The Party

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  • Give all participants a bunch of postits
  • This exercise follows a project from initiation to actual delivery in form of a party
  • The idea of this exercise is that when we’re given this question, we all have a mental image of what a dinner is. And the same goes for a software project. You cannot say what a dinner requires without knowing what we mean
  • Here is the discussion plate. When people show their answers, they should consider what type of dinner they thought about
  • This is what happens when you have different views of a concept
  • We can have many who gives input but we cannot make everything a collective decision. You need someone to decide when this is necessary
  • The Product Owner, “Ed”, is played by the exercise host
  • The idea of this exercise is that you still don’t know what type of dinner we’re having, so how can I estimate
  • So, to be able to just start estimating you need a project objective
  • Not using the actual templates, but to give you an idea
  • Again, it’s impossible to estimate!
  • Project size cannot be given even when you know approximately what you want, since it depends on the situation when it occurs
  • The idea of this exercise is to visualize how much easier it is to give a relative estimate
  • The idea of this exercise is that you still don’t know what you have. Do we need to buy food? What is the kids amused by? By brainstorming about this we learn what we need and the product owner can say what we need
  • The idea of this exercise is that we cannot specify size of something we know too little about. The smaller and the better defined something is, the easier it is to estimate
  • The idea of this exercise is that we should avoid estimating other people’s tasks. You often estimate how long it would take for you, but do you know how much time it will take for someone else?
  • Planning poker is a way to include the whole team in the estimation and get estimates which takes into consideration that different persons can carry out a task
  • The idea of this exercise is to test planning poker. Estimate as many items it takes before everyone gets it
  • The idea of this exercise is to realize that different people sets different estimates but also that size affects priority. If getting the WII game takes a 1, it is an easy win.
  • The idea of this exercise is to think about how you do when you start working on a project
  • The idea of this exercise is to start thinking about realistic expectations
  • This is an exercise in creating tasks during a sprint planning meeting. Give the group a time boxed time and stop them when the time is up.
  • The idea of this exercise is to realize that we must get together before we can start working
  • The first daily standup is often a part of the sprint planning meeting
  • This is the background so you know what people are doing on day 1 and to see how things might look.
  • This is also an example of a daily standup. This is needed for the next exercise
  • The idea of this exercise is to get participants thinking about how they in these situations handle delays
  • The idea of this exercise is to get participants thinking about how they in these situations handle defects or changes in requirements
  • This slide is about realizing that changes and bugs are no different in software development
  • The idea of this exercise is to get people to understand that they to be able to plan for the next week need to know what has been accomplished. If people has gone shopping, it can be a good thing to see what they’ve got.
  • The idea of this exercise is to continue working on expectations and re priorities
  • What would the effect of excluding the WII game. Remember the project objective!
  • The Party

    1. 1. The Dinner<br />A game for introducing scrum<br />
    2. 2. Objectives<br />Present scrum artifacts<br />Discuss practices<br />
    3. 3. The set<br />Party<br />Initiation<br />
    4. 4. Before we can start working<br />
    5. 5. A dinner, that means…<br />All:<br />Write down the three things that are needed for a successful dinner<br />
    6. 6. What is a dinner?<br />Type<br />A birthday party (child, adult)<br />Wedding dinner<br />Special occasion dinner<br />Family dinner<br />Dinner for friends<br />Other questions<br />How many participants<br />What needs to be fixed/ what do we have<br />
    7. 7.
