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Agile scrum introduction
- 1. Agile Scrum Introduction Đức Quốc - ducquoc.vn@gmail.com ( Twitter & SlideShare: ducquoc_vn )
- 2. Outline Software development processes Scrum benefits Scrum roles Scrum artifacts Scrum daily stand-up Scrum planning Scrum review & retrospective Q&A 2
- 3. Outline Software development processes Scrum benefits Scrum roles Scrum artifacts Scrum daily stand-up Scrum planning Scrum review & retrospective Q&A 3
- 4. Processes Theory + Experiments + Practices Expericence (good practices & bad ones) Theory to utilize & promote good practices (PROCESS) 4
- 5. Processes - Software Development 2003 Water f all 2004 2005 CMMi UML 2006 TL9000 2007 2008 XP TDD Scrum Unified Process (RUP) Continuous Integration 5 Lean Kanban Prince2
- 7. Processes - Waterfall works? The software factory 7
- 8. Processes - Waterfall with feedback Requirements Requirements Analysis Architecture Design Detail Design Implementation Testing 8 Maintenance
- 9. Processes - Iterative & Incremental Requirements Quick Design Refine & Rework Implementation Evaluation & Update Final Testing Release 9
- 10. Processes - Agile methodologies 10
- 11. Processes - Agile Scrum 2003 2004 2005 CMMi Waterfall UML 2006 2007 TL9000 Unified Process 2008 XP TDD Scrum Agile Continuous Integration Lean Kanban Prince2 11
- 12. Outline Software development processes Scrum benefits Scrum roles Scrum artifacts Scrum daily stand-up Scrum planning Scrum review & retrospective Q&A 12
- 13. Scrum benefits - project Ability to Change Risk Business Value Visibility 13
- 14. Scrum benefits - company Use Scrum? - Google - Facebook - Amazon - Twitter - IBM - DropBox - Salesforce - Intel - Yahoo - Nokia - Microsoft - GE - Time Warner - Lockheed Martin - Electronic Arts - … 14
- 15. Scrum benefits - case study 2006: Sentinel project awarded to Lockheed Martin, 4 phases, $450m, 6 years . 2010, after four+ years, $421 spent and 1st phase and part of 2nd done. Mitre estimates another $351m and 6 years to complete. FBI stops contract and brings in house. Scrum studio in Hoover building basement, reduce staff from 400 to 40. Project done in 1 year for $30m. (source: www.justice.gov Inspector General reports) 15
- 16. Scrum benefits - simple Certifications: CSM (course price: 1795 EUR for 2 days), PSM (500 $ for 120 minutes) 16
- 17. Outline Software development processes Scrum benefits Scrum roles Scrum artifacts Scrum daily stand-up Scrum planning Scrum review & retrospective Q&A 17
- 18. Scrum - overview -- People in Team -- Meetings 18
- 19. Scrum roles - Pig & Chicken Pigs: who are committed to building software regularly and frequently. (e.g. the Scrum team) Chicken: who involved but not a pig. Usually they are informed of the progress. (e.g. stakeholders, managers) 19
- 20. Scrum roles - Scrum master + Scrum Master : - Primary job is to remove impediments to the ability of the team to deliver the sprint goal. - Not necessarily the leader of the team (as the team is selforganizing) but acts as a buffer between the team and any distracting influences. - Understands the benefits of the Scrum process to ensure that Scrum practices are used as intended. 20
- 21. Scrum roles - The Team + Product Owner: - Customer representative - Prioritizes product requirements + The Team: - Includes others in Scrum team, who have the responsibility to deliver the product. - Usually 5-9 people with cross-functional skills. - Self-organizing 21
- 22. Outline Software development processes Scrum benefits Scrum roles Scrum artifacts Scrum daily stand-up Scrum planning Scrum review & retrospective Q&A 22
- 23. Scrum artifacts - overview Taskboard, story, backlog, sprint, burndown, velocity, DoD, ... 23
- 24. Scrum artifacts - taskboard User stories (with tasks) visible on a physical board. 24
- 25. Scrum artifacts - burndown chart Burn chart is a graphical representation of work left to do versus time. + tracking the team’s progress & predicting when tasks will be completed + how many story points the team can earn – the velocity . It helps predict delivery times based on number of story points. 25
- 26. Scrum artifacts - Definition of Done 26
- 27. Scrum - meetings (1) Daily Stand-Up (2) (3) (4) 27
- 28. Outline Software development processes Scrum benefits Scrum roles Scrum artifacts Scrum daily stand-up Scrum planning Scrum review & retrospective Q&A 28
- 29. Scrum - daily standup Attendees: Anyone can attend, but only the pigs (Scrum team) may speak. 29
- 30. Scrum - daily meeting Time: short (usually 5-15 minutes)! It should start at the same time every working day (practically 15-45 mins after start working time). Venue: near the collaboration space, i.e. near the Scrum taskboard enough to see the characters there. Agenda: Everybody tells others about his tasks, in 3 points: + What has he done since the previous stand-up ? (DONE’s yesterday) + What is he planning to do today ? (DO’s today) + Is there any obstacle preventing him/her from doing what he/she has planned ? (any IMPEDIMENT) 30
