Agile Software Development with Scrum – Introduction

Blackvard Management Consulting

Agile Software Development with Scrum –Introduction

Copyright © Blackvard Management Consulting – All rights reserved www.blackvard.com

http://www.blackvard.com


Agenda

What Will Be Covered:

1. Who We Are

2. What Lean, Agile, Waterfall & Scrum Mean

3. Scrum Roles, Events & Tools

4. Why & When You Should Utilize Scrum Teams

5. Real-world Obstacles with the Agile Approach

6. Coaching & Training Services

7. Q&A Session

http://www.blackvard.com/


Technical project lead and ABAP architect responsible for quality in technical scope and budget in a global roll-out of SAP Logistics applications (SAP LE / LO)

Conducting multiple SAP ABAP and SAP HANA® trainings for various US companies

Implementation of a standard SAP software solution for Spend Management within SAP AG & ARIBA (annual spend volume 3 Bill. EUR) which can be used in all SAP systems

Improved claims management using SAP FS-CM which is generating annual savings of 15 Mio € for a huge German public healthcare organization

Implemented a global solution for procurement processes at BMW AG using SAP SRM / B2B

Blueprinting and implementation of SAP software for banking credit cancelations for VOLKSWAGEN

Key Achievements of Blackvard Management Consulting in Previous Projects

What We’ve Accomplished


Blackvard Management Consultants

www.blackvard.comCopyright © Blackvard Management Consulting – All rights reserved

Short Bio:

Lukas M. Dietzsch is managing director at BlackvardManagement Consulting, LLC. He is holding a Master’s degree in Information Technology and is an experienced IT solution architect and project lead.

His strong background in adapting to requirements and standards in different industries and on various platforms are valuable assets for Blackvard customers.

He is repeatedly commended by customers for driving efficient solutions for complex problems in globally distributed team environments and meeting tough deadlines.

For further information please visit:

www.blackvard.com

Lukas M. Dietzsch

[email protected]

Copyright © Blackvard Management Consulting- All rights reserved www.blackvard.com

Managing Director




An overview of current and previous customers:

Customers That Recommend Blackvard



Lean Software Development

Lean Software Development (LSD) is modeled after lean

manufacturing & lean IT principles

Adapted from the Toyota Production System

Lean principles are close in concept to lean manufacturing principles

Eliminate waste/Amplify learning/Decide as late as possible/Deliver as fast as possible

Empower the team/Build integrity in/See the whole

Lean Software Development practices (Lean Tools) have

parallels to Agile Software Development

Seeing waste/Value stream map/Set-based development/Pull systems

Queuing theory/Motivation/Measurements



Agile Software Development

Agile Software Development - agility-based software development methods

Self-organizing & cross-functional teams create solutions & requirements assessments

Adaptive collaborative planning, evolving progression, early delivery, ongoing improvement

Emphasizes quick & agile responses to change

Agile Development Methods promote:

Iterative, incremental & evolutionary processes

Efficient face-to-face communication

Very short feedback loop & adaptation cycle

Quality focus (specific techniques)

The Agile Manifesto values the following:

Individuals & Interactions vs. Processes & Tools

Working Software vs. Comprehensive Documentation

Customer Collaboration vs. Contract Negotiation

Responding to Change vs. Following a Plan




The Agile Manifesto is based on 12 principles:

Rapid delivery of useful software

Evolving requirements are welcomed

Frequently delivered working software

Close daily cooperation between developers & clients

Projects built around specific individuals

Face-to-face conversations preferred

Working software is essential to progress

Sustainable development

Technical excellence & design

Simplicity

Team self-organization

Adaptation to changing circumstances




Agile Philosophy

Complex systems & projects w/ dynamic & non-linear characteristics

Stability, accuracy & predictions are difficult in early stages due to agility

Large up-front designs & arrangements are wasteful

Adaptive (Agile) vs. Predictive

Adapting quickly to evolving realities vs. Analyzing & planning the future in detail

Iterative vs. Waterfall

Differences in software testing phases

Product mindset vs. project mindset

Code vs. Documentation

Working software over comprehensive documentation




Well-known Agile Software Development Methods

Adaptive Software Development (ASD)

Agile Modeling

Agile Unified Process (AUP)

Crystal Clear Methods (Crystal Clear)

Disciplined Agile Delivery

Dynamic Systems Development Method (DSDM)

Extreme Programming (XP)

Feature Driven Development (FDD)

Lean Software Development

Kanban (development)

Scrum

Scrum-ban



Waterfall Development is a sequential design used in software development

Progress is viewed as steadily flowing downward through phases

Originated in manufacturing & construction industries

Waterfall Development

Requirements

Design

Implementation

Verification

Maintenance

Product Requirements Document

Software Architecture

Software



One phase must be completed before moving on to the next phase

Rarely re-visit a phase once it has been completed

High risk – accuracy is critical the first time around

More costly & less efficient than Agile approaches

Changes after the fact are often not possible

Waterfall Development

Value is realized at end of project (deployment)

