Copyright 2010 Code71 Inc. All rights reserved. http://www.code71.com http://www.scrumpad.com A Large State Agency Applying SCRUM on a Government Project in a Waterfall Organization Syed Rayhan Co-founder, Code71, Inc. Contact: [email protected]Blog: http://blog.syedrayhan.com Company: http://www.code71.com Product: http://www.scrumpad.com
Traditional organizations can benefit from running their projects using Agile/Scrum without needing to force the whole organization to change. A success on one project might lead to a organic adoption across the organization. How can we do so without an organization wide adoption? I will show how we did that on a large federally funded project at a large government organization.
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Copyright 2010 Code71 Inc. All rights reserved.http://www.code71.com http://www.scrumpad.com
A Large State Agency
Applying SCRUM on a Government Project in a Waterfall Organization
Copyright 2010 Code71 Inc. All rights reserved.http://www.code71.com http://www.scrumpad.com
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My Background
Expertise
Career
Iterative incremental development
Technology planning and architecture
On-shore/Off-shore software development using Agile/Scrum
Interests
Co-founder, Code71, Inc. 15+ years of total experience Co-author of “Enterprise Java with UML”
Cultural aspect of self-organizing team Scrum for small projects delivered remotely Agile engineering practices
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Agenda
Recap
Approach to Scrum adoption
Section 2
Section 4
Section 3
Retrospection
Project summary
Section 5
IntroductionSection 1
Q&ASection 6
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What to Expect
Focus
Context
How we are incrementally adopting Scrum
How we are continuing to bridge the two worlds-- Scrum and Waterfall
Candid look at what is working, what is not working, and how we have adjusted to succeed
Key Takeaways
How to run an Scrum project in a Waterfall organization
How to overcome organizational resistance to adopting Scrum
What Scrum practices to customize and why
IT culture at the agencies is deeply rooted in the traditional waterfall
Team is green in terms of working in an iterative incremental
software development
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Agenda
Recap
Approach to Scrum adoption
Section 2
Section 4
Section 3
Retrospection
Project summary
Section 5
IntroductionSection 1
Q&ASection 6
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Project Context • VA Department of Motor Vehicle (custodian agency)
• VA Department of Transportation
• State and local law enforcement agencies
ProjectJustification
Clients
Political Landscape
• Ensure public safety on roads
• Reduce traffic collisions
• Inter agency tension
• Intra agency politics
• Federal funding
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Project Context (cont.)
• Contractors and consultants
• Core team has 12 members with cross-functional
• Located on-site
Funding
Staffing
Timeline
• Federal grant
• $4.5 M
• 2006 through 2009
• Phased release
• 60 sprints completed to-date
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Project Organization
Program Mgr AuditTeam
Tester
BusinessAnalyst
Developer
TransportationOversight
CommitteeExecutive Steering
Committee
IT Project ManagerLead ArchitectScrum Coach
Developer
Working Leadership Committee
BusinessAnalyst
Developer
TARB
Agency Resources
DeveloperDeveloper
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Project Initiation
• Program and project managers joined in the 3rd qrt. of 2005• High level scoping• Feasibility study
• Architect and Analyst joined in the 3rd qrt. of 2006• Use case development• Solution architecture definition• Products and tools selection• Software development methodology definition
• The team was hired by 2nd qrt. 2007• Development environment procured and setup• Bullpen setup for the project team • Day-long intro to Scrum• Day-long team assimilation
Program Scoping
Solution Exploration
Project Initiation
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Agenda
Recap
Approach to Scrum adoption
Section 2
Section 4
Section 3
Retrospection
Project summary
Section 5
IntroductionSection 1
Q&ASection 6
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Why Scrum?
• Requirements are well understood
• Technology/tools are already in place
• Project is confined to single organization
• For maintenance and enhancement type project
• Small projects
• Requirements are evolving
• Technology/tools are new
• Project spans multiple organizations
• For new application
• Mid to large projects
• Functionality and technology are evolving
• Touches multiple organizations
• New technology
• Dependency on other projects that are in-flight (eg RNS, STARS)
• Large project
Waterfall Iterative TREDS
The focus was internal, not external The scope of Scrum was the project, not the organization
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Approach to Scrum Adoption
Phase#1
Tactical / Sprint focus
Implement basic elements of
Scrum
Self-organization
Basic rituals
Basic tracking
Mind-shift/ behavioral adaptation
Team formation
Organizational
acceptance/approval
Phase#2
Strategic / Release focus
Implement advanced elements of
Scrum Release planning
Product backlog
Prioritization
Advanced tracking
Metric (velocity)
Engineering practices
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Phase#1 of Scrum Adoption
• Self-organization• Inspect and adapt• Establishing three core roles• Accountability and ownership
• Architecture document• Business requirements• Use-case document• QA test plan• Run book
Others
• Risk list
• Class/Sequence diagrams
Scrum Waterfall
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Audit (IV&V) feedback from Dec. 2007
“Indications are that this approach has worked well and will enable an on-time delivery of the functionality proposed for release early in 2008.”
“The current schedule identifies approximately 15 phases of distinct project activity. The schedule has not been baselined and does not show both target and actual dates. The absence of a baselined schedule with target and actual dates makes it more difficult to gauge project progress. The IV&V team did find evidence that the schedule is being maintained, and that milestone dates are being met.”
“In a project that involves three separate agencies and stakeholders, communications within the dedicated project team and extended project teams is critical. The IV&V team found that project communication receives a high degree of attention, and that overall communications within the project team and to the sponsor level at DMV is excellent.”
Done Well
ImprovementOpportunity
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Was Scrum helpful?
Costs
Planned Actual %Diff.
$1.66M $1.7M 2.5%
Timeline Jan 15, 2008 February 28, 2008 6 weeks
Issues surfaced early to help avoid impact on project schedule
Allowed scope change as late as a month before the release
Allowed us to do partial release
Flexibility
Risk
Result of the 1st Release
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Agenda
Recap
Approach to Scrum adoption
Section 2
Section 4
Section 3
Retrospection
Project summary
Section 5
IntroductionSection 1
Q&ASection 6
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Recap lessons learned
Scrum can be successfully used on Government projects that are
staffed with contractors and consultants
Accommodate waterfall world by mapping key Scrum artifacts to
traditional artifacts
Be ready to “let go” those who does not fit in the Scrum environment
Invite appropriate business stakeholders to Sprint reviews to
generate excitement
Use “stick and carrot” to strike a balance between “self-
organization” and “command and control”
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Recap lessons learned contd.
Determine the lead time required to be able to plan around Waterfall
elements of the project
Choose appropriate length for the sprint- 2/3 weeks
Use central decision making committee with engagement rules
Identify team spokesperson for each area of interests (i.e.,
architecture, project management, business requirements, etc.)
Hire the right people- 50% for technical ability, 50% for ability to self-
organize, and make sure to give a tour of the working environment
(Bullpen)…
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Q&A
“Retrospect session”
That’s me Agile Coach
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