- 31. Outline Software development processes Scrum benefits Scrum roles Scrum artifacts Scrum daily stand-up Scrum planning Scrum review & retrospective Q&A 31
- 32. Scrum - planning meeting (time-boxed: 8 hours) At the beginning of any Sprint (iteration 1-4 weeks), two half: * BackLog selection (WHAT to do) + Some of Product Backlog (user stories) will be chosen to be Sprint Backlog. + Business value : is set by the Product Owner (client representative). -> represents PRIORITY: how Important the story is to the client. + Development ef for t : is set by the Team. -> represents COMPLEXITY: how Hard to implement the story according to the average developer’s experience. User Story: As a [USER] , I want [Feature X] so that [Y satisfied] 32
- 33. Scrum - planning tasks * Task estimation (HOW to do) + each user story is broken down into concrete tasks, and for each task every group “votes” a number as “the estimated points” for the task. + Planning poker cards : for displaying the “voted/estimated” points. One task point is implicitly considered 1 man hour, for simplicity. (note: some may use 1 man day for 1 story point). 33
- 34. Scrum - planning estimation * Task estimation (HOW to do) + If the points from the groups for the task are unanimous, or similarly (highest number is not higher than 1.5 the lowest number), the “final estimated points” is determined and marked into the task. + If the points of the group are not similarly (see above), the groups of highest number and lowest number will, in turn, tell the team why they think their number is suitable. After that all groups will re-estimate that task again. (this step may be repeated several times until a compromise is reached) + Total estimated points for a story should not exceed a predefined certain amount (20-40 man hours), otherwise the story may either be labeled as “epic” to be broken into smaller stories so as to not violate that limitation. 34
- 35. Outline Software development processes Scrum benefits Scrum roles Scrum artifacts Scrum daily stand-up Scrum planning Scrum review & retrospective Q&A 35
- 36. Scrum - review meeting Review meeting (time-boxed: 3-4 hours) + internal showcase for whole team (including chickens) + demonstrate what is being done + direct feedback (incomplete features do not count) 36
- 37. Scrum - retrospective meeting Retrospective meeting (time-boxed: 2-3 hours) (All Scrum team members raise their opinions about the Sprint, in 3 topics) + what we did well? + what did not go well? + which improvement should be applied right next Sprint? 37
- 40. Bonus - Scrum origins Jef f Sutherland Initial scrums at Easel Corp in 1993 IDX and 500+ people doing Scrum Ken Schwaber Scrum presented at OOPSLA 96 with Sutherland ADM, Author of three books on Scrum Mike Beedle Scrum patterns in PLOPD4 Mike Cohn Co-founded Scrum Alliance in 2002, initially within the Agile Alliance 40
Editor's Notes
- {"27":"Easy to understand but extremely to implement.\n","23":"But move people out if they cannot adapt\n","18":"Easy to understand but extremely to implement.\n","24":"But move people out if they cannot adapt\n","13":"Ability to Change\nAdaptability goes down over time, regardless\nAgile enables higher adaptability longer\nWith pluggable architectures encouraged by frequent delivery\nWith encouraging the business decision makers to change their minds as they learn more about the market being sold to\nIn the beginning, if what is being created is the INFRASTRUCTURE, the investment needs to be protected from change. Adaptability goers down quickly as specs are frozen.\nIn agile, priorities may be changed and architectures may be refactored, resulting in systems that stay more adaptable longer\nRisk\nThe risk of making the wrong thing\nIn plan-driven, customers may not see the product until is is ready for release\nAgile solicited feedback all along the way on features that are fully baked\nThe risk of missing an important feature\nIn plan driven, risk is mitigated by strict change control.\nIn Agile, risk is mitigated by iterating to the correct answer.\nThere is never more than a single iteration of work at rick at a time.\n","36":"Different thinking between management and engineering levels -> engineering is forced to live a lie\n","25":"But move people out if they cannot adapt\n","14":"Agile principles?\n","37":"Different thinking between management and engineering levels -> engineering is forced to live a lie\n","10":"People may think that this is the way Scrum manages requirement changes\n"}