Agile scrum brown bag

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Agile Scrum Brown Bag held at the Nova CONNECT Center @ Nov 6, 2013

Agile Scrum Brown Bag held at the Nova CONNECT Center @ Nov 6, 2013

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  • 1. WHAT IS AGILE SCRUM? Agile Scrum is a Collaborative Project Management Methodology that is focused on short releases and having an working software at the end of the release that can add immediate value to the organization. So why Scrum? Scrum is a methodology that was adopted due to the constraints that Projects face in today’s market conditions. •  Projects are budgeted for short windows •  Time to Market is short, Transferable skills with limited resources critical •  Market is volatile with Mergers & Acquisitions an all time high
  • 2. TODAY’S BROWN BAG AGENDA ²  Challenges in Today’s Project Management areas ²  Agile Scrum Versus Waterfall Models & Benefits ²  What is the Agile Manifesto ²  Agile Values & Principles ²  Agile Processes ²  Agile Practices ²  Agile Resources (Useful Links) ²  Wrap Up & Questions Answer session
  • 4. WATERFALL DEVELOPMENT METHOD Conception Deployment Initiation Testing Analysis Development Design
  • 6. CHALLENGES LEADING TO PROJECT FAILURE q  Requirements not clear q  Frequent Code changes q  Bug-Find-Fix syndrome or rut q  Scope Creep q  Stabilization takes too long with complex integrations q  Release periods are too long, requirements change interim q  Changes are harder to make at end of Waterfall Cycle rather than in Agile q  Quality is compromised to complete the project q  Unpredictable estimation of timelines and budgets q  Cost Schedule overruns q  Customer Dissatisfied as not involved closely in the development process q  Loss of Morale and Motivation q  Loss of Reputation and unable to meet market timelines
  • 7. BUSINESS CASE FOR SCRUM •  Projects executed with Waterfall type of Development in theory works on the basis that if you have correct requirements in the beginning then you will have less problems later. •  Also believe that the Project Manager/Business Analyst are able to capture correct requirements at the beginning of the project. •  Project has the luxury of a long development cycle and once requirements are finalized, incorporating change is a difficult process not to mention expensive. •  There is a big emphasis on Documentation and Processes which in Theory is non existent or redundant and really does not add value to the project. •  There is also rigid Change Control Process, Issue Resolution Process, and Communication Processes that consume a lot of the Team Members time which could be spent doing actual Project Work. •  The Project Manager generally takes the hit if the project has a delay, cost over run or does not meet the customer expectations at the end by when it is too late to do anything. •  Result being that a large number of small Software Development Projects abiding by this methodology are doomed from the start and cost organizations a pretty penny.
  • 8. AGILE MANIFESTO Agile Manifesto lays out the philosophy for Agile development where there is emphasis on : 1.  Individuals and interactions over processes and tools. 2.  Working software over comprehensive documentation 3.  Customer collaboration over contract negotiation 4.  Responding to change over rigidity Scrum is used to develop complex software & systems and is grounded in the Empirical Process Theory which has 3 facets 1.  Transparency 2.  Inspection 3.  Adaptation
  • 9. 12 AGILE PRINCIPLES q  Early & Continuous Delivery q  Changing Requirements even in later development stage q  Delivers working software frequently at the end of a Scrum Cycle q  Business Users & Software Developers work everyday and interact q  Constant Sustainable pace maintained throughout the Project q  Technical Expertise and Good Design is maintained during execution q  Simplicity Rules, Work efficiency increases with simple processes q  Self organizing and Self managing teams q  Create, Review, Re-Work, Adapt cycle makes the team optimize itself and no blame game, Failure is not a “Failure” just a trial that did not pan out q  Project work is built around motivated individuals providing them ideal environment to do the best work q  Face to Face meetings are effective and easiest way to convey messages surrounding Project work and deliverables q  Working Software is the primary measure of software
  • 10. WHAT IS AGILE SCRUM? q Agile Scrum is a simple people-centric framework for organizing and managing work. q This framework is based on a set of values, principles and practices that provide the foundation that the organization uses to create their unique products, implementation of relevant engineering practices and approach. q Eg; Foundation of the building is compared to the framework, structural elements are the values principles and practices. Therefore you customize the inside of the building based on your specific need to make this building comfortable to meet your needs.
  • 11. AGILE SCRUM VALUES q  Honesty q  Transparency q  Openness q  Honesty q  Trust q  Courage q  Respect q  Focus q  Empowerment q  Collaboration
  • 12. AGILE SCRUM PRACTICES q  Roles q  Responsibilities q  Activities q  Artifacts q  Rules
  • 13. AGILE SCRUM PRACTICES Sprint Roles q  Scrum Master: Coach, Mentor providing Process Leadership, Mitigates Risk, 1 per q  Product Owner : Product Leadership, Prioritizes & Estimates with team 1 per q  Scrum Team : Diverse, Cross Functional set of people with transferable skills, 5-6 per Sprint Activities q  Planning: Requirements are prioritized, estimated and identified for the Scrum Cycle q  Daily Scrum – 15 minutes, What did we do yesterday, what are we doing today, blockers n bugs q  Execution – 2 Inspect & Adapt Cycles q  Review – Stakeholders review work q  Retrospective – Team comes together to learn and manage the process better q  Product Backlog Grooming - Prioritizing, Estimating, Creating & Refining
