LSP METHODOLOGY GUIDE. LSP Group

Transcription

1 LSP METHODOLOGY GUIDE LSP Group 2017

2 Introduction... 3 Scrum framework... 4 Why scrum?... 4 Scrum Principles... 5 Lean Canvas... 6 Why Lean Canvas?... 6 Lean canvas life cycle... 7 Knowledge lean canvas... 7 Lean and Scrum... 9 LSP Methodology LSP Principles The Roles in LSP Business Owner Business Team Product Owner Scrum Master Development Team LSP Artifacts Lean Canvas Product Backlog Sprint Backlog Sprint LSP Cycle LSP Events Lean Canvas Planning Sprint Planning Daily Scrum Sprint Review and Lean Canvas Review Sprint Retrospective References... 15

3 Introduction In the past few years, mobile devices has witnessed significant developments, along with software platforms that faced swift growth. However, various shortcomings and research gaps still exist in the field. Many believe that mobile applications are developed with minimum expenditure. However, producing and developing such applications is a complicated practice, often resulting in low quality productions due to budget shortcomings. Overall expenses are a key factor, since a great deal of software developments failed to produce acceptable applications, simply because of funding deficiencies. Moreover, inappropriate scheduling to publish the applications may deviate developers from the proper development direction, creating considerable challenges in mobile software development process. Developers should have a precise reason before commencing application development, while conducting preliminary research to have an admissible schedule, alongside with employing certain measurements to provide timing and cost estimations. In this chapter, a solution is provided to overcome cost and time challenges facing mobile device software developments, while adopting two measurements to facilitate the process. Scrum framework and lean canvas are the two measurements adopted to deal with time and cost challenges, and providing a proper scheme to develop mobile device applications. Moreover, these measurements enable prompt project conclusions with minimum expenditure, to accommodate mobile device application developments. Scrum is a framework utilized for agile development, which provides agility for development teams through defining processes, roles and specific artifacts. In Scrum, applications are developed in a step by step fashion, which is most convenient for projects facing major revisions. Lean canvas determines the highest levels of uncertainty and risk, providing developers with utmost understandings in the most prompt timing, enabling satisfactory development. This chapter covers 3 sections, namely scrum, lean canvas, and a purpose methodology named LSP (Lean Scrum Propulsion).

4 Scrum framework Scrum is a framework where complex adaptive problems are addressed within, while delivering results of the highest possible value productively and creatively [1]. Scrum a well-known agile software development methodology, which has successfully increased development and testing productivity simultaneously in various companies. However, some scrum failure instances are also mentioned in [2]. Scrum includes team efforts for reaching goals and outlooks to produce new services or products. It enables the team to conclude projects in short time and low cost, by including products, events and roles in the outset of the cycle. This cycle includes product backlogging, sprint backlogging, creating deliverables, daily standups, and accepted deliverables; much like iterative processes. Why scrum? Using scrum benefits the projects in numerous ways, such as: 1. Adaptability: Empirical process control and iterative delivery makes projects adaptable and open to incorporating changes. 2. Transparency: All information channels (e.g., Scrum board and Sprint Burn down Charts) are shared, leading to open work environment. 3. Continuous Feedback: Continuous feedback is provided through conducting daily standups, along with demonstrating and validating sprint processes. 4. Continuous Improvement: The deliverables are improved progressively sprint by sprint through the Groom Prioritized Product Backlog process. 5. Continuous Delivery of Value: Iterative processes enable the continuous delivery of value through the Ship Deliverables process as frequently as the customer requires. 6. Sustainable Pace: Scrum processes are designed such that the people involved perform at a sustainable pace and, in theory, continue indefinitely. 7. Early Delivery of High Value: Creating a Prioritized Product Backlog process ensures that the highest value customer requirements are satisfied first. 8. Efficient Development Process: Time-boxing and minimizing non-essential work leads to higher efficiency levels.

5 9. Motivation: The Conduct Daily Standup and Retrospect Sprint processes lead to greater motivation levels amongst employees. 10. Faster Problem Resolution: Collaboration and colocation of cross-functional teams lead to prompt problem solving. 11. Effective Deliverables: Creating Prioritized Product Backlog process and regular reviews following deliverable creation, ensures effective deliverables to the customer. 12. Customer Centric: Emphasizing business value and obtaining a collaborative approach to stakeholders ensures a customer-oriented framework. 13. High Trust Environment: Conducting Daily Standups and Retrospect Sprint processes promote transparency and collaboration, leading to a high trust work environment ensuring low friction among employees. 14. Collective Ownership: The Approve, Estimate, and Commit User Stories process allows team members to take ownership of the project and their responsibility, leading to higher quality. 15. High Velocity: A collaborative framework enables highly skilled cross-functional teams to achieve full potential and high velocity. 16. Innovative Environment: The Retrospect Sprint and Retrospect Project processes create an environment of introspection, learning, and adaptability leading to an innovative and creative work environment [3]. Scrum Principles Scrum framework is constructed upon six principles: 1. Empirical Process Control 2. Self-organization 3. Collaboration 4. Value-based Prioritization 5. Time-boxing 6. Iterative Development

