XP and Scrum

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XP and Scrum

• Tools and Practices for Making Your Organization
  Agile

Cory Foy foyc_at_cornetdesign.com
cornetdesign.com
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Agenda

• Straws are flexible?
• Adopting Agile Practices
• Examining Agile Practices
• Applying the Practices
• Summary

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Straws Are Flexible?
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Straws are Flexible?
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Straws Are Flexible?
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Straws are Flexible?
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Agile Manifesto

• Individuals and Interactions over Processes and
  Tools
• Working Software over Comprehensive Documentation
• Customer Collaboration over Contract Negotiation
• Responding to Change over Following a Plan
• Craftsmanship over Crap

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The Missing Letter Theory
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Retrospectives

• Original Definition A ritual held at the end of
  a project to learn from the experience and to
  plan changes for the next effort
• In Practice A chance to realign the team on core
  beliefs
• Agile Retrospectives by Diana Larsen and Esther
  Derby

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Retrospectives

• Check-In
• Focus On / Focus Off
• Timeline
• Color Code Dots
• Patterns and Shifts
• Learning Matrix
• Start/Stop/Keep
• Retrospective

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Adopting Agile

• Adoption Roles
• Innovator 2.5
• Early Adopter 13.5
• Early Majority 34
• Late Majority 34
• Laggards 16

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Adopting Agile

• Dreyfus Model of Skills Acquisition
• Novice - Needs to be told exactly what to do.
  Very little context to base decisions off of.
• Advanced beginner - Has more context for
  decisions, but still needs rigid guidelines to
  follow.
• Competent - Begins to question the reasoning
  behind the tasks, and can see longer term
  consequences.
• Proficient - Still relies on rules, but able to
  separate what is most important.
• Expert - Works mainly on intuition, except in
  circumstances where problems occur

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Examining Practices Scrum

• Three Roles
• Product Owner, ScrumMaster, self-organizing team
• Three Ceremonies
• Planning Meeting, Stand-Up, Review Meeting
• Three Artifacts
• Product Backlog, Sprint Backlog, Burndown Chart

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Examining Practices XP
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Applying Practices Trouble Spots

• Planning and Estimation
• Code Quality
• Heroic Releases

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Applying Practices Planning

• 20 Hour Story
• Day 1 3 hours
• Day 2 3 hours
• Day 3 - 1 hour
• Day 4 - 2 hours
• Day 5 - 0 hours
• Day 6 - 5 hours
• Day 7 - 3 hours
• Day 8 - 2 hours
• Day 9 - 1 hour

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Applying Practices Planning

• 20 hour story
• 20 hours development / 9 days
• 9 hours QA / 3 days
• 1 hour Integration / 1 day
• 30 hours of effort
• 13 days of effort
• Counting weekends 17 days

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Applying Practices Planning

• Story Points
• Measure of difficulty
• Relative to other stories
• Uses Powers of 2 (1,2,4,8), or Fibonacci Scale
  (1,2,3,5,8)
• How many stories you complete in an iteration is
  your velocity
• Team uses Yesterdays Weather to know what to
  sign up for

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Applying Practices Planning

• Defining Done
• Not just Code Complete
• Some level of QA testing
• Some level of Business Verification
• Must be integrated with the code base

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Applying Practices Planning
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Applying Practices Planning
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Applying Practices Planning

• Iterations
• Timeboxed
• Fixed Scope
• Consistent Length
• At end of iteration, features are potentially
  shippable

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Applying Practices Planning

• Planning Game
• Occurs once per iteration
• Team commits to what they are going to complete
• Customer is involved for team to ask questions

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Applying Practices Planning

• Planning Poker
• Used to estimate stories and tasks
• Each team member has a set of cards
• The story is discussed
• Each team member selects their card and shows it
  at the same time
• The two extremes discuss why
• Redraw as necessary

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Applying Practices Planning

• Other Tools and Artifacts
• Index Cards
• Big Visible Wall
• Burndown Chart
• Stand-Up Meeting

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Applying Practices Code Quality
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Applying Practices Code Quality

• Test-Driven Development
• No Production Code written without a failing test
• Red-Green-Refactor
• Write a failing test
• Write just enough code to make it pass
• Refactor Duplication
• Tools
• JUnit, NUnit, xUnit.NET, MbUnit, Visual Studio,
  etc

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Applying Practices Code Quality

• Test-Driven Development
• Demonstration

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Applying Practices Code Quality

• Pair Programming
• Two Minds are better than one
• Does not cut productivity in half actually
  shown to increase it
• Ping Pong Coding
• One person writes a failing test
• The other makes it pass, and writes the next
  failing test

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Applying Practices Code Quality
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Applying Practices Code Quality

• Customer Tests
• Written in language customers can understand
• Functional / Integration Level Tests
• Gives an example for the developers
• Tools
• FIT/Fitnesse
• DSLs

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Applying Practices Code Quality

• Customer Tests
• Demonstration of Fitnesse

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Applying Practices Code Quality

• Continuous Integration
• But it works on my machine!

