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Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
Girl Geeks Dinner - Scrum 101
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Girl Geeks Dinner - Scrum 101

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I gave this talk at the Auckland Girl Geek Dinner (organised by Amanda Jackson) on 24 September 2009. To sign up for other GGD events go to girlgeekdinners.co.nz.

I gave this talk at the Auckland Girl Geek Dinner (organised by Amanda Jackson) on 24 September 2009. To sign up for other GGD events go to girlgeekdinners.co.nz.

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  • Agile Alliance came up with this manifesto. Note that we value the left hand items MORE, not INSTEAD.
  • Product Owner. Owns the business problem and makes all priority decisions. Come back to this with our experiences. Will do this a bit, so save your questions because I’ll probably answer them. In our case, the senior BA played this role. Team. Pigs and Chickens. The team are the pigs. Scrum Master. Serve and protect the team. Help them understand and follow the practice of Scrum (including product owner). Not the PM role! Stakeholders: first big learning – projects still have lots of these. Product owner must listen & engage. Project Manager (come back to this)
  • Here’s our team room. Colocate! Note the lack of windows. Good things: we were all together, had heaps of wall room, had a door we could shut. Not ideal, but way better than not being in a room together. Ideal room has more people space, a whiteboard, more desk space. And windows. This is the reason the rest of the photos are a bit grey.
  • The theory… Note the actual mechanism for creating a good PB is outside Scrum per se, and where you have to slot in other techniques eg use case, user stories, reqts analysis, solution design Mention User Stories here
  • Photo of a PB card, and photo of site map, and photo of a PB list on a wall. We did start with a big idea and wind up with a list of things to do. How we did that, is not specifically prescribed in the Scrum methodology and it deserves its own place. Once we had the list, here’s how we prioritised it. We were building an intranet site, and we had the sitemap by this point. So … list of non-site-map items and then a site map. Got the stakeholders with the product owner to move the sitemap and non-sitemap items into the sprints. At this point we’d also decided how many sprints and how long: driven entirely by budget. So anything that didn’t go into the sprint was left on the “Later” list. Note: not thrown away.
  • It’s really about micromanagement. But in a good way.
  • Transcript