6 Lean Canvas When an idea is flown into a company, there needs to be methods to express the idea in a meaningful, yet concise manner without bulk and extensive time commitments [4]. In 1990, Toyota Production System (TPS) introduced and utilized seven lean principles in Japan. In a lean process, the seven core principles aim to remove the system wasted Muda [2]. The lean canvas was first delivered as an experiment by Ash Maurya. If the hypothesis include customer and ideas for the problem, following by design and running experiments, while failing to perform business analysis to understand customers, problems and solutions, it would lead to problems. Therefore, it is necessary to run the analysis on the idea over a canvas. Why Lean Canvas? The main objective of canvas is to help companies move beyond productcentric thinking and towards business model thinking. The business model canvas, as opposed to the traditional intricate business plan, facilitates organizations in conducting structured, tangible, and strategic conversations for new businesses and existing ones. The one-page canvas format is particularly preferred since it is: Fast: Compared to writing a business plan, which potentially consumes several weeks or months, multiple business models on a canvas are outlined in one afternoon. Since creating these one-page business models require very little time, it is recommended to spend some additional time up front to brainstorm possible variations in model and prioritizing the start point [5]. Concise: The canvas forces the conductor to pick words carefully and get to the point. This is great practice for distilling the essence of the product. It is mentioned that the presenter has 30 seconds to grab the attention of an investor over a hypothetical elevator ride, and eight seconds to grab the attention of a customer on the landing page [6]. Portable: lean canvas is single page and is easily shared with others.

7 Lean canvas life cycle The life cycle of lean canvas is demonstrated in figure 1, starting from the idea and culminating at validated business idea. Ideas Learn Build Data Product Measure Figure 1: Lean canvas life cycle Knowledge lean canvas Before providing the context to lean canvas, it is required to recognize the lean canvas. This is described in figure 2. PROBLEM 2 SOLUTION 4 UNIQUE VALUE PROPOSITION 3 UNFAIR ADVANTAGE 9 CUSTOMER SEGMENTS 1 KEY METRICS CHANNELS Existing Alternatives 8 High-Level Concept 5 Early Adopters COST STRUCTURE 7 6 REVENUE STREAMS Figure 2: Lean canvas

8 As is shown in figure 2, essential blocks of the business parameters are as follows: 1- Customer segments: defining customers and identifying early adopters. 2- Problem: mentioning one to three important issues and identifying available alternatives. 3- Unique value proposition: Expressing a unique message, which is clear and compelling, and explaining why it is different from other messages, and worthy of attention. 4- Solution: A solution which is provided for any problem. 5- Channels: the path from the initial day to building and testing the trajectories to customer. 6- Revenue streams: demonstrating the generated potential revenue. 7- Cost structure: Providing the costs associated with the offered solution. 8- Key metrics: Representing progress on the basis of the obtained results. 9- Unfair advantage: consisting any advantage the current project possess over its competitors.

9 Lean and Scrum The daily growth of technology demands more actions done using handheld devices. For instance, transactions like paying bills and money transfer, which traditionally were accomplished in banks, are now performed with mobile phones. Hence, mobile applications are required to be developed in a way that satisfy such goals. Over the last decade, agile and lean methodologies became very popular for software development in general. However, been a few researches were conducted on the applicability of such methods in mobile applications [7]. Agile tends to target software development, while Lean Startup targets business development, product management, and customer development [8]. Based on the discussions addressed in lean canvas section, the core target of the lean canvas focuses on life cycle. What is desired, is to combine this with the core of the scrum, to achieve a combination of the two, to create methodology agility together with minimum risk. Principles of the least canvas and scrum are as follows: Lean Canvas Principle Ideas Build Product Measure Data Learn Scrum Principle Product backlog, sprint backlog Development Testing Sprint planning meetings Test data, Burn-down charts Retrospective meetings, sprint review

10 LSP Methodology In this section, we propose a new methodology based on the use of lean canvas with scrum in mobile development, which creates a novel methodology called LSP (Lean Scrum Propulsion). Using lean canvas achieves the least amount of expenditures. While with scrum, assigning the least amount of time for product conversion is feasible. What is notable is that the principles of the two methodologies remain intact, just a combination would suffice. LSP Principles LSP methodology encompasses nine principles: 1. Market analysis 2. Empirical Process Control 3. Self-organization 4. Cross-functional 5. Collaboration 6. Value-based Prioritization 7. Time-boxing 8. Iterative Development 9. Incremental Development The Roles in LSP Business Owner Business Team Product Owner Business owner is a person whom handles customer (vision) interaction. A business team is consisted of 4 to 8 members that, fill the lean canvas considering the market analysis parameters. Product owner is a person whom fills the product backlog according to the interaction.

