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1. Agile vs. The Iron Triangle
SCRUMUnder Fixed Contracts
Ethan Huang
2. Ethan Huang
3.
4. Its NOT about Game Development
5. But aREAL STORY of a consulting project
6. The client is Agile
At least they think they are
7. We deliver SERVICE
Business analysis
Solution architecting
Delivery
8. Boss wanted SCRUM
9. TEAM was established
10. Ready to GO!
11. PO identified a list of EPIC STORIES
12. Team provided BALLPARK ESTIMATES
13. SOW sighed off against STORY POINTS
14. BUDGET approved for 120 Points
15. RELEASE PLAN approved
16. Entering the DELIVERY phase
17. SPRINTS started
18. Epics were decomposed to USER STORIES
19. Team did SPRINT PLANNING
20. Estimates became more ACCURATE
21. OOPS
22. People were shocked by the new ESTIMATES
23. PO didnt like the NEW number
24. Team was asked to talk APPLES TO APPLES
25. RELEASE DATE cannot change
26. BUDGET cannot change
27. Schedule became a PROBLEM
28. Something must have gone WRONG
29. We were trapped in the IRON TRANGLE
30. FRUSTRATED
31. How could we GET OUT?
32.
33. A simple LIST became our hope
34. It was a list of ASSUMPTIONS for Epics
35. Assumption for Epic # 1:
SSO module ONLY connects to 3 major 3rd party applications
Assumption for Epic # 2:
This interface only talks to Facebook Twitter, WILL NOT talk to
LinkedIn
36. Epics vs. User Stories - GRANULARITY
37. Revisedthe RELEASE PLAN
38. But the client was still UNHAPPY
39. Until our VELOCITY increased
40. An invisible FORMULAin their mind
1 point = 15 man days
41. VELOCITY exceeded that fixed expectation
42. Sign work orders against RELEASES
43. The client SPENT MORE, but GOT MORE
44. Customer collaboration over contract negotiation
45. Takeaways
Use different granularity when defining the SCOPE
Define the work we will NOT do
Break the invisible HOURS/STORY POINT equivalence
Small work orders, aligned to INCREMENTAL delivery
Ethan Huang