    1. Carolyn Sanders - Fronde Scrum 101 – end to end, minus the hype
    2. Today – Scrum end to end <ul><li>A tiny bit about where it came from </li></ul><ul><li>A bunch about how Scrum works… </li></ul><ul><li>… with examples from an actual project </li></ul><ul><li>Where to go for more information </li></ul><ul><li>Nothing at all about why it’s the best silver bullet since sliced bread </li></ul>Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    3. <ul><li>All of these things: </li></ul><ul><li>A set of engineering best practices that allow for rapid delivery of high quality software </li></ul><ul><li>A project process that encourages frequent inspection and adaptation </li></ul><ul><li>A philosophy that encourages team work and accountability </li></ul>2. What is this “Agile”? Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    4. 1. Agile Manifesto (philosophy) <ul><li>We have come to value: </li></ul><ul><li>Individuals and interactions over processes and tools </li></ul><ul><li>Working software over comprehensive documentation </li></ul><ul><li>Customer collaboration over contract negotiation </li></ul><ul><li>Responding to change over following a plan </li></ul><ul><li>That is, while there is value in the items on </li></ul><ul><li>the right, we value the items on the left more . </li></ul>Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    5. Agile Values (philosophy) <ul><li>Openness: the project is for the stakeholders </li></ul><ul><li>Honesty: in estimating and planning </li></ul><ul><li>Courage: to face the consequences </li></ul><ul><li>Trust: in those individuals and their estimates </li></ul><ul><li>Money: because projects aren’t free </li></ul><ul><li>Commitment: to deliver on our promises </li></ul>Credits: First five from Rob Thomsett, last from Jeff Sutherland Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    6. Agile Landscape Agile Manifesto and Values Agile Project Management (process) Agile Delivery (process) Agile Programming (engineering practices) Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    7. Agile Delivery <ul><li>Agile Delivery is: </li></ul><ul><ul><li>small, self-managing, cross-functional teams, </li></ul></ul><ul><ul><li>delivering value frequently and incrementally </li></ul></ul><ul><ul><li>to the customers, by collaborating with them </li></ul></ul><ul><li>Flavours: </li></ul><ul><ul><li>Scrum </li></ul></ul><ul><ul><li>DSDM </li></ul></ul><ul><ul><li>Crystal </li></ul></ul><ul><ul><li>RUP </li></ul></ul>Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    8. Agile Delivery Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited Traditional Project Agile Project Iterations – Design/Develop/Test First chance to see Last chance to change First chance to see Last chance to change Idea Business Case Reqts Design and Develop Test Train Deploy Idea Bus. Case HLR / Design / Setup 1 2 3 4 5 6 Deploy
    9. Where Scrum started and who started it <ul><li>1986: Hirotaka Takeuchi and Ikujiro Nonaka use the “rugby scrum” metaphor for product development </li></ul><ul><li>1991: Dr Jeff Sutherland (Easel) and Ken Schwaber (ADM), on real projects and calling it “Scrum” </li></ul><ul><li>And: Gabrielle Benefield and Pete Deemer at Yahoo </li></ul><ul><li>And: Alistair Cockburn, and Mike Cohn </li></ul>Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    10. 2. Scrum on one page © Pete Deemer and Gabrielle Benefield, The Scrum Primer Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    11. 3. The example project <ul><li>Project H: building an Intranet in MOSS </li></ul><ul><ul><li>For a client, with their experts </li></ul></ul><ul><ul><li>Three MOSS experts, a tester and a BA </li></ul></ul><ul><ul><li>Very constrained budget and deadline </li></ul></ul><ul><ul><li>Willing to trade off scope to get quality </li></ul></ul>Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    12. “ Individuals and Interactions” – Scrum Roles Product Owner: get all the stakeholders’ input, prioritise the outputs Team: build the output. Self Organising, Cross Functional Scrum Master: get the process going well Stakeholders: have their say and do their bit Project Manager: not specified in Scrum Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    13. Our team room Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    14. “ Customer Collaboration” - the Product Backlog - the theory <ul><li>All the stuff we could do: </li></ul><ul><li>Features </li></ul><ul><li>User Stories </li></ul><ul><li>Known Bugs </li></ul><ul><li>Explorations </li></ul>The Vision <ul><li>The Product Backlog </li></ul><ul><li>Specific items </li></ul><ul><li>Prioritised </li></ul><ul><li>Business value assigned </li></ul><ul><li>Effort estimated by team </li></ul>Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    15. The Product Backlog – how we did it Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    16. The Product Backlog – estimation with Planning Poker The Fibonacci series: 1, 1, 2, 3, 5, 8, 13, 21, 34, 55… Planning Poker cards: 0, ½, 1, 2, 3, 5, 8, 13, 29, 40, 100, ?, ∞, coffee/pie James Grenning & Mike Cohn Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    17. Sprint Planning – the theory Product Backlog items prioritised estimated How many hours the team can work in this Sprint, times “focus factor”* <ul><li>Sprint Planning </li></ul><ul><li>- Break down the Backlog items into tasks </li></ul><ul><li>Agree on tasks </li></ul><ul><li>Estimate tasks </li></ul><ul><li>Commit to the outputs </li></ul><ul><li>Sprint Backlog </li></ul><ul><li>Estimated </li></ul><ul><li>Committed to </li></ul><ul><li>Sequenced </li></ul>Do the Sprint Potentially deployable output: working software Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    18. Sprint Planning – “Working Software” means what, exactly? Defining “Done” – hanselminutes.com Podcast 119 Quality (of the product) Support Documentation Content Testing Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    19. Sprint Planning again – what we did Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    20. “ Responding to Change” in the Daily Scrum – the theory <ul><li>What I did yesterday </li></ul><ul><li>What I plan to do today </li></ul><ul><li>What’s holding me up </li></ul>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
    21. Daily Scrum – what we did Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    22. Daily Scrum – what we did (the task wall) Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    23. Daily Scrum – what else we did Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    24. Behind the Daily Scrum – what else we did Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    25. “ Responding to Change”: Sprint Review / Demo – theory and practice <ul><li>A little “Ta Da!” moment </li></ul><ul><li>Not a presentation , a demonstration </li></ul>Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    26. Retrospective – theory and practice <ul><li>Look Back </li></ul><ul><li>Plus / Minus / Interesting </li></ul><ul><li>or Do Again / Do Differently </li></ul><ul><li>Dot prioritisation </li></ul><ul><li>Caused by / Exposed By </li></ul><ul><li>Look Forward, Adjust Course </li></ul><ul><li>Actions Arising </li></ul><ul><li>Measuring Velocity: focus factor </li></ul><ul><li>Product Backlog re-estimate </li></ul>Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    27. 5. How to get more info <ul><li>Scrum in general </li></ul><ul><li>www.scrumalliance.org </li></ul><ul><li>scrumtraininginstitute.com/library </li></ul><ul><li>agileprofessionals.net </li></ul><ul><li>blog.crisp.se/henrikkniberg/ </li></ul><ul><li>- XP from the Trenches </li></ul><ul><li>Planning Poker and User Stories </li></ul><ul><li>www.mountaingoatsoftware.com </li></ul>Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    28. The big secret Don’t tell anyone, but… Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited
    29. Q&A <ul><li>Carolyn Sanders </li></ul><ul><li>Principal Consultant – Agile and PM </li></ul><ul><li>www.fronde.com </li></ul>Commercial in confidence | Copyright © 2008 Fronde Systems Group Limited

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