AgileScrum Intro.pdf

7/27/2019 AgileScrum Intro.pdf

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Dec 2009KeyCorp Public

Copyright (c) 2006, Mountain Goat Software, Inc. and Innolution, LLC. All Rights Reserved.


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We are about to cover a lot of ground...

Please hold your questions until the end.


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Our Agile Journey

June 2005 - Two pilot Scrum projectteams began Currently most teams use Agilepractices or a combo of Agile &Waterfall.

Spring 2008 started a local AgileUsers Group that meets bi-monthly.

Enabling Agile in a Large Organization OurJourney Down the Yellow Brick Road Agile

2007 conference.


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AgileAgile


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The Agile Manifesto

Process and toolsProcess and toolsIndividuals and

interactions

Individuals andinteractions

over

Comprehensive

documentation

Comprehensive

documentationWorking softwareWorking software over

Contract negotiationContract negotiationCustomer

collaboration

Customer

collaborationover

Following a planFollowing a planResponding to

change

Responding to

changeover


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Lean Principles of Agile Development

Eliminate Waste

Spend time only on what adds real customer value

Amplified Learning

When you have tough problems, increase feedback and

collaboration Leave Options Open as Long as Possible

Maintain multiple options and decide on options as late aspractical, but no longer

Deliver as Fast as Possible

Deliver value to customers as soon as they ask for it

Empower the Team

Let the people who add value use their full potential

Build Integrity in

Dont try to tack on integrity after the fact Build it in

See the Whole

Beware of the temptation to optimize parts at the expense of thewhole


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Agile Process

The basic phases of an A g i l e development project

are really no different from those of any otherproject.

You still must define and initiate the project, plan forthe project, execute the plan and monitor andcontrol the results.

What differs, however, is the manner in which thesesteps are accomplished.


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Strong partnerships between Business/Sponsorand Project Team

Joint commitment to achieving business results

Empowered, participating Product Owner

Requirements that adapt to business needs

Continual re-prioritization of backlog to meet changingbusiness needs

Greater clarity and understanding of requirements

through shorter development cycles

Delivering Business Value

Deliver incremental business value earlier within projects

Increase Employee Satisfaction

Empowered, self-directed teams

Sustainable Pace

Opportunities for


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Agile Methodologies / Techniques


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ScrumScrum


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What is Scrum?

The term scrum originally derives from a strategy in the game ofrugby where it denotes getting an out-of play ball back into thegame with teamwork.

Scrum is a project management technique based on the principles

of agile

Scrum consists of processes and measurements to manage thedevelopment process.


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Sequential vs. Overlapping Development

Source: The New New Product Development Game by Takeuchi and Nonaka. Harvard Business Review,

January 1986.

Rather than doing all ofone thing at a time...

...Scrum teams do a littleof everything all the time

Define CodeAnalyze Test DeliverDeliver


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Scrum in 100 Words

Allows us to focus on delivering the highest business valuein the shortest time.

Allows us to rapidly and repeatedly inspect actual working software.

The business sets the priorities. Development teams self-manage todetermine the best way to deliver the highest priority features.

(They must agree on the definition of done)

Every iteration (Sprint) anyone can see real working software andauthorize a release of the demonstrated functionality or continue toenhance for another Sprint.

(Sprints are typically 2wks to 30 days)

An agile process that:


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Sprints

Scrum projects make progress in a series of Sprints (iterations).

Target duration is no longer than 30 days:

The team can set the exact duration based on what works the

best for them.

A constant duration leads to a better rhythm (velocity).

Do not miss the end of the sprint, the deadline is sacred.

Features are designed, coded, tested and documented during thesprint.

Priorities can only change between Sprints, unless the ProductOwner terminates the Sprint and starts a new one.

Product is potentially shippable after each sprint.


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Potentially shippable

At the end of each sprint, the teammust produce a potentially shippableproduct increment

High quality

Tested

Complete Done

What it does it does well

Potentially shippable shippable


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Scrum

Roles

Scrum

Roles


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Scrum roles and responsibilities

Defines the features of the product, decides on release date and content Is responsible for the profitability of the product (ROI) Prioritizes features according to market value Can change features and priority every sprint

Accepts or rejects work products

Product

Owner Ensures that the team is fully functional and productive Enables close cooperation across all roles and functions and removes

barriers

Shields the team from external interferences Ensures that the process is followed. Participates in daily scrum, sprint review

and planning meetings. Servant Leader.

