1. A Transition to Scrum The Right Ingredients Presented by Sylvain Jean, CSM © 2010 Sylvain Jean. All rights reserved. revolutionagile.ca

2. Initial Situation Controlling and directive micro management (« Plan- driven »). Obvious gap between system analysts, coders and testers (not focussing on the same thing at the same time). Poor product quality… Search for the culprits  Everyone is on the defensive! Wide-spread demotivation: PLM  unsatisfied DEV  pride shaken QA  impatience and misunderstanding. Efforts made ​​to develop functions that do not match customer needs at the time of delivery. A lot of developed features stay on the shelves. Inability to deliver a product from the "Trunk“ source code base.

3. Over the Walls! RequirementsCodingTestingDelivery Team 2 Team 1 QA

4. Goals and Objectives Improve quality of delivered products More frequent delivery Delivery that meet customer needs (flexibility and adaptability) Boost Employees' motivation and commitment

5. Project Management Triangle

6. Our Ingredients…

7. Scrum Teams New roles vs the hierarchy Deal with specialities ( System Design, QA, Coding, … ) Team building ( Tuckman’s Forming- storming-norming-performing stages) Self-managed Work environment Interaction with other services and the rest of the enterprise

8. The Product Backlog The value for the customer Estimating backlog items We deliver what? We deliver when? A new product to develop vs a legacy product to maintain.

9. Sprints (Iterations) The first sprint Initial adjustments Definition of Done (DoD) Remove what does not produce value for the customer Add all that improve or ensure product quality and maintainabiity

10. Project Management The whole team estimates the tasks during the sprint planning session and this plan is continuously updated throughout the sprint duration Burndown chart Velocity --> Release planning ( Evidence- based Scheduling ) Evidence- based Scheduling Tools

11. Software Development Practices Automated builds Automated tests (unit and functional) Continuous integration and testing

12. Relational Practices We talk to each other! We pull in the same direction We help each other We do work that is outside of our immediate field of expertise We all share the same goals!

13. Demos Everybody is invited! Direct feedback from the Product Owner and other stakeholders Motivation for doing a great work during the sprint: we have to present the results in front of all We learn a lot about customer needs and also on the product itself

14. Retrospectives To continuously improve ourselves Will evolved according to the stage of development the team is going through Steps: Preparation Data (events, metrics, feelings…) Ideas Action Plan Conclusion

15. Resilience Resistance to change is seen at all levels: Management; Other department of the organisation Within the Scrum teams “The most serious impediments to using Scrum are habits of waterfall, predictive thinking over the last twenty to thirty years; these have spawned command and control management, belief that demanding something will make it happen, and the willingness of development to cut quality to meet dates. These are inbred habits that we aren’t even aware of anymore. » -Scrum is Hard and disruptive, Ken Schwaber, 2006 ( http://www.controlchaos.com/storage/scrum- articles/Scrum%20Is%20Hard%20and%20Disruptive.pdf) http://www.controlchaos.com/storage/scrum- articles/Scrum%20Is%20Hard%20and%20Disruptive.pdf

16. Add to Taste… … Stay tuned. Collected ingredients will be compiled and posted on my blog at: http://lecoinagile.blogspot.com/ (click here).click here Stay tuned. Collected ingredients will be compiled and posted on my blog at: http://lecoinagile.blogspot.com/ (click here).click here

17. Sprint The Fall of the Walls… DeliveryProduct BacklogCode (Dev)QA Team 2 Team 1 Team 2 Team1 Team 2

18. Results GoalResult Product Quality Release Frequency Meet customer needs Motivation and commitment Other considerations Mixed results in respect to the assent of senior management and other groups within the company. Difficult for the team to thrive to reach the next level of improvement (requires a lot of effort and courage). Need to resolve how to properly coordinate maintenance work and release development. Achieved

19. References Mon blog http://lecoinagile.blogspot.com/ Control Chaos Web Site by Ken Schwaber - Advanced Development Methods, Inc. http://www.controlchaos.com/ Agile Retrospectives - Making Good Team Great By Esther Derby and Diana Larsen http://www.scribd.com/doc/13380708/Agil eretrospectives Agile Estimating and Planning Mike Cohn User Stories Applied Mike Cohn Working Effectively with Legacy Code By Michael Feathers (2004) Forming, storming, norming and performing - Tuckman's Group Development Model From Wikipedia, the free encyclopedia http://en.wikipedia.org/wiki/Forming,_storming,_n orming_and_performing RAPID Development Steve McConnell Agile Software Development with Scrum Ken Schwaber, Mike Beedle The Enterprise and Scrum Ken Schwaber revolutionagile.ca © 2010 Sylvain Jean. Tous droits réservés.