Scrum, Kanban, DevOps, and Nexus

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1 Agenda Improving the Profession of Software Delivery Scrum, Kanban, DevOps, and Nexus Scrum Overview Professional Scrum with Kanban Professional Scrum with DevOps Nexus Framework How to Get Started Shirley Santiago Agile Vietnam Conference November 17, 2 If you haven t found it yet, keep looking. Don t settle. As with all matters of the heart, you ll know when you find it. - Steve Jobs 1 Scrum Overview Improving the Profession of Software Delivery 3 4 Scrum.org: The Home of Scrum 90% Agile Teams Use Scrum 237 Professional Scrum Trainers (PSTs) Over 118,000 Taught Americas, Europe, Africa, Oceania & Asia 2,750, ,000+ Open Assessments Taken Level I Professional Scrum Credential Holders 4,000+ Level II Professional Scrum Credential Holders 580+ Level III Professional Scrum Credential Holders Scrum: What s in a Name? as in Rugby, the ball gets passed within the team as it moves as a unit up the field. - Takeuchi-Nonaka The New New Product Development Game (1986) 6 v Scrum.org All Rights Reserved 1

2 Scrum Scrum (noun): A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value. Scrum in a Nutshell 1. The team plans to deliver working software in 30 days or less 2. The team creates the software 3. The team offers their work for inspection to gather feedback 4. The team adapts the plan, based on the feedback, for the next cycle Repeat 8 Roles, Artifacts and Events in the Scrum Framework The Bigger Picture Company Vision Business Strategy Product Vision Product Strategy Release Plan Sprint Plan Daily Plan 10 The Bigger Picture Scrum Is Complemented by Many Practices Company Vision Empiricism & Self-Organization Focus on Vision Value Validation Business Strategy Product Vision Product Strategy Release Plan Sprint Plan Versus Project Charters Project Plans (time, budget, scope) Milestones 3 Roles Backlog Refinement Definition of Done 3 Artifacts Forecast 5 Events Sprint Goal Burnup/Burndown Charts Story Mapping Velocity User Stories Specification By Example Buy A Feature Release Planning Planning Poker Relative Estimation Just In Time Planning Continuous Delivery Impact Mapping Cost of Delay Minimal Viable Product A/B Testing Value Metrics Program Management Market Research Measuring/Reducing Roadmapping Business Modelling Technical Debt User Surveys Product Vision Daily Plan and many, many more v Scrum.org All Rights Reserved 2

3 2 Professional Scrum with Kanban Kanban Practices Flow-Based Events Visualization of the Workflow- the The Sprint Kanban Board Flow-Based Sprint Planning Limiting WIP Flow-Based Daily Scrums Active Management of Work Items in Flow-Based Sprint Review Progress Flow-Based Sprint Retrospectives Inspect and Adapt Workflow Flow Metrics and Analytics The Basic Metrics of Flow PURPOSE The flow-based perspective of Kanban can enhance and complement the Scrum framework and its implementation. Teams can apply Kanban whether they are just stating to use Scrum or having been using it all along. The Kanban Guide for Scrum Teams is the result of a collaboration between members of the Scrum.org community and leaders of the Kanban community. DEFINITION OF KANBAN Kanban (n): a strategy for optimizing the flow of stakeholder value through a process that uses a visual, work-in-progress limited pull system Central to the definition of Kanban is the concept of flow. Flow is the movement of customer value throughout the product development system. Kanban optimizes flow by improving the overall efficiency, effectiveness, and predictability of a process KANBAN PRACTICES Scrum Teams achieve flow optimization by using the following four practices: 1. Visualization of the workflow 2. Limiting WIP 3. Active management of work items in progress 4. Inspecting and adapting their definition of Workflow FLOW METRICS AND ANALYTICS The Basic Metrics of Flow The four basic metrics of flow that Scrum Teams using Kanban will need to track are as follows: 1. Work in Progress (WIP) 2. Cycle Time 3. Work Item Age 4. Throughput v Scrum.org All Rights Reserved 3

4 FLOW METRICS AND ANALYTICS Work in Progress (WIP) WIP the number of work items started but not finished (according to the Scrum Team s definition of Workflow ) Cycle Time Cycle Time the amount of elapsed time between when a work item starts and when a work item finishes Work Item Age The amount of elapsed time between when a work item started and the current time Throughput The number of work items finished per unit of time. Note the measurement of throughput is the exact count of work items. 3 Professional Scrum with DevOps DevOps Came From Agile Initial Focus Was To Solve the Scrum / Agile Fall Problem At the Agile 2008 conference Andrew Clay Shafer and Patrick Debios discussed Agile Infrastructure Which led to DevOps Days in Belgium in 2009 Agile DevOps Scrum Fall Applying Agile development approach to release management and infrastructure Taking the practices of Continuous Integration and adding a deployment orientation Led to Continuous Delivery But this problem is much harder than it looks Operations are focused on stability and TCO Running IT has lots of moving parts What about Helpdesks, Security, Infrastructure vendors, etc.. DevOps Values In Response To The Problem SHARING DevOps Values CULTURE AUTOMATION MEASUREMENT LEAN v Scrum.org All Rights Reserved 4

