• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Agile manifesto
 

Agile manifesto

on

  • 2,279 views

 

Statistics

Views

Total Views
2,279
Views on SlideShare
2,174
Embed Views
105

Actions

Likes
1
Downloads
135
Comments
0

1 Embed 105

http://www.asiadigitalmap.com 105

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • This deck is a compilation of the Agile manifesto, it’s 12 principles, and a few basic elements of the SCRUM process.The SCRUM process is a specific adaption of Agile. It outlines 3 roles of people involved in a project and different way to manage meetings and each SPRINT.A few link below to more resourceshttp://agilemanifesto.org/http://www.icescrum.org/en/http://www.scrumalliance.org/http://www.implementingscrum.com/section/blog/cartoons/

Agile manifesto Agile manifesto Presentation Transcript

  • The Agile Manifesto
    Some thought starters for Ogilvy on how to work with Agile and SCRUM approaches to managing projects
  • Individuals and interactions over Processes and tools
    The Creed
    # 1
  • Working software over Comprehensive documentation
    The Creed
    # 2
  • Customer collaboration over Contract negotiation
    The Creed
    # 3
  • Responding to change over Following a plan
    The Creed
    # 4
  • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
    Principle: # 1
  • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
    Principle: # 2
  • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
    Principle: # 3
  • Business people and developers must work together daily throughout the project.
    Principle: # 4
  • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
    Principle: # 5
  • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
    Principle: # 6
  • Working software is the primary measure of progress.
    Principle: # 7
  • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
    Principle: # 8
  • Continuous attention to technical excellence and good design enhances agility.
    Principle: # 9
  • Simplicity--the art of maximizing the amount of work not done--is essential.
    Principle: # 10
  • The best architectures, requirements, and designs emerge from self-organizing teams.
    Principle: # 11
  • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
    Principle: # 12
  • Scrum Basics
    Pete Deemer
    CPO, Yahoo! India R&D
  • The Basics of Scrum
    1
    2
    3
    4
    5
    6
    ScrumMaster
    Daily ScrumMeeting
    7
    8
    9
    10
    11
    12
    4-WeekSprint
    13
    Review
    Product Owner
    The Team
    1
    2
    3
    4
    Potentially Shippable Product
    5
    6
    7
    8
    9
    10
    11
    12
    13
    Retrospective
    Commitment
    No Changes
    (in Duration or Deliverable)
  • The Basics of Scrum
    ScrumMaster
    Daily ScrumMeeting
    4-WeekSprint
    Review
    Product Owner
    The Team
    1
    2
    3
    4
    Potentially Shippable Product
    5
    6
    7
    8
    9
    10
    11
    12
    13
    Retrospective
    Commitment
    No Changes
    (in Duration or Deliverable)
  • Product Owner
    Responsible for the overall project vision and goals
    Responsible for managing project ROI vs. risk
    Responsible for taking all inputs into what the team should produce, and turning it into a prioritized list (the Product Backlog)
    Participates actively in Sprint Planning and Sprint Review meetings, and is available to team throughout the Sprint
    Determines release plan and communicates it to upper management and the customer
  • The Basics of Scrum
    ScrumMaster
    Daily ScrumMeeting
    4-WeekSprint
    Review
    Product Owner
    The Team
    1
    2
    3
    4
    Potentially Shippable Product
    5
    6
    7
    8
    9
    10
    11
    12
    13
    Retrospective
    Commitment
    No Changes
    (in Duration or Deliverable)
  • Team
    7 people, + or – 2
    Has worked with as high as 15, as few as 3
    Can be shared with other teams (but better when not)
    Can change between Sprints (but better when they don’t)
    Can be distributed (but better when co-located)
    Cross-functional
    Possesses all the skills necessary to produce an increment of potentially shippable product
    Team takes on tasks based on skills, not just official “role”
    Self-managing
    Team manages itself to achieve the Sprint commitment
  • The Basics of Scrum
    ScrumMaster
    Daily ScrumMeeting
    4-WeekSprint
    Review
    Product Owner
    The Team
    1
    2
    3
    4
    Potentially Shippable Product
    5
    6
    7
    8
    9
    10
    11
    12
    13
    Retrospective
    Commitment
    No Changes
    (in Duration or Deliverable)
  • The Role of the ScrumMaster
    The ScrumMaster does everything in their power to help the team achieve success
    This includes:
    Serving the team
    Protecting the team
    Guiding the team’s use of Scrum
  • What the ScrumMaster Does
    Serves the team
    The ScrumMaster takes action to help remove impediments to the team’s effectiveness
    The ScrumMaster facilitates the team’s group interactions, to help the team achieve its full potential
    Protects the team
    The ScrumMaster protects the team from anything that threatens its effectiveness, such as outside interference or disruption
    The ScrumMaster will need to confront uncomfortable issues, both inside and outside the team