11 Scrum Master Development Team Scrum master handles the scrum trainings, while assisting the development team in the project. The development team includes 4 to 9 developers, which handle the building procedure and further actions. LSP Artifacts Lean Canvas Product Backlog Sprint Backlog Sprint The lean canvas is the analysis of market for ideas, which is fulfilled using the owner and the business team. The product backlog is a prioritized log filled by the product owner according to interactions held with the business owner. The sprint backlog is a list prioritized together with the plan for the team to track work accomplishments. The heart of Scrum is a Sprint, which as mentioned before, is executed in 2 or 4 weeks. However, it is different from sprint backlog in features, and is possible to have a changed time sprint. While the sprint is being executed: 1. No changes should be made that endanger the Sprint Goal 2. The quality objectives should not decrease 3. The scope may be clarified and re-negotiated between the Product Owner and Development Team, as the process is moved forward [1].

12 LSP Cycle Figure 3: LSP Cycle Figure 3 describes the flowchart from the idea to product plane. First, it is the interaction between customers (vision) and the business owner. Next, business owner collaborates with business team to fill the lean canvas, which continues using interaction with regard to lean canvas and what the product owner prioritized, along with what is filled in the product backlog. Finally, scrum activities are performed afterwards.

13 LSP Events Lean Canvas Planning Sprint Planning This event is a meeting where business owner and business team collaborate in answering the questions and filling the lean canvas, which takes about 3 hours. In sprint planning, the following questions are answered: As the result of the increments resulted from the upcoming sprint, what can be delivered? How to achieve will the work required to deliver this increment? Sprint planning meeting: 13:00 17:00 (10 minute breaks every hour) 13:00 13:30. The product owner reviews the sprint goal and summarizes product backlog. Also, the place to hold the demo, along with date and time are set. 13:30 15:00. The team perform time estimations, and breaks down the items where necessary, the product owner updates the importance ratings where necessary, items are clarified, and How to present the demo is filled in for every high-importance item. 15:00 16:00. The team drafts the stories to be included in the sprint, and performing velocity calculations as a reality check. 16:00 17:00. Choosing the time and place for daily scrums (if they are different from the last sprint). Further breaking down stories into tasks [9].

14 Daily Scrum Daily scrums are standup meetings taking 15 minutes. In this meetings, development team members are asked to answer the following three questions. It is worth mentioning that the answers to these questions are not reported to the product owner, or the scrum master. What I did yesterday? What I want to do today? What challenges I have ahead of me? Sprint Review and Lean Canvas Review When the Sprint is ended, a Sprint and Lean Canvas review meeting is held, where the Business owner, Business Team, Product Owner, Team Members, and Scrum Master are present. Moreover, customers, interaction, experts, executives, and anyone else who is interested may also be present in these meetings. Sprint Retrospective At the end of each sprint, the Scrum team meet for the sprint retrospective, which is also time tabled for about an hour per week for the duration of the sprint [10]. In this event, presentations on lean canvas during the present product are exhibited.

15 References [1] S. Fitzgerald, November 2009 Meeting Announcements, J. Ren. Nutr., vol. 19, no. 6, p. 504, Nov [2] P. Nidagundi and L. Novickis, Introducing Lean Canvas Model Adaptation in the Scrum Software Testing, Procedia Comput. Sci., vol. 104, no. December 2016, pp , [3] T. Satpathy, SCRUM BODY OF KNOWLEDGE, 2016th ed. Arizona, [4] M. E. Moreira, The Agile Enterprise. Berkeley, CA: Apress, [5] E. Reis, Iterate from Plan A to a Plan That Works. [6] Marketing Sherpa, Landing Page Handbook, p. 273, [7] R. Vallon, L. Wenzel, M. E. Brüggemann, and T. Grechenig, An Agile and Lean Process Model for Mobile App Development: Case Study into Austrian Industry, J. Softw., vol. 10, no. 11, pp , [8] A. Miski, Development of a Mobile Application Using the Lean Startup Methodology, Int. J. Sci. Eng. Res., vol. 5, no. 1, pp , [9] Henrik Kniberg, Scrum and XP from the Trenches [10] SCRUM Alliance, Core Scrum, pp. 1 14, 2012.