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8/4/2019 7A - Jeff on Scrum and XP
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Jeff Sutherland 1993-2007
Jeff Sutherland, Ph.D.Jeff Sutherland, Ph.D.CoCo--Creator of ScrumCreator of Scrum
http://http://jeffsutherland.comjeffsutherland.com/scrum/scrum
Sc rum w i t h XP and Beyondc rum w i t h XP and Beyond
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Jeff Sutherland 1993-2007
x P@Sc rum
Scrum as a management
wrapper for XP engineeringpractices.
Scrum provides the agilemanagement mechanisms
Extreme Programmingprovides the integratedengineering practices.
Sliwa, Carol. XP, Scrum Join Forces.ComputerWorld, 18 Mar 2002
www.controlchaos.com
http://www.computerworld.com/softwaretopics/software/appdev/story/0,10801,69183,00.htmlhttp://www.computerworld.com/softwaretopics/software/appdev/story/0,10801,69183,00.html8/4/2019 7A - Jeff on Scrum and XP
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Jeff Sutherland 1993-2007
Benef i t s o f Sc rum and XP t oget her
Management and control mechanisms of Scrum are applicablefor any type of project
multiple, simultaneous software development initiatives
business development, re-engineering, marketing, support, andimplementation projects
teams are iteration (or Sprint) goal directed, rather than storydirected.
XP projects wrapped by Scrum become scalable and can be runsimultaneously by non-colocated teams.
Scrum implements in a day; XP can be gradually implementedwithin the Scrum framework.
Scrum with XP has demonstrated linear scalability ondistributed, outsourced projects and CMMI Level 5 projects
The most productive large project (>1,000,000 lines of Javacode) ever documented is a Scrum and XP project
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Jeff Sutherland 1993-2007
Cr i t i c a l p rac t ic es fo r Sc rum
produc t iv i t y ga ins
Early testing
Continuous integrating
Constant refactoring
Simple design Some pair programming the most experienced XP
companies do pair programming about 50% of the
time Evolving the code base
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Jeff Sutherland 1993-2007
The f i rs t Sc rum at Ease l
Corporat ion used a l l XP prac t ic es Continuous builds were there before Scrum began
If no code, generate some code in a week, and iterate on that
code Pair programming with a mentor would often eliminate 75% of
the code base in a morning session and result in radically newdesign
One week of nothing but refactoring for entire team in everyiteration
Testing (and documentation) happened the first day and everyday of each iteration
Common ownership of code with coding standards Some practices went way beyond XP and conventional Scrum
Test engineers built probes for component frameworks similar totesting chips test first and ensure reusable components
Set Based Concurrent Engineering
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Jeff Sutherland 1993-2007
Hyperproduc t i v i t y in t he Fi rs t Sc rum
Productivity 5-10 times industry average has been
observed in many Scrums since 1993. Factors accelerating the first Scrum
Scrum organizational pattern
XP engineering practices
Stimulating software evolution
Emergent architecture
Set-Based Concurrent Engineering (SBCE)
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Jeff Sutherland 1993-2007
Firs t Sc rum pr ior i t ized t he Spr in t
bac k log by bus iness va lue
The team asks every day before any developer
started a new task: What task will maximize the speed of appearance of a new
feature?
Will it maximize the speed of appearance of a new featureby implementing it in a new evolving component worked onby anyone on the team?
Will it maximize the speed of appearance of a new feature ifit is done in a completely new way not previously thought of?
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Jeff Sutherland 1993-2007
Google Release Burndow n Chart
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Jeff Sutherland 1993-2007
Google re invent s Lean:
Show ing w ork in progress
Ssh! We are adding a process Agile 2006, Minneapolis
Yellow is Work
in ProgressBAD!
White is Done.
GOOD!
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Jeff Sutherland 1993-2007
Sprint Mont h ly Cyc le : Fi rs t Sc rum
Three phases
Consolidation
Implementation
Integration.
Output is next iteration of a productionprototype
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Jeff Sutherland 1993-2007
Over lapping Developm ent Phases
Incremental production prototypes (monthly) Incremental package delivery (dynamic)
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Jeff Sutherland 1993-2007
Pro jec t Dom ain
A project domain is a set ofpackages that w il l form a
release. Packages evolve out of work
on topic areas.
Rapid evolution can produce a
"punctuated equilibrium"effect yielding dramatic resultsin unexpected time frames.
Levy, Steven. Artificial Life: A Report from theFrontier Where Computers Meet Biology.Vintage Books, 1993. (See notes on thesimulation byDaniel Hillisof punctuatedequilibrium on a Thinking Machine highly
parallel computer.)
http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/http://www.amazon.com/exec/obidos/ISBN=0679743898/jeffsutherlasobjA/8/4/2019 7A - Jeff on Scrum and XP
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Jeff Sutherland 1993-2007
SynchStepFir ing
SynchSteps are individualtasks in a topic areas.
Work on topic areas
results in a package readyto be put in a softwarerelease.
