Copyright Conscires 2011<br />1<br />Intro to Agile & Scrum<br />Presenter:<br />BachanAnand<br />T: @bachananand<br />E: ...
Agenda<br />2<br />Intro to Agile & Scrum<br />Scrum Framework<br />Scrum Roles<br />Planning & Estimation<br />Team Engag...
Agile Manifesto<br />3<br />Individuals and interactions over processes and tools <br />Working software/product over comp...
Class Agenda - Taskboard<br />4<br />
Agile 12 Principles<br />5<br />Highest priority is to satisfy the customerthrough early and continuous deliveryof valuabl...
Agile 12 Principles<br />6<br />Working software (product) is the primary measure of progress<br />Agile processes promote...
Scrum Foundation<br />7<br />Empiricism <br />Detailed up-front planning and defined processes are replaced by just-in-tim...
Scrum Values<br />8<br />Transparency<br />Everything about a project is visible to everyone<br />Commitment<br />Be willi...
Scrum Framework<br />9<br />Copyright Conscires 2011<br />9<br />
Scrum and Waterfall Differences<br />10<br />Copyright Conscires 2011<br />10<br />
Scrum Roles<br />11<br />Product Owner<br />Maximize the value of the work done by prioritizing the features by market val...
Scrum Roles Details – Product Owner<br />12<br />Thought Leader and Visionary<br />Drives the Product Vision (for example,...
Scrum Roles Details – Scrum Master<br />13<br />Servant Leader<br />Facilitates the Process<br />Supports the Team<br />Re...
Scrum Roles Details – Scrum Team<br />14<br />Cross-Functional <br />5-8 Members<br />Self-Organizing<br />Focused on meet...
Roles Relationship<br />15<br />Copyright Conscires 2011<br />15<br />
Management Roles (Servant Leadership)<br />16<br />Is a servant first and ensures other people – i.e. followers or stakeho...
Scrum roles vrs tradition roles<br />17<br />
Pre-Scrum Planning<br />18<br />Pre-Scrum is where projects are approved, budgets and resources assigned <br />Project Por...
Pre-Scrum Planning<br />19<br />Pre-Portfolio<br />Active Portfolio<br />Post-Portfolio<br />Reject<br />Success or<br />F...
Evaluated
Pending approval</li></ul>Projects<br /><ul><li>Approved
Pending Kick-off
Executing</li></ul>Projects <br /><ul><li>Executed
M & E </li></ul>19<br />
20<br />
Product Vision & Role Engagement<br />21<br />A goal to aspire to<br />Can be summarized in a short statement of intent<br...
Product Backlog<br />22<br />A living list of requirements captured in the form of User Stories<br />Represents the WHAT o...
Relative Estimation<br />23<br />Humans are better at relative estimates than absolute estimates<br />Many heads are bette...
Fruit Salad – Relative estimation<br />24<br />
Relative Estimation<br />25<br />Story Points:<br />Commonly used in Agile estimation<br />No real-world dimensions<br />C...
Scrum Release - Velocity<br />26<br />Total number of story points completed by a team in a Sprint<br />Can be used by the...
Scrum Release Planning<br />27<br />Product Owner, in conjunction with the team, formulates Release Plans by applying the ...
User Stories<br />28<br />Product requirements formulated as one or more sentences in the everyday or business language of...
Sprint Backlog<br />29<br />List of stories, broken down into tasks, that is committed for any particular Sprint<br />Owne...
User Stories<br />30<br />Independent<br />Not overlap in concept and be able to schedule and implement them in any order<...
Task Board<br />31<br />Active visual indicator of flow of work<br />Should be visible to team members at all times<br />S...
DOD - (Definition of Done)<br />32<br />Team creates its own definition of Done in the interest of creating quality softwa...
Definition of Done<br />33<br />
Sprint Burn-down<br />34<br />Shows daily progress in the Sprint<br />X-axis is the number of days in the Sprint<br />Y-ax...
Release Burn-down<br />35<br />Shows progress across Sprints<br />X-axis is the number of Sprints<br />Y-axis is the total...
