Introduction to Agile Practices

scrummaster responding change time-box prioritize acceptance burn-down user stories roles servant leader team inspect collaboration planning adoption high value shippable sprint self-organizing Agile Software product owner story points quality working software Development adapt done incremental xp impediments iterative daily stand-up interactions commitment manifesto scrum backlog estimating retrospective velocity release design review testing

rusty

stressed

WTF? stressed

Name: Rusty’s Project Date: 2/7/2008 COD: Methodology

Name: Rusty’s Project Date: 2/7/2008 COD: Methodology monster.com

35% projects completed on-time, within budget, or delivered on speciﬁcation The Standish Group, 2006 Chaos Report

31% projects cancelled The Standish Group, 2006 Chaos Report

59¢ software value on the dollar The Standish Group, 2006 Chaos Report

64% features rarely or ever used The Standish Group, 2006 Chaos Report

opme acklog manifesto design testing

individuals interactions and processes and tools

working software comprehensive documentation

customer collaboration contract negotiation

responding change to following plan a

Ag uality incremental iterative commitment

iterative development Target  System  Project  Check the Fit  Itera1on 0  Itera1on 1  Itera1on 2  Itera1on 3  Itera1on n  Incep1on  Establish Business  Discovery  Set up Project  Incremental delivery in /me‐boxed 2 week itera/ons  Rela/onship  Assessment  Infrastructure 

incremental delivery Itera1on  2 Weeks  Product  Itera1on  Product  Backlog  Backlog  Increment 

view lease spective timating backlog des man test

product backlog

current iteration current release future releases

scrumma prioritize user stories servant leader boration

conversation card confirmation

card As a freq Iw uent ant t flyer o re trip book ! so t a pa hat time I sa st! book ve! ing t rips. !

I WANT THE TOAST TO POP UP WHEN IT’S DONE

THAT’S REALLY EXPENSIVE. THE POPPING PART IS EASY —THAT’S JUST A SPRING. BUT KNOWING WHEN THE TOAST IS DONE REQUIRES AN OPTICAL SENSOR—NEW TECHNOLOGY.

BUT WHAT ABOUT ALL THOSE OTHER TOASTERS OUT THERE?

OH, THEY USE A TIMER. THEY DON’T REALLY KNOW WHEN THE TOAST IS DONE. IT’S A KLUDGE.

OUR CUSTOMERS DON’T WANT A SUPER-TOASTER. THEY JUST WANT A REGULAR TOASTER, WITH A TIMER, LIKE EVERYONE ELSE.

OH, WELL THAT WON’T BE EXPENSIVE AT ALL. COOL. YEAH, COOL!

change rioritize acceptance er stories ervant leader team ation plannin high va g

confirmation n s ca lyer ent f ! requ tript flyer! nly f past uen ast! O am all kro p k freq 1.  oo o rebs a ebon f save! io A toler t t I ec ant s stha ips.! past wlow io ! I Al p ts p oking mr tch ta 2.  it r ptr as e rbomust dates! m tiw t ip for e t 3.  N p, excep tri

acceptance chan team er planning n high value

Product A Product B Product C Release 1.0 Release 2.0 Release 3.0 Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Task 1  Task 2  Task 3  Task 4  Task 5  4 hours  6 hours  2 hours  8 hours  2 hours 

Dev and-up ctions release locity review

SIZE CALCULATION DURATION VELOCITY = 10 20 ITERATIONS 200 UNITS

Effort  Complexity  Complexity  Effort  Doubt  Story 1 Doubt  Effort  Complexity  Story 3 Doubt  Story 2

M Effort  Complexity  XL Complexity  Effort  Doubt  Story 1 Doubt  M Effort  Complexi Story 3 ty  Dou bt  Story 2

5 Effort  Complexity  10 Complexity  Effort  Doubt  Story 1 Doubt  5 Effort  Complexi Story 3 ty  Dou bt  Story 2

Impediments` daily stand- e interactio t velocity

40  35  Mean (Last 8) = 33 30  Mean (Worst 3) = 28 25  20  15  10  5  0  Itera/on  Itera/on  Itera/on  Itera/on  Itera/on  Itera/on  Itera/on  Itera/on  Itera/on  1  2  3  4  5  6  7  8  9 

At our slowest velocity we’ll finish here (3X28) At our average velocity we’ll finish here (3X33)

Will Have The line of hope (3X28) Might Have The line of despair (3X33) Won’t Have

Ag uality cremental iterative commitment

teamcapacity team member  capacity this itera1on  Rachel  46  Ronica  60  Ken  54  Mark  62  Total  222 

storyone Task  Es1mate  Owner  Code the UI  6  Ronica  Code the middle /er  8  Rachel  Create and automate  4  Mark  tests 