    8. 8. Can we all decide?<br />What is most important is an individual priority.<br />When (which is often) we cannot come to a common decision, someone needs to decide.<br />
    9. 9. The Product Owner<br />A single, wringable neck<br />Makes the priority list<br />Makes sure that all items to be prioritized are included on the list of things needed to do<br />Decides WHAT, but not HOW<br />
    10. 10. We’re having a dinner<br />Ed says:<br />I’ve decided that we’re giving a dinner<br />How much time will it take for you to fix that?<br />All:<br />Write down an estimate of how much time you think it takes<br />
    11. 11. Project Objective<br />Not actually a scrum artifact<br />Needed to make sure that everyone knows what the objective is<br />Even a common term as “party” means very different things to different people<br />
    12. 12. How to write a Project Objective<br />Commander’s intent<br />If we’ve done nothing else during the project, we’ve at least done [Objective]<br />Moore’s Product vision template<br />For (target customer) <br />Who (statement of the need or opportunity) <br />The (product name) is a (product category) <br />That (key benefit, compelling reason to buy) <br />Unlike (primary competitive alternative) <br />Our product (statement of primary differentiation) <br />
    13. 13. The dinner objective<br />The objective is to on next Friday host a family dinner for eight at Ed’s place.<br />There will be two kids (ages 5 and 6), who need to have a dinner and to entertain themselves afterwards<br />
    14. 14. The estimate of project size<br />Ed says:<br />Ok, how long will it take you to be done?<br />All<br />Write down how long it will take to make all the preperations<br />
    15. 15. Estimate project size<br />Impossible to give these estimates<br />How many will work on the project<br />Who will work on the project<br />What do we have at home<br />What do we want on this party<br />How much other stuff will be done<br />…<br />
    16. 16. The Team<br />All people who will perform work which leads to completing the items on the product backlog<br />Is responsible for the estimations<br />
    17. 17. Giving a relative answer<br />Ed says:<br />Ok, is it harder than the wedding we organized?<br />OK, is it harder than the lunch we had for the next door neighbors last week?<br />All:<br />Write down the relative difficulty of<br /> this party, <br />a wedding and <br />a dinner for four people<br />
    18. 18. Story point<br />Presenting a relative estimate results in a more accurate answer<br />Better as things, teams and people change<br />Still gives an idea of size<br />Template<br />version of Fibonacci sequence<br />
    19. 19. Estimating using story points<br />Use a Golden list (one achieved item per number)<br />0, 1/2, 1, 2, 3, 5, 8, 13, 20, 40, 100.<br />Compare all items to the golden list and give the number of the golden list item which best matches the new item<br />
    20. 20. Golden list<br />Not a scrum artifact<br />A list of example product backlog which all can relate to<br />One example per number which can be used for estimation<br />During estimation, all new items are compared to items on golden list<br />
    21. 21. A todo-list<br />All:<br />Write down all the things you would need for the party<br />
    22. 22. The Product Backlog<br />To meet an objective, you need a list of smaller objectives needed to be met<br />All these steps are part of the product backlog<br />But to make it work, we need to know size and priority<br />
    23. 23. The product backlog estimation<br />All:<br />Estimate relative size of Product backlog items<br />Food<br />Drinks<br />Entertainment for kids<br />Cleaning<br />Getting ready on the event<br />
    24. 24. Ok, back to estimates<br />You sometimes need to be very specific to make an estimate<br />How estimate “Food”?<br />
    25. 25. Do you know enough to make an estimate?<br />All:<br />Estimate how long it will take for the person to your right to prepare a dinner table for this party<br />
    26. 26. Planning poker<br />Not a scrum artifact<br />Method for estimating<br />All shows estimate<br />Lowest estimate debates highest<br />Steps 1-2 are repeated until all can agree on an estimate<br />
    27. 27. The product backlog estimationtake 2<br />Use Planning poker to estimate:<br />Buy all ingredients for three course dinner<br />Buy wine, beer, mineral water, soft drinks<br />Clean bathroom, living room & kitchen<br />Buy new Nintendo Wii game<br />Buy new clothes to Ed<br />Getting clothed before dinner<br />Prepare welcome drinks<br />Prepare dinner table<br />Prepare dinner<br />
    28. 28. But what is important on the todo-list?<br />All:<br />Prioritize the different items on the list <br />If you take the perspective of the kids; does your priority look different?<br />How much does the size affect the priority?<br />Exercise<br />