Daily Standup Meetings<br />36<br />Meetings held in same location, same time, every day<br />Time-boxed at 15 minutes<br ...
Sprint Planning<br />37<br />Sprint Planning meeting held at beginning of each Sprint<br />Time and Resources are fixed in...
Sprint Review<br />38<br />Occurs at the end of each Sprint<br />Inspect and Adapt the product (Empiricism)<br />The team ...
Retrospectives<br />39<br />Occurs at the end of each Sprint<br />Inspect and Adapt the process (Empiricism)<br />Team and...
Scrum Myths<br />40<br />Scrum Myths:<br />No quality/no testing<br />People burnout because of short and frequent deliver...
Class Retrospective<br />41<br />
Scrum Myths<br />42<br />Scrum Myths:<br />A silver bullet<br />Management believes it will solve all problems<br />Easy t...
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Online class intro to agile & scrum - final

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Online class intro to agile & scrum - final

  1. 1. Copyright Conscires 2011<br />1<br />Intro to Agile & Scrum<br />Presenter:<br />BachanAnand<br />T: @bachananand<br />E: bachan.anand@conscires.com<br />
  2. 2. Agenda<br />2<br />Intro to Agile & Scrum<br />Scrum Framework<br />Scrum Roles<br />Planning & Estimation<br />Team Engagement<br />Q&A - Class feedback<br />Copyright Conscires 2011<br />2<br />
  3. 3. Agile Manifesto<br />3<br />Individuals and interactions over processes and tools <br />Working software/product over comprehensive documentation <br />Customer collaboration over contract negotiation <br />Responding to change over following a plan <br />Copyright Conscires 2011<br />3<br />
  4. 4. Class Agenda - Taskboard<br />4<br />
  5. 5. Agile 12 Principles<br />5<br />Highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software<br />Welcome changing requirements<br />Deliver working software (Product) frequently<br />Business people and developers must work together daily throughout the project<br />Build projects around motivated individuals<br />Most efficient and effective method of conveying information is face-to-face conversation<br />Copyright Conscires 2011<br />5<br />
  6. 6. Agile 12 Principles<br />6<br />Working software (product) is the primary measure of progress<br />Agile processes promote sustainable development (maintain a constant pace indefinitely)<br />Continuous attention to technical excellence and good design enhances agility<br />Simplicity (art of maximizing amount of work not done) is essential<br />Best architectures, requirements, and designs emerge from self-organizing teams<br />At regular intervals, team reflects on how to become more effective, then tunes and adjusts<br />http://agilemanifesto.org/principles.html<br />Copyright Conscires 2011<br />6<br />
  7. 7. Scrum Foundation<br />7<br />Empiricism <br />Detailed up-front planning and defined processes are replaced by just-in-time Inspect and Adapt cycles<br />Self-Organization<br />Small teams manage their own workload and organize themselves around clear goals and constraints<br />Prioritization<br />Do the next right thing<br />Rhythm<br />Allows teams to avoid daily noise and focus on delivery<br />Collaboration<br />Leaders and customers work with the Team, rather than directing them<br />Copyright Conscires 2011<br />7<br />
  8. 8. Scrum Values<br />8<br />Transparency<br />Everything about a project is visible to everyone<br />Commitment<br />Be willing to commit to a goal<br />Courage<br />Have the courage to commit, to act, to be open and to expect respect<br />Focus<br />Focus all of your efforts and skills on doing the work that you have committed to doing<br />Respect<br />Respect and trust the different people who comprise a team<br />Copyright Conscires 2011<br />8<br />
  9. 9. Scrum Framework<br />9<br />Copyright Conscires 2011<br />9<br />
  10. 10. Scrum and Waterfall Differences<br />10<br />Copyright Conscires 2011<br />10<br />
  11. 11. Scrum Roles<br />11<br />Product Owner<br />Maximize the value of the work done by prioritizing the features by market value<br />Scrum Master<br />Manages the Scrum framework<br />Team<br />Self-organizing empowered individuals motivated by business goals<br />Other Stakeholders<br />Anyone who needs something from the team or the team something from<br />Copyright Conscires 2011<br />11<br />
