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Scrum and the agile development process
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Scrum and the agile development process


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A presentation that I did at work to explain to non-developers the Scrum process and Agile development philosophy.

A presentation that I did at work to explain to non-developers the Scrum process and Agile development philosophy.

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  • Partially Done Work (the “inventory” of a development process) Relearning (easy to find in documentation-centric development)Extra Features (develop only what customers want right now)Task Switching (everyone should do one thing at a time)Delays (for instructions, for information) Handoffs (tons of tacit knowledge gets lost) Defects (at least defects that are not quickly caught by a test)
  • Respect – teammates must respect each other, developers must respect QA, product management, etc.Commitment – team decides for itself what to take on, but the trade-off for that is commitmentFocus – Minimize task switching; minimize hand-offsOpenness – Requires team to be willing to share true status of thingsCourage – Courage to demand respect; courage to commit; courage to be open; courage to allow a team to focus
  • Promise for a conversationDifferent from traditional requirements documentation which seeks to ensure all details are present to form a “contract”
  • Delivering the highest quality, best customer service.. Every transaction, every time.
  • Transcript

    • 1. Scrum and the Agile Development Process
    • 2. Agenda
      Empirical vs. Defined Process
      Agile Development
      Scrum 101
      Scrum Overview
      Roles and responsibilities
      New Operations Team
    • 3. Defined Process
      Requires every piece of work be well understood.
      Given a well-defined set of inputs, the same outputs are generated every time.
      Yummy Donuts!
      Donut Mix
    • 4. “Traditional” Waterfall
      Job Function E
      Job Function D
      Job Function C
      Job Function B
      Job Function A
      Requirements Gathering
      Documentation, Signoffs, Handoff
      Documentation, Signoffs, Handoff
      Documentation, Signoffs, Handoff
      Documentation, Signoffs, Handoff
      Launch & Maintain
      Advantage: Highly Logical
      Disadvantage: Human Beings are involved
    • 5. Empirical Process
      Provides and exercises control through frequent inspection and adaptation
      Processes are imperfectly defined
      Generate unpredictable and unrepeatable outputs.
      Yummy Donuts!
      Is it soup yet?
      Yummy Soup!
      Soup Fixin’s
    • 6. Agile Software Development
      v 1.0
      v 1.1
      v 1.2
      Short Iterations
      Incremental Releases
    • 7. Agile Software Development
      Do a little bit of everything every cycle
    • 23. Empirical Processes
      “It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood. When the process is too complicated for the defined approach, the empirical approach is the appropriate choice.”
      Process Dynamics, Modeling, and Control, Ogunnaike and Ray, Oxford University Press, 1992
      Translation into English:
      Inspect and Adapt
    • 24. What are some other examples of processes suited to an empirical approach?
    • 25. Roots in Lean: The Seven Wastes
    • 26. Roots in Lean: The Seven Wastes
    • 27. Roots in Lean: The Seven Wastes
    • 28. Agile Manifesto
      That is, while there is value to the items on the right, we value the items on the left more.
    • 29. What is Scrum?
      A flexible framework that is:
      Iterative & Incremental
      Common Sense
      Very simple but very hard
      It causes change
      It takes discipline
    • 30. Scrum Values
    • 31. Scrum Roles
    • 32. Product Manager
      Product visionary
      Maximizes business value
      Prioritizes and clarifies requirements
    • 33. Product Manager
      Provide clear product direction
      Work with the team closely to clarify requirements
      Actively manages the product backlog
      Represents the business and customer needs
    • 34. Product Manager
      Does not
      Assign work to the team members
      Give fixed date fixed scope projects without team consent
      Change priorities during a Sprint
    • 35. Scrum Team
      Possesses all the skills necessary to produce an increment of potentially shippable product
      Team takes on tasks based on skills, not just official “role”
      Team manages itself to achieve the Sprint commitment
    • 36. Scrum Master
      Similar to a Project Manager… yet different
      A facilitator
      Removes impediments
    • 37. Scrum Master
      The Scrum Master does everything in their power to help the team achieve success
      Serving the team
      Protecting the team
      Guiding the team’s use of Scrum
    • 38. Scrum Process
    • 39. Product Backlog
      A prioritized list of requirements
      Prioritized by the Product Manager
      Product Backlog
    • 40. User Stories
      One way to write a requirement
      Describes a WHO, WHAT and WHY scenario
      Describes real business value
      A “promise for a conversation”
      Has acceptance criteria to assert its behavior
    • 41. User Story Template
      Express user needs in terms of what the user wants to achieve
      As a <type of user>, I want to <goal> so that <reason/value>
      Always includes acceptance criteria
    • 42. Sprint Planning
      Planning at the start of a Sprint by the whole team and the Product Manager
      Team creates tasks, estimates, and volunteers for them
      Sprint Planning
    • 43. Sprints
      2 week timebox of work.
      During the Sprint:
      A little bit of everything
    • 44. Daily Standup
      A daily team meeting
      Keep up to date
      Help each other to resolve problems
      Daily Stand-up
    • 45. Sprint Review
      A demo by the team of:
      Fully tested
      Potentially shippable features
      Anyone can attend
      Sprint Review
    • 46. Sprint Retrospective
      A meeting at the end of each Sprint so the team can inspect and adapt the process.
      Sprint Retrospective
    • 47. Tracking Progress
    • 48. Tracking Progress
      Highly visible
      Track the work remaining
      Don’t care about actual time worked
    • 49. Burndown Charts
    • 50. Tracking Progress
      Uses inspection and subsequent adaptation to optimize realization of goals.
      Transparency is required for inspection and adaptation
      Transparency requires courage and change in reward system
    • 51. Focus
      My report doesn’t print right.
      DPR wants to change the Red Zone criteria
      I didn’t get my scheduled report.
      I want to keep track of my old comments.
      Can’t I add contractors during an inspection?
    • 52. Customer Service
      • Today: “You can have that in the September release.”
      • 53. Goal: “You can have that on Thursday.”
    • New Operations Team
      Two Developers, One QA
      Builds to test up to daily
      Mini-releases up to weekly
      Not Scrum, but it is Agile
    • 54. New Operations Team
    • 55. New Operations Team
      Respond to small/moderate customer requests quickly
      Can focus on support issues when required
      Can focus on operations issues when required
      Keeps the other team focused on the release