    29. 29. Product planning meeting<br />Identifying product backlog items<br />Estimating items<br />Giving input on priority/ get priority from product owner<br />
    30. 30. A quick summery, Part 1<br />
    31. 31. Artifacts from product planning<br />All: Write down your definition of<br />Product Owner<br />Project objective<br />Product Backlog<br />Product Backlog item<br />Estimations<br />Planning poker<br />Story point<br />Product Planning meeting<br />Team<br />Exercise<br />
    32. 32. So, how do we Get moving?<br />
    33. 33. What next?<br />All: It’s two weeks to the party. You are five persons, what do you do next?<br />Exercise<br />
    34. 34. How does scrum do it?<br />Divide the time to final delivery into smaller projects<br />For example One week at the time<br />Plan these smaller projects when they start<br />When a new week start, you plan what to do during that week<br />
    35. 35. The sprint<br />A time boxed period<br />Starts with a sprint planning meeting<br />End with working functionality<br />
    36. 36. The sprint planning meeting<br />Dividing highest prioritized items into tasks<br />Commitment to which product backlog items are to be completed<br />
    37. 37. The product backlog<br />All: Given that we think that we can achieve 40 story points per week, which items should we plan that we can do week 1?<br />Buy all ingredients for three course dinner & soft drinks & mineral water , 20 story points<br />Buy new kitchenware, 8 story points<br />Buy wine & beer , 8 story points<br />Clean bathroom, living room & kitchen , 13 story points<br />Prepare dinner , 8 story points<br />Getting dressed before dinner , 3 story points<br />Prepare dinner table , 3 story points<br />Prepare welcome drinks , 1 story points<br />Buy new Nintendo Wii game , 8 story points<br />Buy new clothes to Ed , 8 story points<br />
    38. 38. The product backlog<br />Buy all ingredients for three course dinner & soft drinks & mineral water , 20 story points<br />Buy new kitchenware, 8 story points<br />Buy wine & beer , 8 story points<br />Clean bathroom, living room & kitchen , 13 story points<br />Prepare dinner , 8 story points<br />Getting dressed before dinner , 3 story points<br />Prepare dinner table , 3 story points<br />Prepare welcome drinks , 1 story points<br />Buy new Nintendo Wii game , 8 story points<br />Buy new clothes to Ed , 8 story points<br />
    39. 39. Dividing into tasks<br />All:<br />Divide the following items into tasks<br />Buy all ingredients for three course dinner & soft drinks & mineral water , 20 story points<br />Buy new kitchenware, 8 story points<br />Buy wine & beer , 8 story points<br />
    40. 40. Example of tasks<br />Ingredients<br />Drive to store<br />Food<br />Drinks<br />Complete purchase<br />Drive home<br />Kitchenware<br />Drive to store<br />Barbeque<br />Plates<br />Complete purchase<br />Drive home<br />Wine & Beer<br />Drive to store<br />Beer<br />Wine<br />Complete purchase<br />Drive home<br />
    41. 41. Estimating tasks<br />Tasks are estimated near when they are to be performed<br />Tasks are so small and specific that they can be estimated in hours<br />Planning poker can be used, but instead of story points, hours is the metric used<br />
    42. 42. Estimate tasks<br />Ingredients<br />Drive to store<br />Food<br />Drinks<br />Complete purchase<br />Drive home<br />Kitchenware<br />Drive to store<br />Barbeque<br />Plates<br />Complete purchase<br />Drive home<br />Wine & Beer<br />Drive to store<br />Beer<br />Wine<br />Complete purchase<br />Drive home<br />All: Use planning poker to estimate the different tasks<br />
    43. 43. Example of estimations<br />Ingredients<br />Drive to store 3<br />Food 3<br />Drinks 0,5<br />Complete purchase 1<br />Drive home 3<br />Kitchenware<br />Drive to store 2<br />Barbeque 0,5<br />Plates 0,5<br />Complete purchase 0,5<br />Drive home 2<br />Wine & Beer<br />Drive to store 2<br />Beer 0,5<br />Wine 1<br />Complete purchase 0,5<br />Drive home 2<br />Three people, 1 hour drive<br />
    44. 44. Sprint backlog<br />Tasks and product backlog items which the team commits to during the sprint planning meeting<br />
    45. 45. The first day of the project<br />All:<br />What happens now?<br />What do you do?<br />
    46. 46. Daily standup<br />All working days include this meeting<br />All tell what they did the day before, what they will do today and if there are any impediments<br />All team members pull tasks from the board<br />
    47. 47. Daily meeting, Day 1<br />Drive to store 3 – Bob, Ed, Clara<br />Food 3 – Bob & Clara<br />Drinks 0,5 - Ed<br />Complete purchase 1, Bob, Ed, Clara<br />Drive home 3 - Bob, Ed, Clara<br />
    48. 48. Daily meeting, Day 2<br />Clara<br />Yesterday, went to store, got the food, drove back. Today: another project<br />Bob<br />Yesterday, went to store, got the food, drove back. Today: another project<br />Ed<br />Yesterday, went to store, got the drinks, drove back. Today: fix the soft drinks since he forgot them<br />
