Professional Documents
Culture Documents
Juan Gabardini
Facultad de Ingeniera UBA jgabardini at computer,org
Agenda
Da 1 Da 2 Por qu Scrum Que es Scrum II Que es Scrum I Ms prctica Prctica de Scrum Cmo implementar Cmo continuar
Por qu Scrum?
Proyecto predecible?
Far from Agreement
Requirements
Anarchy Complex
om pl ic at ed
Close to Agreement
Simple
Close to Certainty
Technology
Fuente: Strategic Management and Organizational Dynamics , Ralph Stacey tomado de Agile Software Development with Scrum, Ken Schwaber y Mike Beedle.
Por qu planificamos
Planificar / predecir
Arquitectura detallada Lista de tareas y dependencias estimadas Especializacin en las tareas Producto con calidad cercana a produccin Grupos auto-organizados
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Inspeccionar / adaptar
Costo .
Que cosas hay que corregir: todas Cuanta prueba es necesaria: toda Mientras dura el proyecto, se corrige todo, cuando llega la fecha, salimos con lo que tenemos.
Hay que lograr que en la balanza del cliente estn tanto la calidad cmo la funcionalidad
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Desarrollo iterativo
Arq Des Estab
Desarrollo gil
Diseo en (casi) cada iteracin La prueba con costo constante Siempre cerca de calidad de liberacin
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Consecuencias
El grupo no puede cambiar continuamente, pero las necesidades cambian La carga de trabajo por tipo de tarea es difcil de predecir
Grupo productivo
Diferencias de 10 a 1 en productividad
Make a cult of quality Provide lots of satisfying closure Build a sense of eliteness Allow and encourage heterogeneity Preserve and protect successful teams Provide strategic but not tactical directions Peopleware, DeMarco & Lister, 1987
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Ejercicio
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Agile Manifesto
Personas e interacciones sobre procesos y herramientas Software funcionando sobre documentacin comprensible Colaboracin con clientes sobre negociacin de contratos Responder a los cambios sobre seguir un plan
http://www.agilemanifesto.org
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Analogas de construccin SW
Creacin artstica Equipo de ciruga Produccin industrial (predictiva) Control de procesos no lineales
Investigacin acadmica
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Scrum
The New New Product Development Game in Harvard Business Review, 1986.
The relay race approach to product developmentmay conflict with the goals of maximum speed and flexibility. Instead a holistic or rugby approachwhere a team tries to go the distance as a unit, passing the ball back and forthmay better serve todays competitive requirements.
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Orgenes de Scrum
Jeff Sutherland Initial Scrums at Easel Corp in 1993 IDX and nearly 600 people doing Scrum Not just for trivial projects
Ken Schwaber ADM / PatientKeeper Initial definitions of Scrum at OOPSLA 95 with Sutherland Mike Beedle Scrum patterns in PLOPD4
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Scrum es usado en
Independent Software Vendors (ISVs) Compaas es Fortune 100 Pequeas startups Desarrollos internos Desarrollos contratados
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FDA-approved, life-critical software for x-rays and MRIs Enterprise workflow systems Financial payment applications Biotech Call center systems Tunable laser subsystems for fiber optic networks Application development environments 24x7 with 99.99999% uptime requirements Multi-terabyte database applications Media-neutral magazine products W eb news products
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Equipo Scrum tpico: 5-10 Sutherland us Scrum en gropos de 500+ Mike Cohn us Scrum en gropos de 100+
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Scrum@SAP
Project Majority
Majority of all agile projects @ SAP produce excellent results from the very first month onwards Minority of all agile projects @ SAP produce good results, but need a few months to get to optimal performance Rare exceptions of all agile projects @ SAP had a different kind of happy ending
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Project Minority
Rare Exceptions
Initial pilots show productivity on Scrum teams almost twice that of traditional teams. Other projects demonstrated that a storybased test driven approach to software development reduced defects found during final test by 38%.
Scrum and CMMI Level 5: The Magic Potion for Code Warriors, EUROPEAN SEPG 2007 11-14th June, Amsterdam, Kent Johnson, Carsten Ruseng Jakobsen, Jeff Sutherland
Globant
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Para hacer lo que se necesita Entornos cambiantes: aprovechamos oportunidades y reaccionamos a las amenazas a tiempo Podemos encarar problemas complejos Para ser eficaces, eficientes, y orientados a logros, con mejora continua Escalable
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Scrum I
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Overview
Planning meeting
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Sprints
Requerimientos
Diseo
Cdigo
Prueba
Source: The New New Product Development Game, Hirotaka Takeuchi and Ikujiro Nonaka, Harvard Business Review, January 1986.
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Requerimientos
Sprint
Producto
La duracin del sprint depende del tiempo que podemos comprometernos a no cambiar Sin restricciones al Equipo dentro del sprint
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Scrum Framework
Roles : Product Owner, ScrumMaster, Team Ceremonies : Sprint Planning, Sprint Review, Sprint Retrospective & Daily Scrum Meeting Artifacts : Product Backlog, Sprint Backlog and Burndown Chart
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Product Owner
Define the features of the product Decide on release date and content Beresponsible for the profitability of the product (ROI) Prioritize features according to market value Adjustfeatures and priority every iteration, as needed Accept or reject work results.
