1 Scrum ------------- Outrageous Assessments Ken.schwaber@verizon.net
Assessments 1. An accepted body of knowledge about a subject or profession must exist. 2 2.An assessment is a test that anyone can take to determine their knowledge regarding the subject. 3.The body of knowledge and the assessment should be kept in synch to be meaningful. 4. Assessments can be used by organizations to determine competence, or used by individuals to improve their skills. 5.In stable bodies of knowledge where certification may be desired, assessment development organizations with psychometric skills are required to develop assessments from subject matter experts in the profession and to then administer acceptable assessments. 1. to estimate officially the value of (property, income, etc.) as a basis for taxation. 2. to fix or determine the amount of (damages, a tax, a fine, etc.): The hurricane damage was assessed at six million dollars. 3 to impose a tax or other charge on. 4 to estimate or judge the value, character, etc., of; evaluate: to assess one's efforts.
Scrum 3 http://www.scrum.org
4 Assessment 2 Summation Date Average Stdevp Total Participants Oct 11, 2009 80 8.15 22 Oct 13, 2009 78 6.0 71 Oct 17, 2009 78 6.5 129 Oct 29, 2009 78 6 158 Nov 20, 2009 78 6 188 Scrum Basics Assessment http://www.scrum.org
5 Scrum Basics Assessment http://www.scrum.org 1.81 questions for 81 points. 2.Questions are about what Scrum is, not how to use it. 3. Based on information in Scrum Guide. 4.Performance against test and questions in test can be monitored. 5.Discussions about low scoring questions can be initiated. 6.People taking assessments can be given immediate feedback regarding wrong answers.
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Scrum.org is helping create bodies of knowledge and assessments of that knowledge. 9 Program Body of Knowledge Assessment Date Scrum Basics Scrum Guide 10/09 I 2 Developer.NET VS 03/10 I 2 Developer Java 04/10 Using Scrum in Software development Scrum in Depth 02/10 Agile Testing 2011 Product Ownership 2010 Total Cost of Ownership 5/10
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11 With Scrum, you can track the real cost of building products and software very accurately and discretely. Key to this tracking are the practices of done increments and normalized, actionable product backlog items.
Velocity 12 Number of product backlog requirements converted into potentially shippable functionality/$100,000 investment. Months since Scrum implemented 1 12 24 Productivity 4.5 9.0 12.2 Quality 1 100+ 100 5 1 Number of defects found after the last development Sprint, through release and stabilization Sprints, into three months of release to customers.
13 When you build a product or system, it has a total cost of ownership (TCO), equal to at least the costs of: Development Implementation Maintenance and sustenance Enhancement and re-implementation
14 Development Costs How to lower the development costs in TCO: 1. Build only the most valuable functionality 2. Don t build anything you don t use 3. Optimize the productivity of the team
Do the right things 15 Build only the most valuable functionality 60% or more of the functionality on most systems and product is never or rarely used. The TCO of the product is better if this functionality and the supporting architecture are not developed and don t have to be maintained or sustained.
Do the right things 16 Build only the most valuable functionality 35% of the initially conceived requirements for a system or product change from initial planning through release. The TCO of the product is better architecture for these requirements is only built when they solidify. It is also improved by not detailed them until they are about to be built (just in time inventory.)
Treat the people the right way 17 Optimize Team Productivity Effect of Collocation on Project Duration and Cost A collocated team is 35% more efficient than otherwise 200 150 100 50 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Work Sprint Collocated Not Collocated Boston Consulting Group, 2005
Treat the people the right way 18 Optimize Team Productivity Effect of Self-Organization on Project Duration and Cost A collocated self-organizing team is 100% more productive than otherwise Advanced Development Methods, 2006 200 150 100 50 0 1 2 3 4 5 6 7 8 9 10 11 12 13 Sprints Self-Organizing Directed Work
Treat the people the right way 19 Only work on one thing at a time Everyone on Team 1 is working full time on project A then on project B. Project A is 17 PBI in size and project B is 17 PBI in size. The velocity of Team 1 is 17 PBI per Sprint when they work full time on something. Project A done Project B done Everyone on Team 1 is working 50% on project A and 50% on project B. Project A is 17 PBI in size and project B is 17 PBI in size. The velocity of Team A is 12 PBI per Sprint when they work on two things at once. Project A and B done It is wise to monitor the optimum velocity of a development organization. When too much work gets started in parallel, it appears that a lot of work is going on. However, the overall productivity drops and all of the work takes longer and costs more.
Treat the people the right way 20 Only work on one thing at a time Team 1 Team 2 Team 3 Everyone on team is working full time on project A, then B, C, D. Overall velocity is 17. Everyone on team is working 50% on project A and 50% on Project B. When done they start C and D. Overall velocity is 12. Everyone on team is working 25% on Project A, B, C, and D. Overall velocity is 4. Velocity # of parallel assignments Total work Sprints to complete Team 1 Team 2 Team 3 17 12 4 1 2 4 307 307 307 18.1 25.6 76.8 Project A is 62 PBI Project B is 108 PBI Project C is 92 PBI Project D is 45 PBI When people task switch amongst work, the appearance is of a greater amount of work underway, but the reality is that less work is accomplished. Every piece of work is many times more expensive.
