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Introduction to Agile and Scrum. Speaker/Author: Paul Packebush Section Manager, Corporate Metrology Author: Logan Kunitz Staff Calibration Engineer. Process Emerges to Stop Chaos. No one loves process, but it feels good compared to the pain of chaos

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introduction to agile and scrum

Introduction to Agile and Scrum

Speaker/Author: Paul Packebush

Section Manager, Corporate Metrology

Author: Logan Kunitz

Staff Calibration Engineer

process emerges to stop chaos
Process Emerges to Stop Chaos
  • No one loves process, but it feels good compared to the pain of chaos
  • Developers are unable to adapt quickly
    • Developers are extremely good at following the existing process, and process adherence is the value system
    • Process starts to trump flexibility
agile is not a process
Agile is not a process
  • You cannot do Agile, but you can be Agile
manifesto for agile software development
Manifesto for Agile Software Development
  • Individuals and interactions
    • over processes and tools
  • Working software
    • over comprehensive documentation
  • Customer collaboration
    • over contract negotiation
  • Responding to change
    • over following a plan

http://www.agilemanifesto.org

12 principles behind the agile manifesto
12 Principles behind the Agile Manifesto
  • Early and continuous delivery of valuable software
  • Welcome changing requirements
  • Deliver working software frequently
  • Teams work together daily
  • Trust motivated individuals to get the job done
  • Face-to-face conversation
  • Working software as primary measure of progress
  • Sustainable development
  • Continuous attention to technical excellence and good design
  • Simplicity
  • Self-organizing teams generate best end products
  • Teams reflect regularly and adjust behavior accordingly

http://www.agilemanifesto.org

what is scrum
What is Scrum?

A framework to help teams work in an Agile way

  • Transparency
    • Everyone knows the project state
  • Inspection
    • Ongoing reflection on status
  • Adaptability
    • Team decides how to quickly adapts to changes

Scrum is not a process it is a framework to get work done

scrum values
Scrum values
  • Commitment
    • Team has great control of its destiny
  • Focus
    • Fewer deliverables at a time
  • Openness
    • Express concerns and status often
  • Respect
    • Working together sharing in success and failures
  • Courage
    • Teams feel empowered to undertake greater challenges
scrum vs waterfall
Scrum vs. Waterfall

Waterfall:

Design

All Features

Develop

Deploy

Scrum:

Feature A

*Design

*Dev

*Deploy

Feature B

*Design

*Dev

*Deploy

Feature C

scrum vs waterfall1
Scrum vs. Waterfall

Waterfall:

Design

All Features

Develop

Deploy

Scrum:

Feature A.1

Feature B.1

Feature A

*Design

*Dev

*Deploy

Feature B

*Design

*Dev

*Deploy

Feature C

scrum implementation case study
Scrum Implementation Case Study
  • NI Calibration Business Case
    • Long development cycles
    • Schedule slippage
    • Need for new HW product calibration support
    • Growing backlog of products requiring calibration support
    • Simply adding headcount is not a sustainable solution

Approach

    • Transitioned from Waterfall development process to Agile / Scrum software development process
  • Challenges
    • Distributed Scrum Team
    • Defining “Finished”
distributed scrum team challenges
Distributed Scrum Team Challenges

NI Calibration Team

  • Scrum dictates close, daily interaction of team members
  • Distributed teams are a reality for global companies
  • Primary challenges with distributed scrum team
    • Isolation of remote team members during meetings – lacking engagement in the meetings
    • Visual tools (i.e. white-board for tracking tasks) not accessible by remote team members
    • Team size (keeping daily meeting length short)

Austin, TX

Hungary

ScrumMaster

Developers

Developers

Product Owner

distributed scrum team recommendations
Distributed Scrum Team Recommendations
  • Avoid meeting rooms
    • Everyone meets from their desk
  • Shared “cloud-based” tool for white board
  • Scrum team size: < 10
  • Keep daily meetings <15 minutes
defining finished
Defining “Finished”
  • Scrum dictates a “finished” product or feature at the end of each sprint
  • What is “Finished”
    • The feature is complete and ready to be released
  • Why is this a problem?
    • 8 to 12 weeks to develop and test a typical feature (doesn’t include integration testing - another 2 to 8 weeks)
    • Scrum sprint length = 4 weeks
    • Our features usually can’t be split into sub-features that are individually shippable
  • It will take 2 to 3 sprints to demonstrate progress for most of our features
example splitting feature into user stories
Example: Splitting Feature into User Stories

2 to 12 weeks

8 weeks

Product Development & Testing

Integration / Release Testing

2 wks

2 wks

2 wks

2 wks

Sub feature Development & Testing

Sub feature Development & Testing

Sub feature Development & Testing

Final Development Testing

“Finished”Ready for Integration

“Finished”

“Finished”

“Finished”

Sprint #1

Sprint #2

example calibration procedure
Example: Calibration Procedure
  • Full procedure includes several verification steps
  • Split overall feature by verification step into smaller user stories
  • “Finished” for each story
    • Fully developed
    • Fully tested
    • Fully reviewed
  • Feature releases once all user stories are complete
conclusion
Conclusion

NI Calibration Team Performance After Using Agile / Scrum

  • Improved time between product updates
  • Handled one-off customer feature request by doing a mid-cycle release with the new feature. Minimum impact to existing product release schedule.
  • Ability to meet release targets with improved accuracy