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A simple presentation to understand what is Agile and how to quickly start with Scrum

A simple presentation to understand what is Agile and how to quickly start with Scrum

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Getting started with Scrum Presentation Transcript

  • 1. Hello, Im Tom and Ill guideyou through this presentation.Getting started with Scrum
  • 2. 1 2 3 4 5 6Agile ManifestoAgile MethodologiesScrum frameworkGetting startedScrum MasterReportingLot of things to see.Lets move on !7Conclusion
  • 3. Agile Manifesto
  • 4. Source Standish GroupHere are the success rates of ITprojects in 2009.Succeeded38%Failed33%Stopped29%
  • 5. Source Standish GroupThese rates are still better thanin 1994.Succeeded16%Failed52%Stopped31%
  • 6. Source Standish Group1. Lack of Change Management2. Poor Communications3. Inadequate Resources4. Poorly Defined Requirements5. Inaccurate Estimates6. Poor Risk Management7. Poorly Defined Deliverables8. Over Optimism9. No Time for Project Management10. Technical IncompetenceWhy do projects fail ?
  • 7. Value OverTeamSoftwareCollaborationChangeHere comes the AgileManifesto.Individuals and interactionsWorking softwareCustomer collaborationResponding to changeProcesses and toolsComprehensivedocumentationContract negociationFollowing a plan
  • 8. Agile Methodologies
  • 9. An Agile methodology is a setof practices using Agileprinciples as core values.
  • 10. 1. Customer satisfaction by rapid delivery of useful software2. Welcome changing requirements, even late in development3. Working software is delivered frequently (weeks rather than months)4. Working software is the principal measure of progress5. Sustainable development, able to maintain a constant pace6. Close, daily cooperation between business people and developers7. Face-to-face conversation is the best form of communication (co-location)8. Projects are built around motivated individuals, who should be trusted9. Continuous attention to technical excellence and good design10. Simplicity—the art of maximizing the amount of work not done—is essential11. Self-organizing teams12. Regular adaptation to changing circumstances
  • 11. XP, RAD, Scrum & Kanban are someAgile methodologies or Agileimprovement methods.
  • 12. RequirementSpecificationDesignImplementationUnit TestingValidationUser testingTimelineLets have a look on theV-Model.
  • 13. What is not Agile with thismodel ?
  • 14. RequirementSpecificationDesignImplementationUnit TestingValidationUser testingTimeline50% = still no working softwareTunnel effectrequirementscant changeCustomer is involved onlyat beginning & end
  • 15. ValueTimeline50% = 50% achievedCustomerCustomerCustomerCustomerCustomerCustomerCustomerCustomerCustomer CustomerMost of Agilemethodologies areiterative.
  • 16. Most of Agile methodologiesshare some best practices.
  • 17. Continous integrationSerious GamesPair programmingTest driven developmentUnit testingRefactoringAfter 8 no collaborateInnovation Games....
  • 18. Do AgileBe Agile
  • 19. Scrum framework
  • 20. Scrum defines some roles foreach participating member.
  • 21. Hello ! Im Lucy. Im theProduct Owner (PO). Imresponsible for the businessvalue of the project.
  • 22. Hello ! Im James. Im theScrum Master (SM). I ensuresthat the team is functionaland productive.
  • 23. Hello ! We are the TEAM.We are self-organized toget the work done.ArchitectTesterFont enddevelopperBack enddevelopperDesignerInfrastructure
  • 24. To be efficient, the TEAM should not be composed withmore than 8 members. To use Scrum in large projects,you can have a look at Scrum Of Scrums.
  • 25. Scrum also defines artefacts.
  • 26. Product backlog Sprint backlogSprint Product increment
  • 27. Finally, Scrum definesceremonies.
  • 28. Backlog grooming Sprint planningDaily ScrumSprint reviewSprint retrospective
  • 29. Scrum has its own set ofvalues.CommitmentTransparencyRespect Courage
  • 30. And thats it. This is Scrum !
  • 31. Getting started
  • 32. First thing to do is to definethe vision of what we aregoing to do.Who will use theproduct ?What are the goals?
  • 33. The PO can use the Product Canvas tool to define andillustrate the vision. Innovation games can also be veryuseful.
  • 34. Then, the PO build theProduct Backlog withstakeholders. Backlog groomingNOYES
  • 35. Product Backlog has to beprioritized by PO andstakeholders. Backlog grooming$$$$$$
  • 36. Innovation games such as Buy a Feature or 20/20vision can help the PO to create and prioritize thebacklog with stakeholders.
  • 37. Representing features with Epic & User Stories is a goodpractice of Agile Methodologies.
  • 38. Before each sprint, POpresents backlog.Sprint planning
  • 39. Then the teamestimates the backlog.Sprint planning
  • 40. Sprint planningDepending on its velocity,the team constitutes theSprint Backlog.
  • 41. The TEAM velocity will be known after few sprints.Using Poker Planning can help the team defines itsvelocity.
  • 42. To constitute the Sprint Backlog, small features withstrong value are prioritized as they fastly create businessvalue for stakeholders.
  • 43. The Sprint Backlog is an ENGAGEMENT from theTEAM to the PO.
  • 44. Sprint can starts. Theteam is selforganized. Daily ScrumTodo Doing Done
  • 45. DoD : Definition of DoneIt is mandatory for the TEAM to know when they cansay a task is done.
  • 46. During the Daily Scrum (15 minutes), SM asks 3questions to each member of the TEAM : "What haveyou done yesterday ?", "What are you going to do ?" &"Are you stuck ?"
  • 47. At the end of the sprint,the TEAM shipped aproduct increment Daily Scrum
  • 48. Sprint should long from 1 week to 4 weeks. Few tries arenecessary to find the best duration for the TEAM.
  • 49. The TEAM shows toPO the result of theSprint. Sprint review
  • 50. If the PO does not want to accept a feature, it can refuseand put it back in the backlog. Justification ismandatory.
  • 51. SM organizes theretrospective to identify howto work even better. Sprint retrospective+ _?
  • 52. Thats it ! Restart the processat Sprint Grooming step andloop forever.
  • 53. Scrum Master
  • 54. Maybe you are wondering whatis the role of the Scrum Master ?
  • 55. SHU守HA破RI離SM sets up the process, helpsthe team get to a sustainablepace with known velocity anduses the Retrospective tointroduce change thatimproves velocity.SM has a team that getssoftware done at the end ofthe sprint and has a goodproduct owner with readybacklog at the beginning of asprint. The team is positionedto work on hyperproductivity,the design goal of Scrum.SM is needed but dont have todo much.
  • 56. ValueQualitySpeedQuickly buildrobust anduseless featuresBuild robust and useful features thatare not needed anymoreBuild usefulfeatures "quick &dirty"
  • 57. Reporting
  • 58. Sprint burndown allows thefollow the sprint activity.FeaturesTimelineSprint durationSprintbacklogPerfect lineReal team lineSomething is wrong : adapt sprintduration or velocity
  • 59. Burndown can be extendedto the whole project.FeaturesTimelineInitial project durationProductbacklogPerfect lineReal team line : 2 more sprintsthat originally planned areneeded.Something is wrong inthe projectSprints
  • 60. Burnup charts shows thebusiness value of the project.ValueTimelineProductbacklogPerfect lineSprintsSomething is wrong :review prioritization andsprint planning.Real time line
  • 61. Conclusion
  • 62. Ok Im Done ! Thanks forattention. And remember...
  • 63. Vision without execution ishallucination Thomas Edison
  • 64. Any questions ?
  • 65. The end