    Guiding the team’s use of Scrum
    The ScrumMaster teaches Scrum to the team and organization
    The ScrumMaster ensures that all standard Scrum rules and practices are followed
    The ScrumMaster organizes all Scrum-related practices
  • The Basics of Scrum
    ScrumMaster
    Daily ScrumMeeting
    4-WeekSprint
    Review
    Product Owner
    The Team
    1
    2
    3
    4
    Potentially Shippable Product
    5
    6
    7
    8
    9
    10
    11
    12
    13
    Retrospective
    Commitment
    No Changes
    (in Duration or Deliverable)
    Product Backlog
  • Product Backlog
    Product Owner lists items in descending order of priority (highest priority item is listed first, next-highest is second, etc.)
    Size estimates are rough estimates (can either be arbitrary “points”, or “ideal days”)
  • Product Backlog
    List of everything that could ever be of value to the business for the team to produce
    Ranked in order of priority
    Priority is a function of business value versus risk
    Product Owner can make any changes they want before the start of a Sprint Planning Meeting
    Items added, changed, removed, reordered
    How much documentation is up to the team and Product Owner to decide
    The farther down the list, the bigger and less defined the items become
    ~2 Sprints worth are defined in detail
  • The Basics of Scrum
    ScrumMaster
    Daily ScrumMeeting
    4-WeekSprint
    Review
    Product Owner
    The Team
    1
    2
    3
    4
    Potentially Shippable Product
    5
    6
    7
    8
    9
    10
    11
    12
    13
    Retrospective
    Commitment
    No Changes
    (in Duration or Deliverable)
    Product Backlog
  • Sprint Planning Meeting
    Takes place before the start of every Sprint
    Team decides how much Product Backlog it will commit to complete by the end of the Sprint, and comes up with a plan and list of tasks for how to achieve it
    What’s a good commitment?
    Clearly understood by all
    Shared among the team
    Achievable without sacrificing quality
    Achievable without sacrificing sustainable pace
    Attended by Team, Product Owner, ScrumMaster, Stakeholders
    May require 1-2 hours for each week of Sprint duration
    2 week Sprint = 2-4 hours, 4 week Sprint = 4-8 hours
  • Not textbook Scrum, but many teams find it useful
    Takes place several days before the end of a Sprint (and start of the next Sprint)
    Product Owner spends an hour walking the team through the items at the top of the Product Backlog for the next Sprint
    Team asks questions, requests clarification, recommend items to be broken down further
    Review & Retrospective
    for Sprint 3
    (afternoon)
    Sprint Planning
    Meeting forSprint 4
    (morning)
    Sprint 4 Begins
    Pre-Meetingfor Sprint 4
    Mon
    Tues
    Weds
    Thurs
    Fri
    Sprint Pre-Planning Meeting
  • Daily Scrum Meeting
    Every weekday
    Whole team attends
    Everyone stands
    Lasts 15 minutes or less
    Everyone reports 3 things only to each other
    What was I able to accomplish since last meeting
    What will I try to accomplish by next meeting
    What is blocking me
    No discussion, conversation until meeting ends
    Product Owner can attend and report
    Update of artifacts after standup
  • Table Exercise: Daily Scrum Meeting
    Do a Daily Scrum Meeting for your table
    One person plays the role of ScrumMaster
    The rest of the table are team-members
    Each team-member reports to the group:
    What I was able to get done since last Daily Standup Meeting
    What I will try to get done by the next Daily Standup Meeting
    What is blocking me? (If nothing, say “No Blocks”)
    But there is a twist…
  • Updating the Sprint Backlog
    Before or after the Daily Scrum, team members update the hours remaining on the Sprint Backlog
  • The Basics of Scrum
    ScrumMaster
    Daily ScrumMeeting
    4-WeekSprint
    Review
    Product Owner
    The Team
    1
    2
    3
    4
    Potentially Shippable Product
    5
    6
    7
    8
    9
    10
    11
    12
    13
    Retrospective
    Commitment
    No Changes
    (in Duration or Deliverable)
  • Sprint Review
    Purpose of the Sprint Review is
    Demo what the team has built
    Generate feedback, which the Product Owner can incorporate in the Product Backlog
    Attended by Team, Product Owner, ScrumMaster, functional managers, and any other stakeholders
    A demo of what’s been built, not a presentation about what’s been built
    no Powerpoints allowed!
    Usually lasts 1-2 hours
    Followed by Sprint Retrospective
  • The Basics of Scrum
    ScrumMaster
    Daily ScrumMeeting
    4-WeekSprint
    Review
    Product Owner
    The Team
    1
    2
    3
    4
    Potentially Shippable Product
    5
    6
    7
    8
    9
    10
    11
    12
    13
    Retrospective
    Commitment
    No Changes
    (in Duration or Deliverable)
  • Sprint Retrospective
    What is it?
    1-2 hour meeting following each Sprint Demo
    Attended by Product Owner, Team, ScrumMaster
    Usually a neutral person will be invited in to facilitate
    What’s working and what could work better
    Why does the Retrospective matter?
    Accelerates visibility
    Accelerates action to improve
  • Thank You