Ah... the buzzword. Scrum and Agile. Yes, we are doing it at Palador.
In the last 6 months or so – we, at Palador, have had 3 different projects executed using Scrum. And they were all successful.
What is the measure of this success? Here are my 'poor man' definitions, they are nothing fancy and have no scientific metrics – simply some common sense:
- The customer(s) are happy with what we deliver- this means we would most likely get their business again in the future.
- The development team (programmer, designer, QA) is happy - no burn out at end of iterations and team is eager to start in the beginning of each iterations – this means we would most likely get sustained performance in the long run (if not even better), one key factor for repeat success.
- The management is happy – this means that we would have more support to continue our journey in adopting Scrum and agile development.
We have a long way to go. There is a lot we can and need to improve. Just because we are successful in the past 6 months, does not mean we already "get it". It also did not mean that we were not successful before. It just means that as a collective – ranging from development Team, Product Owner, and Management (stakeholders) – we agree that we are doing things better than before.
As I reflect what has happened in the last 6 months, here are some key-factors that (at least in our case) has allowed us to have good result in adopting Scrum:
- Strong Support from Management
- Buy-In from Team
- Product Owner that “gets it”
- Supporting Tool
- Scrum Master who can coach those involved in the Scrum process.
Strong Support from Management: One tenet of Scrum is to "leave the Team alone". And Management did exactly that. What do I mean by that? A lot of things, but few that comes to mind:
- Management is committed to enable Team to focus on the Iteration Backlog (refrain from changing Iteration Backlog as well as minimize work request that is outside the Iteration Backlog).
- Management let the Team to self-organize - this allowed Team to adapt relatively faster to change– e.g. technical challenges or roadblock, uncovering previously unknown requirement, etc.
- The Team was free to ask (or not to ask) for outside help – this empower the Team to figure things out themselves, to put into place technical solution that they deem are best for a given problem.
Buy-In from Team: There has been positive talk about (the ideas embodied in Scrum) among the development Teams. Hence, when we "officially" adopted Scrum in the pilot project - the Team members were excited and ready to go. They still didn't know exactly what it meant - but they embraced the ideas.
Product Owner that “gets it”: A key tenet in agile development – is quick and dynamic information flow between the developers and the Product Owner. Our Product Owner was quite responsive to the Team’s questions. Another key tenet in agile development is accuracy in communication. Our Product Owner embraced the idea of face-to-face communication, white-boarding, and scribbling on paper. He was committed to make sure the Team understands what they need to understand to deliver quality product.
Supporting Tool: Ken Schwaber in his Google TechTalk 2006 said – “"So, it's an idea that if we didn't have the technology, it would have gone nowhere." We need tools to get the job done. Without tools that allow us to do things rapidly, we can’t deliver in the speed that we did. One I want to highlight here is VSTS 2010 and VSTS Process for Agile Software Development 1.0. It is not perfect, many features to be wished for still, but it works for what we need. Its seamless integration to Excel 2010 is godsend.
Scrum Master who can coach: Ideas and philosophy behind Scrum/Agile- is not as easy as it might look. Ken Schwaber said: "Some Scrum Masters just don’t get it, no matter how much they’ve read about Scrum. Scrum is a simple, straightforward set of practices, rules, and roles, as introduced in Chapter 1 and further described in the Appendixes of this book. But the philosophy behind Scrum is somewhat less simple and can sometimes be difficult to understand." - Agile Project Management with Scrum –Ch. 3. Hence it is important to have Scrum Master "who understand the principles behind agile and Scrum" so he/she can coach those involved and increase the chance of the agile mindset be embraced and practiced.
We have a long way to go. There is still a LOT we can and need to improve. Just because we are successful in the past 6 months, does not mean we already "get it". It just means that we are doing things better than before. And in agile development, improvement is a constant (at least we try to).
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