Beyond Scrum. Thursday, April 1, Clinton Keith Consulting

Transcription

1 1

2 Beyond Scrum 2

3 Clinton Keith - Background Agile c and Sc oach rum tra i n er 24 years of dev experi elopm ence ent 14 yea r develo s of game pmen t expe rience 7 year s experi of agile dev en e indust ce in the ga lopment ry me Introdu c indust ed agile to t ry in M h arch 2 e 005 3

4 Beyond Scrum Filling out the framework Appling project management practices where needed Using common sense, not dogma No rules, just shared practices 4

5 Games Recently Shipped That Used Scrum 5

6 Game Development Challenge Manage Fixed ship dates Minimum required feature sets Long project cycles with production While avoiding crunch 6

7 Fixed Ship Dates 7

8 The Project Management Triangle Scope Product Backlog Schedule Cost (resources) Velocity 8

9 Better & Cheaper & Faster 9

10 Velocity & Fixed Schedules Scope Goal Brooks s Law: Adding manpower to a late software project makes it later Deadline! Fred Brooks (1975) Resources Crunch, Extra people Time 10

11 There are often scope limits Minimum marketable features Cutting scope by 50% to meet a date may produce a product that won t sell Example: A Word Processor without a printing feature 11

12 Minimum Marketable Features + Fixed Schedule = RISK 12

13 Applying PM, Attacking Risk Identify minimum marketable feature set MuSCoW analysis Identify critical paths Example: Game running on the PS3 Identify path risks Example: Graphics throughput on the RSX Prioritize work based on risk E.g. Spike to demonstrate demo level on PS3 with maximum desired detail Find and address bad news early Example: Need to create lower resolution levels 13

14 High Value!"#$%&"'!"#$%&"'!"#$%&"'!"#$%&"' (")*+,' -./"01))"$' ("2%+03%,"'!"#$%&"' Low Value!"#$%&"' Progress 14

15 MuSCoW Analysis Must Have Should Have Could Have Won t Have 15

16 Minimum Required Feature Set Must Haves Example: Console FPS 8 + hours single-player campaign Online multiplayer XBox 360 PS3 Dropping any of these means failure 16

17 Minimum Required Feature Set Should Haves Example: Console FPS Cooperative Online Multiplayer These add great value, but aren t absolutely necessary 17

18 /97:8"'*8#;"&' 67897"'-.' 12)3045'./0' <"=9:7' ())*"&#+,"'-.' <"2%:?A%7"'!"#$%&"'!"#$%&"'!"#$%&"'!"#$%&"' 18

19 Backlog Prioritization Value Cost Knowledge Risk 19

20 Risk Prioritization 20

21 Critical Path The things that need to happen, in sequence. Usually dependent on one another PS3 Critical Path Development Environment Engine Running Game Running Performance Multiplayer??? Subcontractor 21

22 Critical Chain Staffing PS3 (6 people x 10 months) Single Player (20 people x 12 months) Multiplayer (12 people x 8 months) Xbox 360 (4 people x 16 months) Cooperative MP (4 people x 6 months) 22

23 Putting it all together Have dedicated people/teams/time for each major feature Have them work off their own backlog Watch out for Inconsistent progress Great Multiplayer, bad single player Feels like different experiences Not enough sharing Example: Multiplayer on the PS3 23

24 Production Risk 24

25 Agile is phase-less Iteration Iteration Iteration Design Design Design Code Code Code Create Assets Create Assets Create Assets Debug & Tune Debug & Tune Debug & Tune...is game development? 25

26 Not Quite 100% 75% Production Development Design Concept 50% 25% 0% Pre-Production #1 Pre-Production #2 Pre-Production #3 Production #1 Production #2 Production #3 Production #4 Alpha/Beta We have stages 26

27 Production is Debt Deadline! Production Start Date! Pre-Production Production Sure...why not... Crunch Pre-Production Production 27

28 Schedule Probabilities Date? Probability of Completion Date (peak, not mean) Time 28

29 Refining Production Dates Deadline! Pre-Production Production Production 29

30 Selecting the right tools for pre-production and production 30

31 Process tools driven by certainty Far from Agreement Anarchy Requirements (fun) Complicated Lean Complex Scrum Pre-production Close to Agreement Simple Production Close to Certainty Technology Far from Certainty Source: Strategic Management and Organizational az by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle. Iterative Incremental 31

32 Lean/Kanban Deadline! Work Kaizen Uncertainty Time 32

33 More on Kanban... November 2008 feature article in Gamasutra Chapter in upcoming book 33

34 Common sense 34

35 Don t follow labels ScrumBan Lean Kanban XP Scrum Lean-Agile 35

36 Scrum isn t the goal Following the rules no matter what Focus on the principles Empiricism - Science vs. alchemy Emergence Time-Boxing Prioritization Self-Organization Iterate on the process Provide leadership Plan, plan, plan 36

37 Summary. Changes. Devs given suspect dates & crunch Devs solely responsible for achieving the goal Completion of activities Devs make biz decisions, biz makes dev decisions Iterate and we ll measure velocity towards the goal Biz is responsible for achieving the goal Delivery of features Devs make dev decisions, biz makes biz decisions 37

38 Clinton Keith Questions? 38