5 What is DevOps DEV OPS There is NO single definition of DevOps, only the acknowledgement that stronger collaboration of Development (and Testing) and Operations are key to unlocking better business outcomes. DevOps TEST Today, DevOps is an understood set of practices and cultural values that has been proven to help organizations of all sizes improve their software release cycles, software quality, security, and ability to get rapid feedback on product development State of DevOps Survey That said, there are technical, architectural and cultural approaches that high performing organizations that have in common that reflect collaborative solutions and opportunities across these groups. Dev, Test and Ops are traditionally set up to have conflicting views and DevOps intends to break down the mindset with collaborative practices. DEV TEST OPS Optimistic Pessimistic Realistic Create Changes Challenge Changes Resist Impact to Changes Advance Functionality and Value TRADITIONAL PARADIGM Decrease Risk and Increase Quality Reinforce Reliability and Ensure Stability Source: Peter Goetz and Oliver Hankeln Evolving DevOps Toolkit Code Code development and review, version control tools, code merging; Build Continuous integration tools, build status; Test Test and results determine performance; Package Artifact repository, application predeployment staging; Release Change management, release approvals, release automation; Source: Peter Goetz and Oliver Hankeln Configure Monitor Infrastructure configuration and management, Infrastructure as Code tools; Applications performance monitoring, end user experience Source: Peter Goetz and Oliver Hankeln Source: Peter Goetz and Oliver Hankeln v Scrum.org All Rights Reserved 5

6 For organizations, value is The benefit to the customer, represented in terms of happiness, that results from the use of a product or service. The benefit to the organization, represented in money terms, that results from the use of a product or service. The benefit to society, not necessarily represented in money terms, that results from the use of a product or service. Source: Peter Goetz and Oliver Hankeln A Release Is Needed to Realize Value Analyzing the industry and competition Auditing results Identifying customers and their needs Forecasting and feasibility Creating the business case Strategic product planning Product Launch Identifying requirements Release execution Release planning Product retirement Sustaining the product Creating a roadmap Release Value 4 The Nexus Framework Nexus A Brief Introduction to Nexus The lightweight framework for scaling Scrum by Scrum.org Nexus noun \ˈnek-səs\ : a relationship or connection between people or things For 3 to 9 teams (Nexus+ for more than 9 teams) It s Scrum with extensions (Events, Roles, etc.) Nexus is the exoskeleton of scaled Scrum - Ken Schwaber Nexus Framework Scrum.org v Scrum.org All Rights Reserved 6

7 Nexus Framework Nexus Framework Nexus consists of: Roles: A new role, the Nexus Integration Team, exists to coordinate, coach and supervise the application of Nexus and the operation of Scrum so the best outcomes are derived. The Nexus Integration Team consists of a Product Owner, a Scrum Master, and Nexus Integration Team Members. Artifacts: All Scrum Teams use the same, single Product Backlog. As the Product Backlog items are refined and made ready, indicators of which team will do the work inside a Sprint are made visual. A new artifact, the Nexus Sprint Backlog, exists to assist with transparency during the Sprint. All Scrum Teams maintain their individual Sprint Backlogs. Events: Events are appended to, laced around, or replace (in the case of the Sprint Review) regular Scrum events to augment them. As modified, they serve both the overall effort of all Scrum Teams, the Nexus, and each individual team. Putting It All Together Do not scale too early Adding more teams before YOU are ready makes it MUCH harder Do not scale too fast Build experience, skill and build on a solid foundation Change is HARD do not ignore the costs There is an overhead to driving change, those costs mount up Nexus can provide guard rails to running multiple Scrum teams Nexus is Scrum, but with additional Events, Roles and Artifacts to help with dependency management 5 Getting Started Differences Between Management and Leadership Why is Culture Hard to Change? Management Planning Managing budgets Creating a product strategy Managing stakeholders Controlling projects Leadership Creating or inspiring a vision Developing people Creating a motivating environment Mentoring people Removing barriers to improvement Every organization has a distinct culture Culture evolves from the sum of all human behavior within an organization Culture is influenced by organization: Roles Processes Goals and Incentives But also tacit and often subconscious agreements between people in the organization Controlling processes Encouraging change v Scrum.org All Rights Reserved 7

8 Evolving Culture Culture evolves slowly Cultural Change is hard very hard in the short run but culture evolves all the time In any organization, a manager s main role is to shape and evolve the culture How Does Culture Evolve? It is influenced by, but not wholly determined by, structures, processes, and incentives Evolving culture requires practicing and reinforcing new behavioral patterns and ways of thinking while getting out of old habits Evolving culture requires coaching and leadership especially leading by example! Professional Scrum at Scrum.org Connect with the Scrum.org community Everyone! Scrum Masters Managers Scrum Team Members Experienced Scrum Masters Product Owners Product Managers Advanced Practitioners Forums Scrum.org /Community LinkedIn LinkedIn.com /company/scrum.or g Facebook Facebook.com /Scrum.org RSS Scrum.org/RSS All members of a Scrum Team including: Developers Scrum Masters Product Owners Analysts Testers Development Leads and Managers Scrum Masters Project Managers Advanced Practitioners Managers Leaders Product Owners Scrum Masters All members of a Scrum Team including: Development Team Members Scrum Masters Product Owners Scrum.org, All Rights Reserved 46 Shirley Santiago Thank You! shirley.santiago@agilecode.org LinkedIn Scrum.org, All Rights Reserved v Scrum.org All Rights Reserved 8