“can we commit to this?” 70  60  50  40  30  20  10  0  Rachel  Ken  Ronica  Mark 

storytwo task  es1mate  owner  Code the UI  12  Ronica  Code the middle /er  5  Rachel  Create and automate  6  Mark  tests 

…storynine Task  Es1mate  Owner  Code the UI  8  Ronica  Code the middle /er  6  Rachel  Create and automate  3  Mark  tests 

storyten Task  Es1mate  Owner  Code the UI  8  Ronica  Code the middle /er  6  Rachel  Create and automate  3  Mark  tests 

go!

analysis

analysis design

design analysis code

design analysis code test

design analysis code test document

ile Soft adapt done daily stand-up ents interactions

What did you work on yesterday? What are you working on today? Do you have any impediments?

Softw apt done D stand-up

done… done.

analysis design coding testing document user acceptance pilot live

c adoption shippable ile So

potentially shippable

potentially shippable = shippable

high quality tested complete done

manifesto estimating backlog retrospective ease design view testing

inspect adapt and

time-b respo roles spect colla ion

scrum master

product owner

team the

Role  Monday  Tuesday  Wednesday  Thursday  Friday  Developer  Planning/ Coding  Coding/ Coding/ Coding/ Coding  Defect Fixes  Defect Fixes  Defect Fixes  QA/Tester  Planning/ Wri/ng UAT  QA/Tes/ng  QA/Tes/ng  QA/Tes/ng  Wri/ng UAT  ScrumMaster  Facilitate  Impediment  Impediment  Impediment  Impediment  Planning  resolu/on  resolu/on  resolu/on  resolu/on  Product  Par/cipate in  Stakeholder  Stakeholder  Stakeholder  Stakeholder  Owner  Planning  feedback  feedback  feedback  feedback 

Role  Monday  Tuesday  Wednesday  Thursday  Friday  Developer  Coding/ Coding/ Defect Fixes/ Defect Fixes/ Defect Fixes/ Defect Fixes  Defect Fixes  Design/Story  Design/Story  Review/ Development  Development  Retrospec/ve  QA/Tester  QA/Tes/ng  QA/Tes/ng  QA/Tes/ng  QA/Tes/ng/  Final UAT/ Accpetance  Review/ Criteria  Retrospec/ve  ScrumMaster  Impediment  Impediment  Impediment  Impediment  Facilitate  resolu/on/ resolu/on/ resolu/on/ resolu/on/ Review/ Look ahead  Refine stories  Refine stories  Acceptance  Retrospec/ve  criteria  Product  Look ahead/ Refine  Refine  Acceptance  Final UAT/ Owner  Acceptance  stories/ stories/ criteria/ Par/cipate in  tes/ng  Acceptance  Acceptance  Acceptance  Review/ tes/ng  tes/ng  tes/ng  Retrospec/ve 

product owner building the right code versus building the code right the team

scrummaste responding time-box change prioritize user stories roles servant leader ect collaboration self-organizing

inspe burn- adoption shippable gile Soft

88% increased productivity Agile Methodologies: Survey Results, by Shine Technologies, 2003 

93% increased quality Agile Methodologies: Survey Results, by Shine Technologies, 2003 

83% increased stakeholder satisfaction Agile Methodologies: Survey Results, by Shine Technologies, 2003 

49% reduction in costs Agile Methodologies: Survey Results, by Shine Technologies, 2003 

100  80  50  9  60  10  40  4  6  50  50  20  25  0  CMMI 1  CMMI 5  SCRUM  WORK  REWORK  PROCESS  Sutherland, J., C. Jacobson, et al. (2007). Scrum and CMMI Level 5: A  Magic Po/on for Code Warriors! Agile 2007, Washington, D.C., IEEE. 

time 100 market to Time to Market (Months) .  .  . .  . .  . . . . .    .  .  .  . .  . . .  . . .  .  10 Home Away  ects  .  .  l Proj ona Tradi/ BMC  CNET  Moody’s  Accuro Healthcare  1 1 10 100 1000 User Stories, Code (KSLOC) QSMA Slim Database Study, 2008

welcome to mainstream the the world is here innovators pragmatists conservatives laggards

agile adoption 73% 31% GIS the world Dr. Dobb’s Journal, Scott Ambler Agile Adoption Survey, 2008 GeoScrum Agile Adoption in GIS Survey, 2008

gis the help cross chasm the world is here GIS is here innovators pragmatists conservatives laggards

scrummaster responding change time-box prioritize acceptance user stories burn-down roles servant leader team inspect collaboration planning adoption high value self-organizing shippable sprint product owner chris spagnuolo story points quality working software adapt done incremental rally software xp impediments iterative daily stand-up interactions commitment manifesto scrum backlog release velocity estimating retrospective www.rallydev.com review testing

Introduction to Agile Practices

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