Example packages for visual tool Component Builder
Scenario editor
Event editor
Ensemble diagrammer
Workgroup Support
Persistent objectrepository
Version control
Multi-user access
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Jeff Sutherland 1993-2007
SynchStepDel ivery St rat egyHigh per fo rmance product ion team w here eng ineers had to be ou tnumbered
2-1 by QA, Doc um ent ion, Design, Support .
Example: two packages per month for team of 12 (4
engineers max imum) AlphaBeta delivery
First iteration of a package is alpha
Next iteration package must be beta quality
Third iteration package is production quality (frozen)
Release is announced by Product Owner
Production packages always ship at end of every iteration.
When enough production packages are shipped, call it arelease.
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Jeff Sutherland 1993-2007
Em ergent Arc h it ec t u re SBCE
(Set Based Conc urrent Engineer ing)
SyncStep(Sprint task)
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Jeff Sutherland 1993-2007
Agi le Ent erpr ise (form er ly Xbreed)
A business builds and deploys n e w b u s in e ss processes to shorten work-cycles, lower operationalcosts, satisfy regulatory constraints, etc.
Multiple business processes must be inspected,deployed, re-architected and monitored all-at-once,(Sashimi style), all of them which may encompass oneor more enabling applications.
Scrumas a process that drives p r i o r i t i zed change ,at the business level (including all enabling applications)is the foundation for business improvement.
Scrum at the business level, allows for the deploymentof new business processes that deploy business goals,regulatory requirements, mission and vision objectives,and/or keep process initiativesw i t h o r w i t h o u t enab l i ng app l i ca t i on s.
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Jeff Sutherland 1993-2007
Tak e Sc rum beyond Sc rum and
XP t o t he Business
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Jeff Sutherland 1993-2007
Cl im b ing ou t o f t he t a r pi t
Waterfall
SpiralRUP
Agile
Type C
Scrum
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Jeff Sutherland 1993-2007
Theory: Sc rum Evolu t ion
Type A , B, C Spr int s
Type A Isolated cycles of work
Type B Overlapping iterations
Type C All at once
Sutherland, J. (2005). Future of Scrum: Parallel Pipelining of Sprints in Complex
Projects. AGILE 2005 Conference, Denver, CO, IEEE.
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Jeff Sutherland 1993-2007
Sim ul t aneous Over lapping Spr in t s
Red - weeklyBlue - monthlyGreen - quarterly
PatientKeeper delivered 45 productionreleases of quality code to large healthcare
systems in 2004.
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Jeff Sutherland 1993-2007
Projec t Repor t ing
320 PR Burndown
0
20
40
60
80
100
120
140
160
180
5/9/20
05
5/16/200
5
5/23
/200
5
5/30/200
5
6/6/20
05
6/13/200
5
date
PRc
ount
0
50
100
150
200
250
300
350
400
450
totalclosed
320 current open 320 current verification
320 daily 'closed' 320 daily open
320 total 'closed'
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Jeff Sutherland 1993-2007
Pract i c e : Ag i li t y
Using Sc rum Type C t o Capt ure Indust ry Leadersh ipLeadersChallengers
Niche Players Visionaries
PatientKeeper
AllscriptsHealthcareSolutions
EpicSystems
McKesson
MDanywhereTechnologies
MedAptus
ePhysician
MercuryMD
MDeverywhereePocrates
Medical InformationTechnology
(MEDITECH)
Siemens
Eclipsys Technologies
QuadraMedAbilityto
Execute
Completeness of Vision
Gartner Magic Quadrant
"PatientKeeper is one of the best-funded and strongest vendors in
the mobile/wireless healthcaremarket. It is one of the few tomarket itself as providing amobile computing infrastructureand development environment for
which it, and other vendors,system integrators and users, candevelop their own mobileapplications. It supports both thePalm and Pocket PC platforms."
Ken Kleinberg, Gartner Research
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Jeff Sutherland 1993-2007
Questions?
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Jeff Sutherland 1993-2007
Bib l iography
Cohn, M. (2004). User Stories Applied : For Agile Software Development,Addison-Wesley.
Cohn, M. (2005). Agile Estimation and Planning, Addison-Wesley.
Poppendieck, M. and T. Poppendieck (2006). Lean Software Development: An
Implementation Guide, Addison-Wesley. Kniberg, Henrik. Scrum and XP from the Trenches: How We Do Scrum. Version
2.1, Crisp, 5 Apr 2007.
Sutherland, J. (2005). Future of Scrum: Parallel Pipelining of Sprints in ComplexProjects. AGILE 2005 Conference, Denver, CO, IEEE.
Sutherland, J., C. Jacobson, et al. (2007). Scrum and CMMI Level 5: A MagicPotion for Code Warriors! Agile 2007, Washington, D.C., IEEE.
Sutherland, J. and K. Schwaber (2007). The Scrum Papers: Nuts, Bolts, andOrigins of an Agile Method. Boston, Scrum, Inc.
Takeuchi, H. and I. Nonaka (1986). "The New New Product Development Game."Harvard Business Review(January-February).
Takeuchi, H. and I. Nonaka (2004). Hitotsubashi on Knowledge Management.Singapore, John Wiley & Sons (Asia).