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APN Auckland Event 9 - Scrum 101, Unleashing the Theory
 

APN Auckland Event 9 - Scrum 101, Unleashing the Theory

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The core of the practice of Agile is the delivery of individual projects; it's where most practitioners start out, and it fundamentally changes the way a project team works together and works with ...

The core of the practice of Agile is the delivery of individual projects; it's where most practitioners start out, and it fundamentally changes the way a project team works together and works with their stakeholders.
Scrum is one of the most popular Agile delivery approaches at the moment. In this APN session, Carolyn uses one of her recent projects as a way to illustrate each facet of Scrum and how it panned out in real life, from start to finish.

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APN Auckland Event 9 - Scrum 101, Unleashing the Theory APN Auckland Event 9 - Scrum 101, Unleashing the Theory Presentation Transcript

  • Carolyn Sanders - Fronde Scrum 101 – Unleashing the theory
  • Fronde – our sponsor
    • Began as Synergy in Wellington, 1992. Renamed Fronde in 2006
    • Early adopter: using Agile project management and development in early 2000s... before it was hip
    • Exclusive partner with Rob Thomsett
    • Co-founders of Agile Professionals Network in New Zealand (with ASB)
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Today – Scrum 101
    • A little bit about where it came from
    • A lot about how Scrum works
    • Some examples from an actual project
    • What it’s useful for, and what it doesn’t fix
    • How to get started if you want to try it out
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • 1. Agile Manifesto
    • We have come to value:
    • Individuals and interactions over processes and tools
    • Working software over comprehensive documentation
    • Customer collaboration over contract negotiation
    • Responding to change over following a plan
    • That is, while there is value in the items on
    • the right, we value the items on the left more .
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Agile Values
    • Openness: the project is for the stakeholders
    • Honesty: in estimating and planning
    • Courage: to face the consequences
    • Trust: in those individuals and their estimates
    • Money: because projects aren’t free
    • Commitment: to deliver on our promises
    Credits: First five from Rob Thomsett, last from Jeff Sutherland Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Agile Landscape Agile Architecture and Governance Agile Manifesto and Values Agile Project Management Agile Delivery Agile Programming Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Where Scrum started and who started it
    • Software Development truths:
      • Can’t write down all the requirements up front
      • Impossible to estimate debug/test time at the end
    • Agile Delivery: small cross-functional teams, delivering frequently and incrementally to the customers
    • Scrum: Dr Jeff Sutherland and Ken Schwaber, on real projects
    • And: Gabrielle Benefield and Pete Deemer, and…
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • 2. Scrum on one page © Pete Deemer and Gabrielle Benefield, The Scrum Primer Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • 3. The example project
    • Project H: building an Intranet in MOSS
      • For a client, with their experts
      • Three MOSS experts, a tester and a BA
      • Very constrained budget and deadline
      • Willing to trade off scope to get quality
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • “ Individuals and Interactions” – Scrum Roles Product Owner: get all the input, prioritise the outputs* Team: build the output. Self Managing* Scrum Master: get the process going well Stakeholders: have their say and do their bit Project Manager?* Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Individuals and Interactions again Co locate the team. CO LOCATE THE TEAM I REALLY MEAN IT WORK TOGETHER IN A ROOM Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Our team room Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • “ Customer Collaboration” - the Product Backlog - the theory
    • All the stuff we could do:
    • Features
    • User Stories
    • Known Bugs
    • Explorations
    The Vision
    • The Product Backlog
    • Specific items
    • Prioritised
    • Business value assigned
    • Effort estimated by team
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • The Product Backlog – how we did it* Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • The Product Backlog – estimation with Planning Poker The Fibonacci series: 1, 1, 2, 3, 5, 8, 11, 19, 30, 49… Planning Poker cards: 0, ½, 1, 2, 3, 5, 8, 13, 25, 40, 100, ?, coffee James Grenning & Mike Cohn Let’s try it. Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Sprint Planning – the theory Product Backlog items prioritised estimated How many hours the team can work in this Sprint, times “focus factor”*
    • Sprint Planning
    • - Break down the Backlog items into tasks