End of project testing leaves room for unresolved issues

Stakeholder requirements & needs could have changed

Heavily reliant on planning & project managers



SCRUM

SCRUM is an Agile Software Development framework

Iterative & incremental

Challenges assumptions of traditional & sequential approach

Flexible & holistic

Development team works as a unit (enables self-organization)

Daily face-to-face communication & discipline in projects

Key Principles of SCRUM

Customers can change their minds regarding wants & needs

Unpredicted challenges cannot be addressed in predictive manner



Roles of SCRUM

Product Owner defines & communicates product requirements

Represents the stakeholders & voice of customer

One per SCRUM team (not combined w/ SCRUM master)

Prioritizes & empathizes w/ team members & stakeholders

Demonstrates solutions/announces releases/educates stakeholders/organizes milestones

Development Team delivers Potentially Shippable Increments (PSIs) of product

3 – 9 individuals w/ cross-functional skills (self-organizing)

Analyze/design/develop/test/document

SCRUM Master (Servant-leader) facilitates the SCRUM

Removes product & deliverables impediments

Not traditional project manager (buffer between team & distractions)

Enforces SCRUM rules (chairs meetings & challenges team)



Events of SCRUM

Sprint

Basic unit of development in SCRUM (iteration)

Timeboxed – advanced specific fixed duration (1 week - 1 month)

Started by planning meeting – tasks identified/estimated goal/review-and-retrospective

“Done” working product sprint emphasis

Meetings

Sprint planning meeting - beginning of every sprint cycle

Daily SCRUM meeting – team “stand-up” communication meeting

End Sprint meetings – review & retrospective

Extensions

Backlog refinements (grooming) – ongoing product backlog review & prioritization

SCRUM of SCRUMS – scales SCRUM up to large development groups



Tools of SCRUM

Product Backlogs are maintained ordered lists of requirements (story format)

Requirements that deliver a viable product (Features/bug fixes/non-functional requirements)

Product Backlog Items (PBIs) are ordered by the product owner; broken down by tasks Based on risk/business value/dependencies/required data

Gauge timelines & influence backlog item ordering

Product Backlogs are commonly used to:

Capture requests for product modification & prioritize sprint items

Ensure work maximizes business benefit to product owner

Determine new market opportunities/competitor threats/customer feedback



Tools of SCRUM

Sprint Backlog – Selecting backlog items from the top of the

backlog, until sprint work is complete

Asks “Can we also do this?”

Product backlog items added to sprint backlog

Considers past performance; assesses capacity for new sprint

Tasks are never assigned; team signs up for tasks based on priority & skill set

Sprint Backlogs & estimates belong to development team

Task boards used to track & alter sprint tasks

Ensure team is given work which maximizes benefits

Only team can add functionality

Analyzed & reprioritized if necessary

Next sprint functionality selected



Tools of SCRUM

Potentially Shippable Increments (PSI) are all product backlog items

completed during current & previous sprints

Definition of Done (DoD) – Scrum Team’s criteria

Increment must be in a usable condition

Burndown Charts are public charts showing remaining sprint backlog work

Updated daily, view of sprint progress (quick reference)

Release burndown chart – work left to complete product release target commitment

Alternate release burndown chart – scope changes to release content (resets baseline)



Why and When To Utilize Agility & SCRUM

SCRUM adopts an empirical approach which is highly beneficial

Recognizes that problems cannot be fully understood or defined early on

Maximizes development team’s ability to deliver quickly

Responds to emerging & changing requirements

Allows for rapid & agile responses

SCRUM should be utilized when:

Working in-house projects or projects that require flexibility

Working on projects where scope changes rapidly

Team isn’t fluent with specific project management approaches

New practices are being introduced

Rapid results are required & low costs are essential



Real-world Obstacles with Agility & SCRUM

SCRUM does not cover the entire product development lifecycle

Additional processes to improve implementation are commonly added

Process guidance on prioritization & requirements gathering also added SCRUM does not allow for extension points

Framework should be extended, not instantiated

Inability to accept transparency often leads to avoidance of agility

Company might fear processes are too specific for agile development

Requires complete specifications prior to beginning software development

Daily reports on accomplishments & struggles leads to information hiding



Agile Consulting Services We Offer

Analyze existing IT & software development processes

Oversee Agile services & processes setup

Mentor software development teams during Agile with SCRUM implementation

Provide Quality Assurance, enabling higher quality software solutions

Improve quality of services & motivation of entire teams via SCRUM processes

Oversee Change Management of collective business processes

Mentor non-SAP software development teams in:

Improvement of software quality

Transparency of coding & development processes

Increasing development team performance

Coaching & Training Services



Have Additional Questions?

Let’s Hear Them!

Questions & Answers


Blackvard Management Consulting

Gartenstrasse 14

D-69168 Wiesloch (Heidelberg)

Tel: +49 160 966 00 111

Fax: +49 3212 1300 485

www.blackvard.com

Blackvard Management Consulting, LLC

308 S Church Street Suite #12

West Chester Pennsylvania, 19382

Tel: +1 (484) 401 7218

Fax: +49 3212 1300 485

www.blackvard.com

Americas – Philadelphia (USA)Western Europe - Germany


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Date post:	12-Jul-2015
Category:	Software
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