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QA, Programmers, UI Designers, etc. May be exceptions (e.g., System Admin, etc.) Ideally, no titles but rarely a possibility
Parameters
Daily 15-minutes Stand-up Not for problem solving
1. 2. 3.
Three questions:
W hat did you do yesterday W hat will you do today? W hat obstacles are in your way?
Team presents what it accomplished during the sprint Typically takes the form of a demo of new features or underlying architecture Informal
2-hour prep time rule Customers Management Product Owner Other engineers
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Participants
or two
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Product Backlog
Usually a combination of
story-based work (let user search and replace) task-based work (improve exception handling)
Prctica Scrum
Cmo funciona el ejercicio? Objetivo: Desarrollar un Brochure en sprints de 3 das Armar grupos, definir un Product Owner Cada da es de 15 min Sprint Da 1: 7 min planificacin + 8 min Da 2: 2 min Daily Scrum + 13 min Da 3: 2 min Daily Scrum + 8 min + 5 min demo
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Herramienta de Control
Items
Sprint Backlog
Pland Task
In Progress Done
I1 T1.1 T1.2 T1.3
I2 I3
T2.2
T2.3
Product Backlog
I4 I5 I6
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Agenda
Da 1 Por qu Scrum Que es Scrum I Prctica de Scrum Da 2 Que es Scrum II Ms prctica Cmo implementar Cmo continuar
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Scrum II
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Represents management to the project Responsible for enacting Scrum values and practices Removes impediments Ensure that the team is fully functional and productive Enable close cooperation across all roles and functions Shield the team from external interferences
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Support more technical indicators than company ABC with real-time, streaming data.
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Sprint Goal
Sprint Backlog
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Scrum team takes the Sprint Goal and decides what tasks are necessary Team self-organizes around how theyll meet the Sprint Goal
Managers dont make decisions for the team Sprint Backlog is created
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Changes
Team adds new tasks whenever they need to in order to meet the Sprint Goal Team can remove unnecessary tasks But: Sprint Backlog can only be updated by the team
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5/
Progress
Date
304
264 180
3/ 2 5/ 00 5/ 2 2 5/ 00 2 7/ 2 5/ 00 9/ 2 5 / 2 00 11 2 / 5/ 20 13 0 2 / 5 / 200 15 2 /2 5 / 00 17 2 /2 5/ 0 19 0 2 / 5 / 200 21 2 / 5 / 20 23 0 2 / 5 / 2 00 25 2 / 5/ 20 27 0 2 / 5 / 2 00 29 2 / 5/ 20 31 0 2 /2 00 2
104 20
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Why daily?
No
Entire team sees the whole picture every day Create peer pressure to do what you say youll do
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User stories
Como <rol de usuario>, quiero <funcin de sistema> para lograr <valor de negocio> Consiste de
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User stories
Unidad ms pequea de incremento del sistema Unidad de estimacin y control Incluye los objetivos y motivaciones del usuario Origen de BDD (Behavior driven development)
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Estimacin
Mtricas
Story point Das ideales Mejora limitada al aumentar el tiempo de estimacin Los que hacen la tarea Estimacin, no compromiso
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Precisin de la estimacin
Formas de estimar
Estimemos
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Estimacin de release
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Release Sprints
Sprint 1 Sprint 1
Sprint 2 Sprint 2
Sprint 3 Sprint 3
Beta customers and similar can use immediately after sprint Team prepares a product for release Useful during
active beta periods when transitioning a team to Scrum if quality isnt quite where it should be on an initial release
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Cuando planificar
Inicio del grupo/producto Cuando aparecen tems nuevos Unos das antes del fin del sprint Al fin del sprint
Prctica Scrum
Cmo funciona el ejercicio? Objetivo: Desarrollar un Brochure en 2 sprints de 3 das Armar grupos, definir un Product Owner, ScrumMaster Cada da es de 10 min Sprint Da 1: 5 min planificacin + 5 min Da 2: 2 min Daily Scrum + 8 min Da 3: 2 min Daily Scrum + 6 min + 2 min demo
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Implementacin
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Nivel de incertidumbre Tamao del release (3 sprint) Facilitar feedback Tiempo sin cambio de prioridades Costo de overhead Mnimo tiempo para generacin de valor Sentido de urgencia
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Scrum smells
Prdida de ritmo Chickens hablando en Daily Scrum Pigs que no estn en el Daily Scrum Grupos que no aprenden Trabajo asignado (por el ScrumMaster) Daily Scrum para el ScrumMaster Roles especializados
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Formas de implementar
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Ken Schwaber & Mike Beedle: "Agile Software Development with Scrum"
Kent Beck: "Extreme Programming Explained: Embrace Change": Ken Schwaber: Agile Project Management with Scrum
One of the first Agile books.Focuses mainly (but not solely) on the engineering practices, and supplies good overal context for creating an Agile organization. El libro actual de referencia, con Contenido ms actualizado. Foco en scrum dentro de un equipo
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Preguntas
?
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Aviso de copyright
Parte de esta presentacin es trabajo de Mountain Goat Software y est bajo licencia Creative Commons Attribution-NonCommercialShareAlike License. Para ver o copiar esta licencia, visite http://creativecommons.org/licenses/by-nc-sa/1.0/ o enve una carta a Creative Commons, 559 Nathan Abbott Way, Stanford, California 94305, USA. Parte de esta presentacin es trabajo de Ral Verano o Tobias Meyer
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