Treat the people the right way 21 People work at a sustainable pace of 8 hours per day 1. On a self-organizing team that commits to work every Sprint, the team members are working 24 hours per day. 2. If the team members have to consciously work more than 8 hours per day, the quality and creativity drop. 3. An organization that went from 8 hour days to 12 hour days had an increase of defects of 60%. The cost to remediate the defects in a 9 month product release more than offset the additional productivity of the additional 4 hours per day. 1 1. High Moon Studios, 2003
22 Implementation Costs How to lower the costs in TCO: 1. Minimize stabilization prior to release by having everything already done and tested. 2. Ensure the released product has already undergone customer experience feedback. 3. Don t ship bugs, unrefactored design, and defects. 4. Don t ship bugs and defects that are difficult to find and fix. 5. Develop and use a complete automated test suite.
Do the right things the right way 23 80,000,000 TCO Good Quality 60,000,000 40,000,000 20,000,000 0 1 10,000,000 3 5 7 9 TCO Typical Quality 80,000,000 Your TCO may follow one of these patterns. 60,000,000 40,000,000 20,000,000 0 1 10,000,000 3 5 7 9 Cumulative Cost of Ownership
Do the right things the right way 24 TCO with good quality Year Develop Maintain Annual Maintenance 1 10,000,000 2 3 4 5 6 7 8 9 10 Velocity in Core per Sprint # of PBI Enhancement Enhance Cost Annual Cost Cumulative Cost of Ownership 0.00% 0 22 0 0 10,000,000 10,000,000 5.00% 500,000 21 90 1,071,429 1,571,429 11,571,429 7.500% 750,000 20 80 1,000,000 1,750,000 13,321,429 10.00% 1,000,000 18 70 972,222 1,972,222 15,293,651 12.500% 1,250,000 17 60 882,353 2,132,353 17,426,004 15.00% 1,500,000 16 50 781,250 2,281,250 19,707,254 17.500% 1,750,000 15 40 666,667 2,416,667 22,123,920 20.0% 2,000,000 14 30 535,714 2,535,714 24,659,635 22.500% 2,250,000 14 30 535,714 2,785,714 27,445,349 25.000% 2,500,000 14 30 535,714 3,035,714 30,481,063 TCO with typical quality Year Develop Maintain Annual Maintenance 1 10,000,000 2 3 4 5 6 7 8 9 10 Velocity in Core per Sprint # of PBI Enhancement Enhance Cost Annual Cost Cumulative Cost of Ownership 0.00% 0 22 0 0 10,000,000 10,000,000 10.00% 1,000,000 18 90 1,250,000 2,250,000 12,250,000 17.500% 1,750,000 14 80 1,428,571 3,178,571 15,428,571 25.00% 2,500,000 10 70 1,750,000 4,250,000 19,678,571 32.500% 3,250,000 8 60 1,875,000 5,125,000 24,803,571 40.00% 4,000,000 4 50 3,125,000 7,125,000 31,928,571 47.500% 4,750,000 2 40 5,000,000 9,750,000 41,678,571 55.0% 5,500,000 2 30 3,750,000 9,250,000 50,928,571 62.500% 6,250,000 2 30 3,750,000 10,000,000 60,928,571 70.000% 7,000,000 2 30 3,750,000 10,750,000 71,678,571
25 Stabilization Sprint (s) Review Plan Review Plan Review Plan Review Plan Review Plan Undone Undone Undone Undone Create Product Backlog Item for Undone Work
Defects in Release 26 Release 2 Time Release 1 literally put some people in the hospital trying to get all of the bugs fixed by release date. The teams looked at their end-game stabilization period, and saw that they only had 1/4 the bugs to fix in the same time period. They were ecstatic about the results. No more hospital trips for them. When asked, the engineering manager said that they used the extra time to release the most stable, highest quality release ever (they went back and fixed problems from release 1 and refactored bad design). In release 3, based on their new velocity, they would have the choice of either added more stories or planning an earlier release date.
27 What are the smells of design dead software?
50.0 Correlation between declining quality and velocity 28 37.5 25.0 Year % Maintenance Velocity of New Dev 12.5 0 1 2 3 4 5 6 Year 2000 New Requirements Capability 1500 Requirements 1000 500 0 1 2 3 4 5 6 Year
Certification with Trademarks 1.Certification is used to assure qualifications to perform a job or task, and to safeguard the public interest. 29 1.CSM is Professional Certification trademark. 2.The marks can be owned by certifying organizations that meet standards established by accrediting organizations, such as the National Organization of Certifying Organizations (ex., NOCO). 3.An organization that holds and grants certification trademarks must be a certifying organization that meets those standards. 4.Primary tools for such an organization are a body of knowledge that is stable and maintained within the profession (outside the certifying organization), and an assessment that is developed, sustained, and administered by a the certifying organization. certify 1. to attest as certain; give reliable information of; confirm: He certified the truth of his claim. 3. to guarantee; endorse reliably: to certify a document with an official seal. 5. to award a certificate to (a person) attesting to the completion of a course of study or the passing of a qualifying examination. 7. Archaic. to assure or inform with certainty.
30 Questions?