  12. 12. Scrum Roles Details – Product Owner<br />12<br />Thought Leader and Visionary<br />Drives the Product Vision (for example, with Story Mapping)<br />Prioritizes the User Stories <br />Maintains the Product Backlog with the team<br />Accepts the Working Product (on behalf of the customer)<br />Copyright Conscires 2011<br />12<br />
  13. 13. Scrum Roles Details – Scrum Master<br />13<br />Servant Leader<br />Facilitates the Process<br />Supports the Team<br />Removes Organizational Impediments<br />Socializes Scrum to Management<br />Enable close collaboration across all roles and functions<br />Copyright Conscires 2011<br />13<br />
  14. 14. Scrum Roles Details – Scrum Team<br />14<br />Cross-Functional <br />5-8 Members<br />Self-Organizing<br />Focused on meeting Commitments<br />Copyright Conscires 2011<br />14<br />
  15. 15. Roles Relationship<br />15<br />Copyright Conscires 2011<br />15<br />
  16. 16. Management Roles (Servant Leadership)<br />16<br />Is a servant first and ensures other people – i.e. followers or stakeholders – highest priority needs are being served <br />Empowers others and supports an environment of trust <br />Has empathy and sensitivity to the needs and interest of all stakeholders <br />Is open to the voice of others by supporting discussions that includes those without a voice<br />Accept risks; takes the risk of failure along with the chance of success, while trusting others <br />My cup is always full – my focus is now; I’ve learned from yesterday and I’m planning for tomorrow<br />Copyright Conscires 2011<br />16<br />
  17. 17. Scrum roles vrs tradition roles<br />17<br />
  18. 18. Pre-Scrum Planning<br />18<br />Pre-Scrum is where projects are approved, budgets and resources assigned <br />Project Portfolio’s are expensive<br />They are risky<br />Do we have the right people with the right experience and skills?<br />Can we afford the project?<br />What are the objectives of the project? Clear goals.<br />Lack of commitment<br />Can we verify the promise was met?<br />The business want value and a return on investment<br />Copyright Conscires 2011<br />18<br />
  19. 19. Pre-Scrum Planning<br />19<br />Pre-Portfolio<br />Active Portfolio<br />Post-Portfolio<br />Reject<br />Success or<br />Failure<br />Copyright Conscires 2011<br />Projects <br /><ul><li>Being formulated
  20. 20. Evaluated
  21. 21. Pending approval</li></ul>Projects<br /><ul><li>Approved
  22. 22. Pending Kick-off
  23. 23. Executing</li></ul>Projects <br /><ul><li>Executed
  24. 24. M & E </li></ul>19<br />
  25. 25. 20<br />
  26. 26. Product Vision & Role Engagement<br />21<br />A goal to aspire to<br />Can be summarized in a short statement of intent<br />Communicate it to the team<br />Common format:<br />For: (Our Target Customer)<br />Who: (Statement of need)<br />The: (Product/Product name) is a (Product/Product category)<br />That: (Product/Product key benefit, compelling reason to buy and/or use)<br />Unlike: (Primary competitive alternative)<br />Our Product: (Final statement of primary differentiation)<br />Copyright Conscires 2011<br />21<br />
  27. 27. Product Backlog<br />22<br />A living list of requirements captured in the form of User Stories<br />Represents the WHAT of the system<br />Prioritization with respect to business value is essential!<br />Each story has estimated Story Points, which represent relative size, and is determined by those actually doing the work<br />Higher priority items are decomposed and lower priority items are left as larger stories (epics)<br />Copyright Conscires 2011<br />22<br />
  28. 28. Relative Estimation<br />23<br />Humans are better at relative estimates than absolute estimates<br />Many heads are better than one<br />Estimates are made by those who perform the work<br />Estimate size/complexity – Derive duration<br />The goal is to get useful estimates with minimal effort<br />Estimates are not commitments<br />Planning Poker is the common method for estimation<br />Copyright Conscires 2011<br />23<br />
