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Agile Deveopment-with-Scrum for CapitalCamp DC
 

Agile Deveopment-with-Scrum for CapitalCamp DC

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Manager of Technical Delivery Shannon Lucas gave this overview of Scrum methodology for CapitalCamp DC.

Manager of Technical Delivery Shannon Lucas gave this overview of Scrum methodology for CapitalCamp DC.

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    Agile Deveopment-with-Scrum for CapitalCamp DC Agile Deveopment-with-Scrum for CapitalCamp DC Presentation Transcript

    • Agile Development with Scrum
      Shannon Lucas
      July 22nd, 2011
    • Outline
      What is Scrum?
      The Scrum Team
      Scrum Events
      Scrum Artifacts
      UX & Testing
      Organizational Impacts
      Selling Scrum
    • What is Scrum?
    • Scrum framework
      Founded on empirical process control theory
      Intentionally incomplete
      Iterative & incremental
      Outwardly facing & transparent
      Requires a definition of “done”
      Adapts to changing requirements
    • The Scrum Team
    • The Scrum Team
      Scrum Master
      Business owner
      Product Owner
      Scrum Team
      Stakeholders
    • Product Owner
      Manages the Product Backlog and ensures business value of the Team’s work
      Represents stakeholder interests to the team
      Plans product releases and maintains product roadmap
      One person, not a committee
      Ultimately responsible for product’s success
    • Scrum Master
      Serves as coach, fixer, and gatekeeper
      A leadership role rather than managerial
      Plans individual Sprints with Team
      Facilitates all of the Scrum events
      Manages relationship between Product Owner and rest of team
    • The Development Team
      Cross-functional group of 5 to 9 people
      Self-organizing & continuously improving
      Team determines how to transform Product Backlog into shippable functionality
      Accountability belongs to Team as a whole
      No domain-specific sub-teams
    • Scrum Events
    • Sprints
      24 Hours
      Daily Scrum meeting
      14 Days
      Sprint Backlog
      Expanded tasks
      Potentially shippable product increment
      Product Backlog
    • Sprints
      Consistent duration throughout project
      Team composition and quality goals remain constant
      No changes made that affect Sprint Goal
      Scope can be clarified or re-negotiated as more is learned
      Risk is limited to cost of one sprint
    • Sprint Planning Meeting
      Time-boxed meeting to determine work to be done in a Sprint
      First event of every Sprint
      Answers “What will be delivered in this Sprint?”
      Answers “How will the work be achieved?”
    • Daily Scrum
      Daily 15 minute (max) meeting
      Each team member answers three questions:
      - What has been accomplished since last meeting?
      - What will be done before the next meeting?
      - What obstacles are in the way?
      Not a status meeting
      Only Development Team can participate
    • Sprint Review
      Development Team demonstrates work done in the Sprint
      Product Owner determines what has been “Done” or not “Done”
      Results in a revised Product Backlog
      Informs planning for the next Sprint
    • Sprint Retrospective
      Final activity of every Sprint
      Team reflects on the Sprint in terms of people, relationships, process, and tools
      Identify what went well and where improvements are needed.
      Team plans how to implement improvements
    • Scrum Artifacts
    • Product Backlog
      Single source of requirements and changes to the product
      Ordered by unique priority
      Never complete
      Dynamic and changes as needed responding to changing business needs
      Anyone involved can contribute to it
    • Product Backlog
      Highest priority items have the most detail
      Detail on lower priority items deferred until it’s needed
    • Sprint Backlog
      Set of Backlog items that the Team commits to delivering in the Sprint
      Serves as a real-time picture of how work is progressing
      Belongs solely to the Development Team
    • Definition of “Done”
      A shared understanding of what it means when work is considered done
      Defined at the beginning of the project
      Applies globally to the project
      Might include things such as:
      - Unit & functional tests
      - Documentation
    • User Experience & Testing
    • User Experience Tasks
      UX tasks happen slightly ahead of programming tasks
      UX expertise stays involved
      No big handoffs
    • Testing
      No distinct testing phase
      Features are tested as they are completed, during the Sprint they are developed in
    • Organizational Impacts
    • Organizational Impacts
      Transitioning to Scrum isn’t always easy
      Traditional roles change
      Cultural changes
      Commitment to continuous improvement.
    • Selling Scrum
    • Selling Scrum
      Clients may perceive fixed-bid contracts as less risky
      Target-scope & target-cost models
      Limiting client exposure to the internal process
    • Who uses Scrum?
    • Questions?
    • Thank you!
    • Resources
      Scrum.org - http://www.scrum.org/
      Scrum Alliance - http://www.scrumalliance.org/
      All Things Product Owner - http://www.romanpichler.com/blog/
      Agile Project Management with Scrum by Ken Schwaber
      Succeeding with Agile: Software Development Using Scrum by Mike Cohn
      A Practical Guide to Distributed Scrum by Elizabeth Woodward