    49. 49. We’re running behind<br />All:<br />Think about ways to handle the delays<br />
    50. 50. Ed is not happy with the chicken<br />It is the third day of the project and Ed decides that he doesn’t want the bought chicken. He want some steak and he thought he clarified this with the team. He goes to Bob and ask him to fetch that.<br />All:<br />Think about how Bob should handle this<br />
    51. 51. Changes will occur<br />People change their minds<br />New ideas arrive<br />Mistakes and errors are made<br />We cannot count on a plan<br />Being agile is about handling changes<br />
    52. 52. Changes in priorities<br />A product owner can change the priorities<br />Changes in priority is not done during sprint but before a sprint planning meeting is completed, the priorities may change<br />
    53. 53. The scrum master<br />The scrum master protects the team from outside disturbances<br />If a problem rises during the sprint, the product owner communicates with the scrum master<br />
    54. 54. Handling of delays<br />The delay is discussed during the following Daily Standup<br />The team discusses if the delay can be handled and sprint objectives can be met anyway, otherwise the breaking of the sprint or cutting of sprint backlog is decided by product owner<br />
    55. 55. Handling of changes in priority<br />Ed brings the issue to Clara, who is the scrum master.<br />She thinks the change is so big that this risks the sprint objective. She asks if Ed wishes to cut the sprint and re plan or if the chicken can be prioritized for the upcoming sprint<br />
    56. 56. End of first week<br />All:<br />What do you/we need to be able to plan next week?<br />
    57. 57. Sprint review<br />Ends a sprint<br />The team shows stakeholders what has been accomplished during the sprint<br />No PowerPoint, just working functionality<br />
    58. 58. Sprint retrospect<br />Not a scrum artifact<br />The team discusses the previous sprint, <br />What has improved<br />What should remain<br />Effect of previous changes<br />
    59. 59. Planning meeting for week 2<br />All: What do you think can be accomplished during the upcoming week?<br />Buy all ingredients for three course dinner & soft drinks & mineral water , 20 story points, DONE<br />Buy new kitchenware, 8 story points, DONE<br />Buy wine & beer , 8 story points, DONE<br />Clean bathroom, living room & kitchen , 13 story points<br />Prepare dinner , 8 story points<br />Getting dressed before dinner , 3 story points<br />Prepare dinner table , 3 story points<br />Prepare welcome drinks , 1 story points<br />Buy new Nintendo Wii game , 8 story points<br />Buy chicken, 2 story points<br />Buy new clothes to Ed , 8 story points<br />
    60. 60. Planning meeting for week 2<br />Buy all ingredients for three course dinner & soft drinks & mineral water , 20 story points, DONE<br />Buy new kitchenware, 8 story points, DONE<br />Buy wine & beer , 8 story points, DONE<br />Clean bathroom, living room & kitchen , 13 story points<br />Prepare dinner , 8 story points<br />Getting dressed before dinner , 3 story points<br />Prepare dinner table , 3 story points<br />Prepare welcome drinks , 1 story points<br />Buy new Nintendo Wii game , 8 story points<br />Buy chicken, 2 story points<br />Buy new clothes to Ed , 8 story points<br />Pretty safe<br />Perhaps<br />Probably not<br />
    61. 61. Velocity<br />The estimated speed<br />Approximate Story points per sprint<br />What we can count on, what we can hope for and what is out of the question<br />
    62. 62. The product owner before the sprint planning meeting<br />Buy all ingredients for three course dinner & soft drinks & mineral water , 20 story points, DONE<br />Buy new kitchenware, 8 story points, DONE<br />Buy wine & beer , 8 story points, DONE<br />Clean bathroom, living room & kitchen , 13 story points<br />Prepare dinner , 8 story points<br />Getting dressed before dinner , 3 story points<br />Prepare dinner table , 3 story points<br />Prepare welcome drinks , 1 story points<br />Buy new Nintendo Wii game , 8 story points<br />Buy chicken, 2 story points<br />Buy new clothes to Ed , 8 story points<br />Place effort on making priorities in yellow area and see that nothing red is important<br />The WII game is at the bottom of the yellow sector – high risk that it won’t be done<br />
    63. 63. Ed thinks before the last week<br />Ed realizes that the kids won’t be happy if there is no game available, so he places this on top<br />Ed understands that he can stop wishing for a new outfit and he won’t get that chicken dinner<br />And the week’s planning can start<br />
    64. 64. Artifacts from the sprint<br />All: Write down your definition of<br />Sprint<br />Sprint planning meeting<br />Sprint review<br />Sprint retrospective<br />Change of priorities<br />Scrum master<br />Velocity<br />Exercise<br />
    65. 65. Questions<br />

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