1. “Sprint Contract”: managing scope
and cost in Scrum projects
Carlos Santos da Silva
http://c-santos.blog.com
http://br.linkedin.com/in/silvacarloss
October/2012 (latest review)
Nokia Internal Use Only
2. Bio
Working in Manaus Industrial Park for +24 years
Industry: 12 years
R&D: 12 years
Experience
Development embedded software for automated devices,
microwave-ovens, TV sets, DVD payers, telephones;
Managed Product Engineering, Industrial Engineering and
Quality Assurance;
Managed SW development projects for LCD/Plasma TVs;
Managed Operations for Mobile Linux Software area;
Managing Product Program for mobile devices.
Nokia Internal Use Only
5. Portfolio Setup
Company Portfolio
Program A
Program B
Project A
Project B Project E
Subproject X
Program C
Subproject Y Project C
External
How to manage scope and cost Project D
of an external Scrum project?
Nokia Internal Use Only
6. Types of Contracts & Risks
Fixed Cost &
High Fixed Scope Low
1. the "Sprint Contract"
2. Fixed Price / Fixed Scope
3. Time and Materials
4. Time and Materials with Fixed Scope and a Cost Ceiling
5. Time and Materials with Variable Scope and Cost Ceiling
Supplier 6. Phased Development Customer
7. Bonus / Penalty Clauses
8. Fixed Profit
9. “Money for Nothing, Changes for Free”
10. Joint Ventures
Variable Cost &
Low Variable Scope High
Nokia Internal Use Only
7. Scrum Project Parameters
Cost Quality
• PBL • Sprint
• Sprint • Team Size Length • DoD
Backlog • Sprint
Length
Scope Time
Nokia Internal Use Only
8. Fixed or Variable
Revenue
$$$
$$$
u e
v en
Revenue is constant,
independently of the
Re
Pr
ofi effort applied or delivery date.
t it
P rof
Effort Effort
Fixed Price/ Fixed Scope Variable Scope/ Variable Cost
Nokia Internal Use Only
9. Bonus/Penalty Clause
Revenue
$$$
Pro Sprint Review
fit
G
ai
n/
Lo
ss
Effort
Fixed Price / Variable Scope
Nokia Internal Use Only
14. First Estimation
• Customer’s PO prepares an initial PBL
• Supplier’s team comes for estimation
• Story points relative (size)
• Planning Poker: 1, 2, 3, 5, 8, 13 and 20 pts
Nokia Internal Use Only
15. Sprints to Go
• First velocity estimated by the team (sprint length= 15 d)
• First velocity used to calculate remaining sprints
– Backlog = 291 pts; S01 = 34 pts
– 291 pts / 34 pts = 8.5 sprints 9 sprints
Nokia Internal Use Only
16. Make or Buy?
• Make of Buy decision based on:
– Strategic project
– Competence and resources available to do internally
– Cost comparison: internal vs. external
– Other relevant decision
• What’s the internal cost?
– Team size during estimation meeting?
– Raise effort in Man Month, then:
• MMRate = $10.000
• MHRate = $10.000/176h = $56,82
• MDRate =MH * 8.8h = $500,02
• Project = SprintLen*TeamSize*MDRate* SprintsToGo =
15*5*500*9 = $337.500 (SprintRate = $37.500)
Nokia Internal Use Only
21. Recommended Material
• 10 Contracts for your next Agile Software Project
(Peter Stevens)
• Outsourcing & Offshore Agile Delivery with Scrum
(Craig Larman)
• Your Scrum Checklist (Boris Gloger)
Nokia Internal Use Only
23. Abordagem Ágil – Scrum
Fonte: Mountain Goat
Nokia Internal Use Only
24. Sprints inside Project Cycle
P C
D
P A
Início Plano Execução Encerra
SP1 SRV SP1 SRV SP1 SRV SP1 SRV
WIP WIP WIP WIP
SP2 SRT SP2 SRT SP2 SRT SP2 SRT
... ... ... ...
SP1 SRV
SP2 SRT
Nokia Internal Use Only
Arcabouço Scrum com seus componentes. Idioma original em inglês para não influenciar no entendimento.
Explicar sobre o ciclo PDCA. Mostrar que na camada de gerenciamento de projetos o PDCA acontece em nível macro e no Scrum acontece à cada Sprint, naturalmente refletindo positivamente no gerenciamento de projetos.O procedimento referencia ao nível de gerenciamento de projetos, a instrução de trabalho detalha sobre o arcabouço, as minutas das cerimônias e artefatos tornam-se evidências através de registros.