Agile Project Management using SCRUM
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Agile Project Management using SCRUM






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Agile Project Management using SCRUM Agile Project Management using SCRUM Presentation Transcript

  • Agile Project Managementusing SCRUM – Part 1 Bubu Tripathy, PMP
  • Product Backlog product backlog is the heart of Scrum prioritized list of requirements, or stories or features  described using the customer’s terminology Stories include the following fields:  ID  Name  Importance  Initial estimate (in story point = ideal man-days)  How to demo  Notes
  • Sprint Planning Sprint Planning Prerequisites  The product backlog should exist!  There should be one product backlog and one product owner (per product).  All important items should have importance ratings assigned to them.  it is OK if lower importance items all have the same value  Stories for the next sprint should have a unique importance level.  The product owner should understand each story.  Only product owner can assign an importance level.
  • Sprint Planning contd. Sprint Planning is a critical meeting. Purpose  give the team enough information  give the product owner enough confidence Output  Sprint goal  Team members  Sprint backlog  Sprint demo date  Time and place for daily scrum
  • Sprint Planning contd. Keep in mind:  The product owner has to attend the sprint planning meeting.  Each story has: scope, estimate, importance  Start with most important stories.  Direct collaboration is fundamental to scrum.  Time-box the sprint planning meeting  Have a sprint planning agenda.
  • Typical Sprint Planning Schedule Sprint planning meeting: 13:00 – 17:00 (10 minute break each hour)  13:00 – 13:30. Product owner goes through sprint goal and summarizes product backlog. Demo place, date and time is set.  13:30 – 15:00. Team time-estimates, and breaks down items as necessary. Product owner updates importance ratings as necessary. Items are clarified. “How to demo” is filled in for all high-importance items.  15:00 – 16:00. Team selects stories to be included in sprint. Do velocity calculations as a reality check.  16:00 – 17:00. Select time and place for daily scrum (if different from last sprint). Further breakdown of stories into tasks.
  • Sprint Planning Outputs Sprint demo date Sprint length  short sprints are good.  long sprints are good, too.  product owners like short sprints and developers like long sprints.  sprint length is a compromise.  3 week is ideal.  experiment with sprint length, initially.  Once decided, stick to the sprint length.
  • Sprint Planning Outputs Define the Sprint Goal  It’s hard to come up with one!  Why are we doing this sprint?  It should be in business terms, not technical terms  Each sprint must have a new goal.  Publish the sprint goal (s).
  • Sprint Planning Outputs Create the sprint backlog  A sub-set of the product backlog
  • How can product owner affect whichstories make it to the sprint?
  • How does the team decide which storiesto include in the sprint? Gut feel Velocity Calculation  Decide estimated velocity.  Calculate how many stories you can add without exceeding estimated velocity.
  • How to estimate velocity ? Yesterday’s weather  Look at the team’s history.  Only feasible for experienced teams  Future sprints are similar to past sprints Resource Calculation  Calculate the ‘Available Man-Days’ for current sprint.  Calculate last sprint’s ‘Focus Factor’  Derive current sprint’s estimated velocity
  • How to estimate velocity ?
  • Using Index Cards Index cards are superior to excel-based backlogs  People stand-up and walk around. (stay awake!)  Everybody feels more involved.  Multiple stories can be edited simultaneously.  Easy Reprioritizing - just move the index cards around.
  • Definition of “Done” (DoD) Product owner and team must agree on DoD.  Usually ready to deploy to production  Many teams have a checklist of DoD criteria.  It can be as simple as a story marked as “Validated” by a tester.  Each type of story may have different DoD criteria.  Use common sense.  Extreme scenario – DoD field for each story.
  • Time Estimation using Planning Poker Estimation is a team activity. Every member is involved in estimating each story. ‘Planning Poker’ is an estimation technique (coined by Mike Cohn)  Each team member gets a deck of 13 cards.  The number sequence on the card is non-linear.  This is to avoid a false sense of accuracy for large time estimates.  each team member selects a card that represents his time estimate (in story points).  All team members reveal the estimates simultaneously.  Each team member is forced to think for himself.  The team discusses the discrepancies.
  • Clarifying Stories Make sure that all the fields are filled in for each story. Clearly Understand the scope of the story.  Example – “Add User” story. List down the individual activities for a story. The “How to Demo” field must be filled for each story. The worst thing is when the product owner says ““That’s not what I asked for!” during the sprint demo.
  • Breaking down stories Strive for stories weighted 2 - 8 man-days. Make sure that the smaller stories still represent deliverables with business value. Stories are deliverables that the product owner cares about. Tasks are work that the scrum team needs to do. Product owner does not care about Tasks. Breaking stories into tasks  Reveals additional work.  Makes daily standup more efficient.