ScrumMaster

Cross-functional, seven plus/minus two members Selects the sprint backlog Has the right to do everything within the boundaries of the project guidelines

to reach the iteration goal

Organizes itself and its work Demos work results to the Product Owner

Team


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Does Agile mean dont plan?

Planning

Level

How Often Who Focus

Product(Roadmap)

1 2 Times perYear

Product Owner /Executive

Product EvolutionOver time

Release 3 4 Times perYear

Product Owner & Team Features

Sprint(Iteration)

Every Iteration Product Owner & Team Features

Daily(Stand-Up)

Every Day Team Tasks

No, just the opposite, Agile puts a premium on planning


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SprintOverview

SprintOverview


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Summary of Sprint Meetings

Sprint Planning

Determine the sprint goal and which backlog items toaddress and then develop the plan to accomplish the work.

Daily Stand ups

15 min mtg in which team reports to each other: what theydid yesterday, what theyre working on today, whats in theway of their progress. This is NOT a status/problem solvingmtg.

Sprint Review

Review the sprint goal/deliverable with the product ownerto show accomplishments.

Sprint Retrospective

Team meeting held at the end of each sprint to discussprocess improvement within the scope of the project


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Birds Eye View of a Sprint

Sprin

tRetrospective

Sprin

tRetro

spective

SprintRetro

spective

Daily ScrumsDaily ScrumsDaily Scrums Sprint

Review

Meetin

g

SprintReview

Meeting

SprintReview

Meeting

Sprint

Plannin

gMeeting

Sprint

Plannin

gMeeting

Sprint

Plannin

gMeeting

Sprint

Plannin

gMeeting

Sprint

Plannin

gMeeting

Sprint

Plannin

gMeeting

SPRINT SPRINT

Color Key


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ArtifactsArtifacts


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Summary of Artifacts

Note: Artifacts can be as simple as an excel doc through commerciallyavailable Agile software! The team chooses what they want to use.

Product Backlog (All Requirements)

List of requirements / features, prioritized by business value, by theproduct owner.

Updated and Prioritized by the product owner.

Sprint Backlog (Requirements for a Sprint & Tasks)

List of tasks to be addressed during the active sprint.

Owned and updated frequently by the scrum team

Impediments log (Daily Standup

Whats in my way?)

List of impediments identified by that team that require resolution

No specific format is mandated for this, teams should determine whatworks for them

Retrospective (Lessons Learned)

Results from the retrospective meeting should be captured and shared ina manner that is beneficial to all team members.

Creation of additional artifacts becomes a matter ofjudgment and the requirements of your companys

Project Lifecycle.


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Measuring&Monitoring

Progress

Measuring&Monitoring

Progress


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Burndown Charts

Primary method of tracking progress

A burndown chart shows how much work remains tobe done.

Agile focuses on remaining effort vs. completed effort.

Note: Recognize that things such as tracking Financials &Time reporting may still be required PM does that

outside of the scrum process.Burndowncharts: Shownetprogress Raisequestions;they

dontanswerthem

Facilitateearlydiscussions

Makeitimpossibletohidethetruth

Two types of charts:

Sprint Burndown - report on sprint

progress against schedule.

Product (release) Burndown report on project progress againstschedule.


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Sum of all remaining hrs totaled and plotted each day as a result ofthe team updating the sprint backlog.

Need to evaluate the trend lines (will they impact being done?)

Team is learningUnderestimated or overestimated

The value comes from the team discussing why it looks that way.

A Sprint Burndown Chart

Hours

d d h


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A Product Burndown Chart

Stor

yPoints

Sprints

600

450

300

150

01 2 3 4 5

Estimate(

StoryPoints)


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WrapUpWrapUp

H d I l ?


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How do I learn more?

Todays handouts include:

1.Reading List

2.Websites3.Coaching Contacts

Upstate NY Agile User Group: Bi-monthly at Key, Albany.

Group home page: http://groups.yahoo.com/group/UNYAUG

http://www.scrumalliance.org/user_groups/60

Documents

AgileScrum Intro.pdf