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Applying Practices Code Quality

• Continuous Integration
• Combination of Process and Tools
• Check in frequently (at least once a day)
• On each check in, the code is checked out on a
  clean machine and built
• A set of automated tests are run (smoke tests)

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Applying Practices Code Quality

• Continuous Integration
• Nightly or weekly a full set of regression tests
  could be run
• Problems are detected very rapidly
• Tools
• CruiseControl/CruiseControl.NET
• Team Foundation Server
• Ant/NAnt/Maven/MSBuild
• One Click to Build your Software

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Applying Practices Code Quality

• Other Tools
• Onsite Customer
• Stand-Ups (tricky!)
• Code/Technical Debt Cards
• Code Reviews

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Applying Practices Heroic Releases
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Applying Practices Heroic Releases
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Applying Practices Heroic Releases
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Applying Practices Heroic Releases

• Heroic Releases are not a normal part of software
  development
• Even if it only happens at the end
• Sustainable Pace

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Applying Practices Heroic Releases

• How do we overcome this?
• Communication!
• Define Done
• Estimated Backlog / Velocities
• Stand-Up Meetings
• Involvement of Business

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Applying Practices Heroic Releases

• Define Done
• Come to a shared understanding of what it means
  to complete a story
• Should have most everything you would need to
  ship the story
• Potentially Shippable Feature

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Applying Practices Heroic Releases

• Estimated Backlog / Velocities
• By having a fully estimated backlog, business
  decisions can be made to prioritize the items on
  business value
• By having velocity estimates, the focus shifts to
  delivering value
• Beware of comparing the velocity of different
  teams or of individuals.

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Applying Practices Heroic Releases

• Stand-Up Meetings
• Not Just Standing Up!
• Purpose
• Share Commitment
• Communicate Daily Status, Progress and Plans
• Identify Obstacles
• Set Direction and Focus
• Build a Team

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Applying Practices Heroic Releases

• Stand-Up Meetings
• Three Questions
• Yesterday Today Obstacles
• Fourth Question
• How confident do you feel we are going to
  succeed?
• Focus on the Backlog (or not)

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Applying Practices Heroic Releases

• Stand-Up Meetings
• When do we hold them?
• Morning? (Start the Day)
• Mid-Morning? (Dont Start the Day)
• Afternoon? (End the Day)
• Who Should Attend?
• Keeping the Energy Level Up
• Stand Up, 15 Minutes, Signal the End, Take it
  Offline

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Applying Practices Heroic Releases

• Stand-Up Meetings only work if youve overcome
  some team dysfunctions
• Absence of Trust
• Fear of Conflict
• Lack of Commitment
• Avoidance of Accountability
• Inattention to Results

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Applying Practices Heroic Releases

• Involvement of Business
• The priorities should be decided by the business
• The team works during the planning game to commit
  to the highest priority, most valuable items
• The business has to stay involved in verifying
  the stories

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Applying Practices Other Factors

• Sustainable Pace
• Also called 40-hour week, Energized Work
• What about overtime?

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Applying Practices Other Factors

• Whole Team / Collective Ownership
• Were all in this together
• Courage as a team

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Applying Practices Other Factors

• Your Role
• ScrumMaster
• Agile Coach
• Manager
• Team Member
• Evangelist
• Find the things in the way and get them out of
  the way

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Applying Practices Other Tools

• Project Planning Tools
• VersionOne
• Rally
• ProjectCards
• xPlanner
• ScrumWorks
• These are just tools to help once you are good at
  the people stuff

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Summary

• Becoming more agile is about the people
• Be sure to understand those needs
  (Chasm/Dreyfus/Dysfunctions)
• Understand Why you are adopting a practice
• People are resistant to change if it is just
  dictated to them
• Tools arent necessarily the answer

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Other Resources

• Books
• Fearless Change
• Agile Estimating and Planning / User Stories
  Applied
• Extreme Programming Explained
• Agile Software Development with Scrum / Agile
  Project Management with Scrum
• Mailing Lists
• XP, TDD, ScrumDevelopment, LeanAgileScrum (Yahoo!
  Groups)

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Contact Information

• Cory Foy
• Site http//www.cornetdesign.com
• Email foyc_at_cornetdesign.com
• Slides will be posted on my site by tomorrow