  • 14. AGILE SCRUM PRACTICES Artifacts q  Product Backlog q  Sprint Backlog q  Burndown & Burnup Charts and Release Reports Scrum Cycle – 1 – 3 month Release Cycles Product Backlog – Set of Requirements for completing the Project, the most valuable work to be done is always prioritized first and has the first rank
  • 15. WHO COULD BENEFIT FROM AGILE SCRUM? Anybody!!! Developer, Business Analyst, Project Manager, Quality Assurance & the list goes on. Yes, Agile Methodologies could be tailored for any business that has a need for short release cycles and development projects with shorter release cycles. It has gained significant increase in adoption for the past few decades. 2012 Study proved that 70% of organizations have adopted Agile in to some degree, only 13% use Pure Agile
  • 17. WHY COLLABORATION? Committed to building Customer Value: Focus on Requirements Why? Because a delighted customer will be a repeat customer and will actually “buy” your product if it is conformance to what he wants and needs. Committed to empowering Employees: Focus on creating an optimal workplace for employees Why? Employees are an Organizations greatest assets, and increasing Productivity will directly affect the bottom line for the organization making them more money.
  • 18. EMPLOYEE ENGAGEMENT Employees are the company’s greatest assets. Engaged Employees matter. Harness personal traits, strengths, abilities and power's to create a superior product. Provide Work Environment where employees take ownership of work they deliver, empowers them to make decisions, motivate them and activate their brain power.
  • 19. CUSTOMER ENGAGEMENT Focus on the Customer and engage the Customer throughout the Release Cycle. Agile believes that an engaged customer matters, and gives them the flexibility to make changes to their project requirements to meet market needs.
  • 21. AGILE SCRUM ROLES Core Roles •  Customers •  Scrum Team •  Scrum Master / PM •  Product Owner •  Development Team Beyond •  Customer •  Executive/Senior Management •  Middle Management •  Agile PM •  Agile Coach •  Deployment Team
  • 22. PRODUCT OWNER RESPONSIBILITIES q  Manage Cost q  Participate in Planning q  Groom the Product Backlog Items q  Define Acceptance Criteria q  Collaborate with Development Team q  Collaborate with Stakeholders
  • 23. SCRUM MASTER RESPONSIBILITIES q  Coach and Mentor Team with Disciplines q  Servant Leader q  Process Authority q  Interference Shield q  Impediment Remover q  Change Agent
  • 24. DEVELOPMENT TEAM RESPONSIBILITIES q  Self Organizing q  Cross Functional Diverse and sufficient q  T-Shaped Skills (Core area, limited outliers skills) q  Pioneering Skills & Learner q  Excellent Communicator q  Transparent & Clear Communication q  Focused and committed to Team needs q  Works at sustainable pace q  Ability to Collaborate to Plan & Estimate
  • 25. REQUIREMENTS COLLECTION IN AGILE SCRUM • Projects • Programs • Portfolios Backlog Epic • Functions • Interfaces • Business Logic • Others • Story: Function • Story: Interface • Story: BL • Story Others Stories
  • 26. TECHNICAL REQUIREMENTS q  Epics: Larger Requirements that are represented as an set or requirements or user stories. q  Stories: Requirements that are shown as a “Role” wanting a “Feature” , description of the “Feature”, business value of the “Feature”, Acceptance Criteria. Three types of Stories 1.  User Story or User facing functional requirements 2.  Technical Story that supports the non-functional requirements 3.  Defect or Bugs
  • 27. AGILE SCRUM RELEASE CYCLES Product Backlog Features, Defects, Technical Work, Others Sprint 1 Sprint 2 Sprint 1 Next Sprint Sprint Backlog User Story 1 Story Point: 6 User Story 2 Story Point: 4 Sprint Backlog User Story 3 Story Point : 2 User Story 4 Story Point: 2 User Story 5 Story Point: 2 User Story 6 Story Point: 3
  • 28. LEARNING LOOP PATTERN Assume Adopt Inspect Build Feedback
  • 29. PRIORITIZING REQUIREMENTS q Business Value: Those that bring immediate business value are ranked higher q Estimates are expressed in Story Points q Once the Rank and the Story Points are available Prioritization occurs based on this information q Acceptance & Quality Criteria are assigned to these requirement
  • 30. ESTIMATION & VELOCITY q  How many features are we going to complete? q  What is the cost of the effort? q  When will it get done? q  Size q  Velocity / Rate at which the work is done q  Using this info we compute cost
  • 33. TECHNICAL DEBT q  Not all Technical Debt needs to be repaid q  Apply the Boy Scout Rule, Service Technical Debt when you come across it q  Repay the high interest Technical Debt first q  Repay Technical Debt Incrementally q  Repay Technical Debt while performing Customer Valuable work
  • 34. WHY IS AGILE A CULTURE CHANGE? Changes the Organizational Culture Adopting a set of values and principles that require personal change Changes individual interactions and behaviors in the team Getting people to believe in a new mindset requires adjustments What Agile is not? •  It is not a skill that can be learnt and implemented •  It is not a Procedure that you need to apply to fulfill a task •  It is a not an band aid for some parts of your organization that needs this change
  • 36. AGILE SCRUM RESOURCES Mountain Goat Software Scrum Alliance Scrum in 10 minutes | Funny Videos related to Scrum Wikipedia Jeff Sutherland (Creators of Scrum)
  • 37. WRAP UP! QUESTIONS & ANSWERS??? CONNECT WITH ME ON LINKEDIN: Bernadette Charlescar PROGRAM MANAGER (PMP, Agile Scrum Master) Email: Mobile Tel: +1 (408) 857-7804 United States San Jose, CA LinkedIn: