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About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
About scrum
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About scrum

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Just another presentation about Scrum.

Just another presentation about Scrum.

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  • 1. • Introduction to agile principles• Scrum framework overview• Further (and related) topics
  • 2. - Managing the - A Spiral Model of - Dynamic Systems - XP was gained 1990s1970s 1980s 2000s Development of Software Development “momentum”. Large Software Development and Methodology - Adaptive Software Systems by Dr. Enhancement by (DSDM). Development by Jim Winston W. Royce. Barry Boehm. - Crystal Highsmith. - Evolutionary - The Mythical Man Methodologies by - Agile Manifesto. processes process Month by Fred Alistair Cockburn. introduced by Tom Brooks. - Agile methodologies - First toughts and and practicies Gilb. - PeopleWare by testing on Scrum for growing significantly DeMarco and Lister. SW projects by Jeff in the market. - Scrum roots on the S. And Ken S. NNPDG article by - Origins of Extreme Takeuchi and Programming (XP) Nonaka. from Kent Beck. - RUP Objectory v1.0 - Feature Driven - Capability Maturity Development by Model (CMM) and Peter Coad and Jeff Managing the De Luca. Software Process book by Watts Humphreys.
  • 3. Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a planThat is, while there is value in the items on the right,we value the items on the left more.reference: http://agilemanifesto.org
  • 4. Welcome changing Deliver working Our highest priority is to requirements, even late in software frequently, Business people and satisfy the customer development. Agile from a developers mustthrough early and continuous processes harness change delivery couple of weeks to a couple work for of months, with a together daily throughout of valuable software the customers competitive preference to the shorter the project advantage timescale Build projects around The most efficient and Agile processes promotemotivated individuals. effective method of sustainableGive them the environment conveying information to and Working software is development. and support they need, within a development the primary measure The sponsors, developers,and trust them to get the team is face-to-face of progress and users should be able conversation to maintain a constant pace job done indefinitely Continuous attention to The best architectures, technical Simplicity--the art of requirements, and At regular intervals, the team reflects on how maximizing the amount designs excellence of work not done--is to become more effective, and good design emerge from self- then tunes and adjusts enhances agility essential organizing teams its behavior accordingly reference: http://agilemanifesto.org
  • 5. Far fromagreement Here’s where Requirements Scrum Excels Close toagreement Close to Technology Far from certainty certainty reference: adapted from schwaber, 2003
  • 6. I know all details about End with allwhere I should go (start requirements Plan-Drivenwith plan and all completedrequirements) Inspect and adaptI know what is the End with Vision and $$product/project vision Value-Driven Goals met(start with goals andsome priorityrequirements) reference: adapted from schwaber, 2003
  • 7. Traditional AgileFixed Requirements Resources Schedule Value/Vision Driven Plan-DrivenVariable Resources Schedule Requirements reference: sliger & broderick, 2008
  • 8. “THE PERSON WHO KNEW THATHER SON/DAUGHTER COULDHAVE MARRIED BETTER, ANDWHO INTENDS TO HELP YOU BEGOOD ENOUGH. YOU HAVEJUST INVITED HER TO COMELIVE WITH YOU”– KEN SCHWABER
  • 9. • Co-created by Jeff Sutherland and Ken Schwaber• Inspirations comes from Japanese manufacturing (and the HBR article “The New New Product Development Game“ from Hirotaka Takeuchi and Ikujiro Nonaka, published in 1986) Ken Schwaber and Jeff Sutherland - Scrum Fathers
  • 10. • Grounded in empirical process control theory, employs an iterative, incremental approach to optmize predictability and control risk• Is about – Transparency – Inspection – Adaptation
  • 11. • Scrum teams and associated roles• Time-boxes• Artifacts• Rules
  • 12. • Product Owner• ScrumMaster• Scrum Team Manager Stakeholders... ScrumMaster Product Owner Scrum Team User Customer
  • 13. • Define the features of the product• Decide on release dates and contents• Responsible for the profitability (ROI)• Prioritize features according to market value• Adjust priorities at every Sprint, as needed• Accept or reject work results• Is one person, not a committee “ROI = $$ and I like that! Nice to meet you, Im the PO”
  • 14. • Ensures that the team is fully functional and productive• Enable close cooperation across all roles and functions• Remove barriers• Shield the team from external interferences• Ensure that the process is followed• Review and Sprint Planning meetings “The sheepdog for the team”
  • 15. • Cross functional. Organizes itself and its work• Team members must have all necessary skills to create an increment of work• Everyone chips in, even if that requires learning new skills or remembering old ones• 5 - 9 team members• Has the right to do everything within the boundaries of the project guidelines to reach the Sprint goal Multi-skill ninja team• Demonstrates work results to the Product Owner
  • 16. • Release Planning Meeting• Sprint• Sprint Planning Meeting• Daily Scrum• Sprint Review• Sprint Retrospective
  • 17. 1 Release Planning Meeting 2 Sprint planning meeting 1 3 Sprint planning 5 meeting 2 4 The Sprint Selected 5 Daily Scrum Product Backlog 6 Sprint Review 7 Sprint Retrospective 4 Vision Anticipated ROI,Releases, Milestones 1 New functionality 2 3 is demonstrated at the enf of Sprint Functional and nonfunctional emerging Requirements and prioritized requirements brake down into activities/tasks
  • 18. • Establish a plan and goals that the Scrum Teams and the rest of the organizations can understand and communicate• Release planning requires estimating and prioritizing the Product Backlog for the Release• Release planning is not a commitment to precise details• Release planning is entirely optional. If Scrum Setting the vision and the strategic teams start work without the meeting, the absence plan of its artifacts will become apparent as an impediment that needs to be resolved
  • 19. • A Sprint is an iteration• Time-boxed• All work is done in Sprints• Consisted by the Sprint Planning, development work, Sprint Review and the Sprint Retrospective• Sprints can be cancelled before the Sprint time box is over. Only the Product Owner has the authority to cancel the Sprint It’s time to run!
  • 20. • Is where the Sprint is planned• Splited in two moments: – The PO with the ScrumTeam support selects the Product Backlog items that will compose the Sprint Backlog (needs to consider team velocity, etc. during this selection) – With the Sprint Backlog defined, the team works together to came up with a plan to the Operational plan being defined Sprint that is beginning – Meeting output: Sprint Backlog
  • 21. • The Scrum heartbeat• 15 minutes• 3 questions – What did you do yesterday? – What will you do today? – Are there any impediments in your way?• The Daily Scrum is not a status meeting• The Daily Scrum is an inspection of the progress “Look, our burndown is about to screw up, we need to attack more harder to change that” toward the Sprint Goal that the team was committed for
  • 22. • The team presents to the PO and stakeholders functionality that is done and answer questions.• The Product Owner identifies what has been done and what hasn’t been done• The Team discusses what went well during the Sprint and what problems it ran into, and how it solved these problems “Let me show you that story operating”• The entire group then collaborates about what it has seen and what this means regarding what to do next
  • 23. • Time to review the good and the bads• Inspect how the last Sprint went in regards to people, relationships, process and tools• The meeting is from the team to the team• PO attendance is not obrigatory• ScrumMaster hold this meeting• Team identify the actions to adapt and improve the ongoing process “Definetely we need more automation in our tests, we are wasting a lot of time doing manual qualification...”
  • 24. • Product Backlog• Sprint Backlog• Release Burndown• Sprint Burndow
  • 25. • The PO “wish list”• Items prioritized by the business importance/value• The PO is the owner• As long as a product exists, the Product Backlog also exists img source: http://epf.eclipse.org/wikis/scrum/
  • 26. user stories Sprint themes Release PriorityNext Release epics
  • 27. • Details the work, or tasks, that the team defines to turning the Product Backlog it selected for that Sprint into an increment of potentially shippable product functionality img source: http://epf.eclipse.org/wikis/scrum/
  • 28. • Shows the Release progress• How much selected Product Backlog was “burned”• Updated at the end of each Sprint• Normally the unit measure is Story Points (not a rule) against Sprints img source: http://epf.eclipse.org/wikis/scrum/
  • 29. • Shows the Sprint progress• How much the team already “burned” in that Sprint• Primary tool for the Daily Scrum meetings (with task boards or Sprint activities list)• Normally the unit measure is img source: http://epf.eclipse.org/wikis/scrum/ Hours against time (daily basis)
  • 30. • Scrum requires teams to build an increment of product functionality every Sprint• This increment must be potentially shippable, for Product Owner may choose to immediately implement the functionality• The detailed definition of Done should be agreed between the ScrumTeam and the PO
  • 31. • Plannig Poker• User Stories and Story Points• Technical Debt• Team Velocity• Complex Adaptive Systems• Lean manufacturing• Constraints Theory• Kanban
  • 32. • www.scrum.org • Books• www.scrumalliance.org

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