  29. 29. Fruit Salad – Relative estimation<br />24<br />
  30. 30. Relative Estimation<br />25<br />Story Points:<br />Commonly used in Agile estimation<br />No real-world dimensions<br />Compare one story to another<br />Based on effort, complexity, risk<br />Precision is not critical<br />Copyright Conscires 2011<br />25<br />
  31. 31. Scrum Release - Velocity<br />26<br />Total number of story points completed by a team in a Sprint<br />Can be used by the team as a reference during Sprint Planning<br />Used by Product Owner to plan out the releases<br />Copyright Conscires 2011<br />26<br />
  32. 32. Scrum Release Planning<br />27<br />Product Owner, in conjunction with the team, formulates Release Plans by applying the team Velocity to the Product Backlog<br />Release Plans are revisited after every Sprint<br />Two ways to approach<br />Fix scope and determine how many sprints are needed<br />Fix time and determine how much scope can be completed<br />Copyright Conscires 2011<br />27<br />
  33. 33. User Stories<br />28<br />Product requirements formulated as one or more sentences in the everyday or business language of the user<br />As a <user>, I would like <function> so that I get <value><br />Each User Story has an associated Acceptance Criteria that is used to determine if the Story is completed<br />Copyright Conscires 2011<br />28<br />
  34. 34. Sprint Backlog<br />29<br />List of stories, broken down into tasks, that is committed for any particular Sprint<br />Owned and managed by the Team<br />Any team member can add, delete or change the sprint backlog with additional tasks<br />Copyright Conscires 2011<br />29<br />
  35. 35. User Stories<br />30<br />Independent<br />Not overlap in concept and be able to schedule and implement them in any order<br />Negotiable<br />Not an explicit contract for features; rather, details will be co-created by Product Owner and Team<br />Valuable<br />Add business value<br />Estimated<br />Just enough to help the Product Owner rank and schedule the story's implementation<br />Sized Appropriately<br />Need to be small, such as a few person-days<br />Testable<br />A characteristic of good requirements<br />Copyright Conscires 2011<br />30<br />
  36. 36. Task Board<br />31<br />Active visual indicator of flow of work<br />Should be visible to team members at all times<br />Should be kept current<br />Encourages self-organization, and collaboration<br />Copyright Conscires 2011<br />31<br />
  37. 37. DOD - (Definition of Done)<br />32<br />Team creates its own definition of Done in the interest of creating quality software<br />Definition can evolve over sprints<br />Example checklist (not exhaustive):<br />Unit tests pass (ideally automated)<br />Customer Acceptance tests pass<br />User docs written<br />UI design approved by PO<br />Integrated into existing system<br />Regression test/s pass (ideally automated)<br />Deployed on staging server<br />Performance tests pass<br />Copyright Conscires 2011<br />32<br />
  38. 38. Definition of Done<br />33<br />
  39. 39. Sprint Burn-down<br />34<br />Shows daily progress in the Sprint<br />X-axis is the number of days in the Sprint<br />Y-axis is the number of remaining stories<br />Copyright Conscires 2011<br />34<br />
  40. 40. Release Burn-down<br />35<br />Shows progress across Sprints<br />X-axis is the number of Sprints<br />Y-axis is the total number of stories<br />Copyright Conscires 2011<br />35<br />
  41. 41. Daily Standup Meetings<br />36<br />Meetings held in same location, same time, every day<br />Time-boxed at 15 minutes<br />Encourages self-organization, rhythm, and collaboration<br />Not a status meeting<br />Each Team member speaks to:<br />What did I accomplish in the last 24 hours<br />What do I plan to accomplish in the next 24 hours<br />Any impediments getting in the way of my work<br />Copyright Conscires 2011<br />36<br />
  42. 42. Sprint Planning<br />37<br />Sprint Planning meeting held at beginning of each Sprint<br />Time and Resources are fixed in any given Sprint <br />Goal is to have prioritized Sprint Backlog, broken down into tasks, that the Team can commit to<br />During planning, Team commits to scope that can be completed in the Sprint, taking into account the definition of Done<br />Story points may be refined<br />Copyright Conscires 2011<br />37<br />
  43. 43. Sprint Review<br />38<br />Occurs at the end of each Sprint<br />Inspect and Adapt the product (Empiricism)<br />The team meets with the Product Owner (and Stakeholders) to demonstrate the working software from the Sprint<br />This is a hands-on software demo (not a PowerPoint) that usually requires some prep beforehand<br />Copyright Conscires 2011<br />38<br />
  44. 44. Retrospectives<br />39<br />Occurs at the end of each Sprint<br />Inspect and Adapt the process (Empiricism)<br />Team and ScrumMaster meet to reflect on what went well and what can be improved<br />Tone of the meeting is that everyone did their best and now look to how can we improve<br />Retrospectives must conclude with team commitments to action<br />Copyright Conscires 2011<br />39<br />
  45. 45. Scrum Myths<br />40<br />Scrum Myths:<br />No quality/no testing<br />People burnout because of short and frequent delivery cycles (sprints)<br />No culture change is needed<br />Will make a better team<br />Scrum is the only Agile method<br />Solution to all<br />Copyright Conscires 2011<br />40<br />
  46. 46. Class Retrospective<br />41<br />
  47. 47. Scrum Myths<br />42<br />Scrum Myths:<br />A silver bullet<br />Management believes it will solve all problems<br />Easy to implement<br />Cowboy coding<br />No documentation<br />Copyright Conscires 2011<br />42<br />
  48. 48. Scrum Facts<br />43<br /><ul><li>Scrum:
  49. 49. Exposes issues sooner
  50. 50. Increases visibility, leading to faster issue resolution
  51. 51. Facilitates complete feedback & continuous improvements
  52. 52. Allows people to fail and learn from failure
  53. 53. Moves away from the blame culture
  54. 54. Embraces small incremental changes
  55. 55. Simple but not easy</li></ul>Copyright Conscires 2011<br />43<br />
  56. 56. Take Away<br />44<br /><ul><li>Scrum is a lightweight framework with a simple set of rules, built on foundations and values
  57. 57. Scrum enables teams to discover their true potential and deliver quality software that adds business value</li></ul>Copyright Conscires 2011<br />44<br />
  58. 58. Appendix - Roles<br />45<br />Product Owner<br />Thought Leader and Visionary, who drives the Product Vision, maintains the Product Backlog, prioritizes the User Stories, and accepts the Working Software (on behalf of the customer)<br />ScrumMaster<br />Servant Leader, who facilitates the process, supports the Team, removes organizational impediments, and socializes Scrum to Management<br />Team<br />Cross-Functional group of 5-8 Members that is self-organizing and focused on meeting Commitments<br />Copyright Conscires 2011<br />45<br />
  59. 59. Appendix – Artifacts<br />46<br />Product Backlog<br />A living list of requirements captured in the form of User Stories, prioritized according to business value<br />Sprint Backlog<br />List of stories, broken down into tasks, that is committed for any particular Sprint; owned and managed by the Team<br />Taskboard<br />Active visual indicator of flow of work<br />Sprint Burndown Chart<br />Shows daily progress in the Sprint<br />Release Burndown Chart<br />Shows progress across Sprints<br />Copyright Conscires 2011<br />46<br />
  60. 60. Appendix - Ceremonies<br />47<br />Sprint Planning<br />Held at beginning of each Sprint, with the goal to have prioritized Sprint Backlog, broken down into tasks, that the Team can commit to<br />Daily Standup<br />Meetings held in same location, same time, every day, with the goal of ensuring that team members are in synch (not a status meeting)<br />Sprint Review<br />Occurs at the end of each Sprint, with the goal of inspecting and adapting the Product<br />Retrospective<br />Occurs at the end of each Sprint, with the goal of inspecting and adapting the process<br />Copyright Conscires 2011<br />47<br />
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