Online class intro to agile & scrum - final

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