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Could the team negotiate the Sprint scope, really?
The team is apprehensive about whether Sprint scope is truly negotiable
Scrum Master is apprehensive of the team slacking off
Balancing act between control and trust
Start with trust, apply “carrot and stick” as needed
Problem
Strategy
Beware of pendulum swing in either direction
Result
Still have lingering issue with last minute de-scoping
Challenges remain with being able to see the forest vs. tree
Challenges remain with time management
Lessons Learned
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How to plan around waterfall elements in a Sprint?
Procurement is handled by an external agency
Project is dependent on external people who are transient
Get resource commitments prior to start of a sprint
Problem
Strategy
Determine the lead time required to get resource commitment
Look for workarounds
Result50% stories dependent on waterfall resources got de-scoped
Used a proxy to represent waterfall resources in daily Scrum
Lessons Learned
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Bridging the two worlds using documentation
• Sprint Backlog• Sprint Estimates• Release Backlog• Release Estimates
• Sprint Burndown• Progress Board• Impediment List• Release Burndown
• Anticipated impediment list
Project Plan
Tracking
Risk Management
• MS Project
• MS Project• Issues List
• Architecture document• Business requirements• Use-case document• QA test plan• Run book
Others
• Risk list
• Class/Sequence diagrams
Scrum Waterfall
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Audit (IV&V) feedback from Dec. 2007
“Indications are that this approach has worked well and will enable an on-time delivery of the functionality proposed for release early in 2008.”
“The current schedule identifies approximately 15 phases of distinct project activity. The schedule has not been baselined and does not show both target and actual dates. The absence of a baselined schedule with target and actual dates makes it more difficult to gauge project progress. The IV&V team did find evidence that the schedule is being maintained, and that milestone dates are being met.”
“In a project that involves three separate agencies and stakeholders, communications within the dedicated project team and extended project teams is critical. The IV&V team found that project communication receives a high degree of attention, and that overall communications within the project team and to the sponsor level at DMV is excellent.”
Done Well
ImprovementOpportunity
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Was Scrum helpful?
Costs
Planned Actual %Diff.
$1.66M $1.7M 2.5%
Timeline Jan 15, 2008 February 28, 2008 6 weeks
Issues surfaced early to help avoid impact on project schedule
Allowed scope change as late as a month before the release
Allowed us to do partial release
Flexibility
Risk
Result of the 1st Release
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Agenda
Recap
Approach to Scrum adoption
Section 2
Section 4
Section 3
Retrospection
Project summary
Section 5
IntroductionSection 1
Q&ASection 6
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Recap lessons learned
Scrum can be successfully used on Government projects that are
staffed with contractors and consultants
Accommodate waterfall world by mapping key Scrum artifacts to
traditional artifacts
Be ready to “let go” those who does not fit in the Scrum environment
Invite appropriate business stakeholders to Sprint reviews to
generate excitement
Use “stick and carrot” to strike a balance between “self-
organization” and “command and control”
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Recap lessons learned contd.
Determine the lead time required to be able to plan around Waterfall
elements of the project
Choose appropriate length for the sprint- 2/3 weeks
Use central decision making committee with engagement rules
Identify team spokesperson for each area of interests (i.e.,
architecture, project management, business requirements, etc.)
Hire the right people- 50% for technical ability, 50% for ability to self-
organize, and make sure to give a tour of the working environment
(Bullpen)…
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Q&A
“Retrospect session”
That’s me Agile Coach
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Contact
Please contact for on-site
training/coaching or Webinar:
Contact: srayhan@code71.comBlog: http://blog.syedrayhan.comCompany: http://www.code71.comProduct: http://www.scrumpad.com