    • Agree on tasks
    • Estimate tasks
    • Commit to the outputs
    • Sprint Backlog
    • Estimated
    • Committed to
    • Sequenced
    Do the Sprint Potentially deployable output: working software Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Sprint Planning – “Working Software” means what, exactly? Defining “Done” – hanselminutes.com Podcast 119 Quality Support Documentation Content Testing Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Sprint Planning – what we did Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Sprint Planning again – what else we did Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • “ Responding to Change” in the Daily Scrum – the theory
    • What I did yesterday
    • What I plan to do today
    • What’s holding me up
    Rules Same time every day for 15 minutes No discussions during the Scrum Update the Sprint Backlog: hours’ effort remaining Update the Burndown © Pete Deemer and Gabrielle Benefield, The Scrum Primer Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Daily Scrum – what we did Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Daily Scrum – what we did (the task wall) Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Daily Scrum – what else we did Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Behind the Daily Scrum – what else we did Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • “ Responding to Change”: Sprint Review / Demo – theory and practice
    • A little “Ta Da!” moment
    • Not a presentation , a demonstration
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Retrospective – theory and practice
    • Look Back
    • Plus / Minus / Interesting
    • Do Again / Do Differently
    • Dot prioritisation
    • Caused by / Exposed By
    • Look Forward, Adjust Course
    • Actions Arising
    • Measuring Velocity: focus factor
    • Product Backlog re-estimate
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Notes from our last retrospective + Co location, co location, co location -- Sitting in a line in the room + Kashin -- Home Page churn -- retesting and retesting + giving the product a name -- Sprint length – too short, too long interesting: defining how to define reqts Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Release Planning – theory and practice Sprint 1 Sprint 2 Sprint 4 Sprint 3 Sprint 5 Release 1 Release 2 Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • I said I’d come back to….
    • Just one product owner?
    • Sprint 0 and Sprint N
    • Sprint length
    • Velocity / Focus Factor
    • The self-managing, cross-functional, team*
    • The role of the project manager*
    • How to build a product backlog from a Vision*
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • The cross-functional team?
    • Individual burndowns
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • What the PM does © Rob Thomsett, Agile Project Management Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited Agile Project Management Stakeholders Related Projects Risks Returns Costs Schedules Priorities Resources Assumptions Policies Scope Priorities Quality Strategy Risk Time-boxed Delivery Just in Time Architecture User Stories Group Estimation Continuous Feedback Solution Design & Build Release Planning Documentation Regular Deployment Agile Project Delivery
  • Building a Product Backlog – Agile PM
    • Stakeholders and impact on them
    • Success Criteria
    • Outcomes and Benefits
    • Scope
    • Stakeholder Stories
    • Quality
    • Risk Profile and Risks
    • Project Approach and Release Strategy
    © Rob Thomsett, Agile Project Management Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • 4. Scrum can fix….
    • “ I know we’re only two weeks from go-live, but we can’t integrate the modules….”
    • “ Well it works on the developer’s PC”
    • “ Ta da!” “Oh, no….”
    • “ Requirements v15.1.3 page 63 has a typo”
    • “ What do you mean, usability? I can read it just fine”
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Scrum might expose …
    • “ How long is a piece of string?”
    • “ I’m not sure what I want, but tell me when you’re done”
    • “ There’s a bug in the server operating system patch database congrosinator v0.3.4”
    • “ This is top priority”, “No, this is!”
    • “ My code doesn’t need testing, I am a god”
    • “ But the Scrum methodology doesn’t say to write down the requirements…”
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • 5. How to get started
    • Just like learning to drive
    • Pick an appropriate project
    • Get training – The Scrum Alliance can help
    • Get a coach
    • www.scrumalliance.org
    • scrumtraininginstitute.com/library
    • Learn, apply, then adjust
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Training & Certification
    • Certified Scrum Master
    • Certified Product Owner
    • Certified Scrum Practitioner
    • Certified Scrum Trainer
    • Certified Scrum Coach
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
  • Q&A
    • Carolyn Sanders
    • Principal Consultant – Agile and PM
    • www.fronde.com
    Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited