prince&scrum: unexpected partners handout

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© Xebia 2009 page 1

Scrum & Prince2™

How to successfully combine methodologies

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EELCO GRAVENDEEL

Introduction

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THE POINT IS …

Using a combination of the right tools can help you do a complicated job!

Now lets go and find the right tools for the right job …

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WHAT ABOUT THE METHODOLOGIES?

Enough about tools

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Scrum …

• … gets things done

• … is transparent

• … makes me happy

• … is scalable

So why do I need more tooling? Doesn’t Scrum

fulfill all my project needs?

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Scaling Scrum Company size

Team A Team BPO PO Team C PO

Scrum of

ScrumsProduct owners

Scrum support

team

Company

management

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Overall alignment of

components is crucial

Consider this

Software component A:

Build in-house

Software component C:

Build by company X

Infrastructure

Hosted at company YStakeholder AStakeholder A

Stakeholder AStakeholder A


Stakeholder Z

Big budgets,

tight deadlines

Users need

extensive training

Migration of the old

data into the new

system

Software component B:

Build in-house

COTS Product D:

Soled by company Z

All components need to

work together

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Okay, so lets compare

Scrum is about the

team getting the work

Done

Scrum will get me

transparency: what is

the real status

Scrum scales perfectly:

multiple teams, multiple

product owners

Agile planning rules!

Scrum says little about

project management

Prince2 is about

creating a controlled

environment

Prince2 helps

identifying and

managing project risks

Prince2 can be used for

managing complex

projects

Prince2 gives real

attention to starting &

finishing projects

Prince2 says little about

how you get the “actual

work” done

Both are business

value driven

Both emphasize

adapting the method to

your environment

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Prince2

Hosted at company Y

Overall alignment of

components is crucial

Consider this again

Software component A:

Build in-house

Software component C:

Build by company X

Infrastructure

Hosted at company YStakeholder A



Stakeholder AStakeholder Z

Big budgets,

tight deadlines

Users need

extensive training

Migration of the old

data into the new

system

Software component B:

Build in-house

COTS Product D:

Soled by company Z

All components need to

work together

ScrumScrum

Scrum

Scrum

Scrum

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Okay, some process mapping

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Okay, some process mapping

Task BoardBurndown chartImpediment listIncorporated testing & QAEmpowered teams

Continues planningEnhanced Burndown chartBacklog managementProgress monitoring & communication by working software

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Reporting and planning

• Burndown charts, task boards etc. direct input for checkpoint reports

• Highlight reports easily derived from the above

• Sprint planning equals team plan

• Well known velocity and enhanced burndown charts help guarding the project steering parameters

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Think about

• How many sprints should be a stage …

• What steering parameters do we use …

• Is the Senior User the product owner …

• Or can the PM be proxy product owner …

• How do we do architecture …

• Etc …

There are no cookbooks to follow and be right!You need to think about these things when

starting up a project … And then inspect & adapt as you go along!!!

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Too much process mapping …

PRINCE2 / Scrum configuration checklist http://blog.julianonsoftware.com

Copyright 2006 Julian Harris / Scrum Master / Qualified

PRINCE2 Practitioner / [email protected]

NOTE that

DP1 'ad hoc

direction' and a

few others are

intentionally

omitted.

Area Scrum / Agile X-Ref Status

Who

(PRINCE2) Who (Scrum) Notes

PRINCE2

Code Activities

Project Startup & Initiation

SU1 Appoint Executive and PM N/A Pending Executive Product Owner

SU1 Produce Project Mandate Define Project Vision Pending Executive Product Owner

SU1 PM Job Description N/A Done Executive Product Owner

SU2 Design PM Team Assemble Team Pending PM Scrum Master Includes interactions with other teams and why

SU3 Appoint PM Team Assemble Team Pending PM Scrum Master

SU4 Create Risk/Issue Log & Initial Risks & Issues 'Sprint 0' planning Pending PM Scrum Master Issues actually created in IP5

SU4 Create Outline Business Case 'Sprint 0' planning Pending Executive Product Owner Will be reviewed in 'Sprint 0' planning

SU4 Capture Customer Quality Expectations

'Sprint 0' planning: Prepare Initial

Product Backlog Pending PM Scrum Master For Specialist Products produced

SU4 Capture Project Tolerances & Acceptance Criteria 'Sprint 0' planning Pending PM Scrum Master

Time, cost, scope, benefit, risk, quality. Aspects that need to be

renegotiated with the Project Board if there's a danger of going past

SU4 Capture & Prioritise Initial Customer Requirements

'Sprint 0' planning: Prepare Initial

Product Backlog Pending Senior User Product Owner

SU5

Capture Customer best practices, standards &

constraints 'Sprint 0' planning Pending Senior User Product Owner

CP1 Identify operational needs 'Sprint 0' planning Pending Senior User Product Owner

CP1 Identify maintenance needs 'Sprint 0' planning Pending Senior User Product Owner

IP1 Establish Configuration Management Plan 'Sprint 0' planning Pending PM Scrum Master

Storage of project products: how, where, who, what. Does Customer

have systems in place? See SU5 as well.

IP1 Establish Change Control approach Scrum Rollout Pending PM Scrum Master

Rules for when and how things can be changed. Scrum: anything can

be changed after a Sprint, but not during.

IP1 Establish QA approach for testing 'Sprint 0' planning Pending PM Scrum Master Secondment of test team members etc. Responsibilities etc

IP1 Establish QA approach for delivery 'Sprint 0' planning Pending PM Scrum Master

Scrum: monthly retrospectives reviewing how the process went, and

how to improve. Agreement on what 'DONE' means.

IP1 Establish Quality Log 'Sprint 0' planning Pending PM Scrum Master

Scrum: Sprint review & retrospectives + those from configuration

management

IP2 Plan overall Project 'Sprint 0' planning Pending PM Scrum Master

Probable Product Backlogs across multiple Sprints and setup of

Release Backlog

IP3 Refine Business Case & Risks Sprint planning Each Sprint PM Scrum Master

Revisions to earlier work. Reality is that this will be updated as

necessary at end of Sprints.

IP4 Set up Project Controls 'Sprint 0' planning Pending PM Scrum Master

Reporting / escalation & decisionmaking arrangements with

Executive and rest of Board. In addition to standard Scrum

mechanisms of daily scrums + 30 day Sprint review

http://blog.julianonsoftware.com/

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Some do’s & don'ts

Do:

Use Scrum & Prince2

when complex

(previous slide)

Don’t:

Use Prince2 stand-

alone for software

projects

Don’t:

Use Prince2 and

Scrum for pure in-

house software

development

Don’t:

Use any methodology

just by the book: don’t

be a template zombie!

Do:

Use Prince2 & Scrum in

combination with other

relevant tools

(e.g. AgileUP: that’s a

whole new subject)

Do:

Plan-Do-Check-Act

Taylor the methods

constantly to

continuously improve

Don’t:

Rely on checklist’s and

mechanical process

mapping

Do:

People and Interactions

over Processes and

tools

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Conclusion

When the project environment is complex,

you can benefit from combining methodologies that supplement each other,

Such as Prince2 & Scrum

As long as you use tools to help you out, instead of blindly following the tools manual!

Individuals and Interactions

over

Process and Tools

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THE POINT IS … (EXTENDED)

Using a combination of the right tools can help you do a complicated job!

As long a common sense prevails and you keep doing “plan, do, check, act”

prince&scrum: unexpected partners handout

Business

company x xebia

combinemethodologies

process mapping xebia

eelco gravendeel xebia

software component c

project board

extensive training scrum

project risksboth