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Online class   intro to agile & scrum - final
 

Online class intro to agile & scrum - final

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    Online class   intro to agile & scrum - final Online class intro to agile & scrum - final Presentation Transcript

    • Copyright Conscires 2011
      1
      Intro to Agile & Scrum
      Presenter:
      BachanAnand
      T: @bachananand
      E: bachan.anand@conscires.com
    • Agenda
      2
      Intro to Agile & Scrum
      Scrum Framework
      Scrum Roles
      Planning & Estimation
      Team Engagement
      Q&A - Class feedback
      Copyright Conscires 2011
      2
    • 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
    • Class Agenda - Taskboard
      4
    • 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
    • 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
    • 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
    • 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
    • Scrum Framework
      9
      Copyright Conscires 2011
      9
    • Scrum and Waterfall Differences
      10
      Copyright Conscires 2011
      10
    • 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
    • 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
    • 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
    • Scrum Roles Details – Scrum Team
      14
      Cross-Functional
      5-8 Members
      Self-Organizing
      Focused on meeting Commitments
      Copyright Conscires 2011
      14
    • Roles Relationship
      15
      Copyright Conscires 2011
      15
    • 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
    • Scrum roles vrs tradition roles
      17
    • 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
    • Pre-Scrum Planning
      19
      Pre-Portfolio
      Active Portfolio
      Post-Portfolio
      Reject
      Success or
      Failure
      Copyright Conscires 2011
      Projects
      • Being formulated
      • Evaluated
      • Pending approval
      Projects
      • Approved
      • Pending Kick-off
      • Executing
      Projects
      • Executed
      • M & E
      19
    • 20
    • 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
    • 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
    • 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
    • Fruit Salad – Relative estimation
      24
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • Definition of Done
      33
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • Class Retrospective
      41
    • 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
    • Scrum Facts
      43
      • Scrum:
      • Exposes issues sooner
      • Increases visibility, leading to faster issue resolution
      • Facilitates complete feedback & continuous improvements
      • Allows people to fail and learn from failure
      • Moves away from the blame culture
      • Embraces small incremental changes
      • Simple but not easy
      Copyright Conscires 2011
      43
    • Take Away
      44
      • Scrum is a lightweight framework with a simple set of rules, built on foundations and values
      • Scrum enables teams to discover their true potential and deliver quality software that adds business value
      Copyright Conscires 2011
      44
    • 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
    • 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
    • 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