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Introducing SCRUM

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    Introducing SCRUM Introducing SCRUM Presentation Transcript

    • Agile Project Management with Scrum
      Introduction to Agile Project Management with Scrum
      9th August 2010 - Oliver Hankel
    • Agile Project Management with Scrum
      Why am I allowedto talk about agile?
      Official ScrumCertifications:
      • 2009 Certified Scrum Master (at least I attended a course…)
      • 2010 Certified Scrum Professional (at least I appliedScrumandwroteaboutit)
      More interesting:
      • Since 1999 I am involved Software (Web)-Development
      • Working in different units: From PM to QA
      • Working with agile methodssince 2001:
      • eXtreme Programming (TDD-Lover)
      • Participative & evolutionary SW-Development
    • Agile Project Management with Scrum
      Whom do I workfor?
      AKRA GmbH & AKRA Business Solutions GmbH :
      • Management Consulting & ProcessConsultancy
      • Agile Project Management
      • Development (Java, Ruby, CA Gen, .NET, ORACLE)
      Sectors:
      • Energy
      • Finance & Insurance
      • Aviation
      • Logistics
      • Web 2.0
    • Agile Project Management with Scrum
      Understand thePain …
      Correctapproach?
      • Contractspecifications
      • Functionalspecifications
      • Waterfall: Point ofnoreturn…
      • Nowweknowthefuture!
      Sometimeitworks… but mostly :
      • Discussionaboutthescopeofthecontract
      • Massdebattsaboutcontracts…
      • Blame Game
      • High costs & changemanagementpain
      • Unfortunately, itishardtopredictthefuture.
    • Agile Project Management with Scrum
      More control, please – Unified Processes?!?
      Are yousure?
      Source: http://justaddwater.dk/2009/08/19/rup-vs-scrum-vs-kanban/
    • Agile Project Management with Scrum
      Look back, but not in Anger: Waterfallrevisited
      Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON26 (August): 1–9,
    • Agile Project Management with Scrum
      Look back, but not in Anger: Waterfallrevisited
      Thatsounds agile!
      • Useprototypes, doingmorethenone time
      • Interactand talk toyourcustomer
      • Write tests! Don‘tforgetthem.
      Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON26 (August): 1–9,
    • Agile Project Management with Scrum
      Look back, but not in Anger: Waterfallrevisited
      Thereiseven a loop!
      Check yoursoftwarerequirements aftertesting, do itagain, check onceagain…
      Royce, Winston (1970), "Managing the Development of Large Software Systems", Proceedings of IEEE WESCON26 (August): 1–9,
    • Agile Project Management with Scrum
      The reduction: From Royce Model totheKnownWaterfall
      … but why?
      The reasonismoney!
      The plainwaterfallcreatestheillusionthatyouknowwhathappensateachphaseandthatyoucancalculatethecosts.
    • Agile Project Management with Scrum
      But Controlisan Illusion…
      Ifyouhave time watchthe film „Instinct“…
    • Agile Project Management with Scrum
      WhyisControl in SW Projects so Difficult?
      … because SW iscomplex! That‘s it.
    • Agile Project Management with Scrum
      Something must change…
    • Agile Project Management with Scrum
      Value-driven SW development
      We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
      Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan
      That is, while there is value in the items onthe right, we value the items on the left more.
    • Agile Project Management with Scrum
      Scrum – A Wholistic Approach
      Hirotaka Takeuchi und IkujiroNonaka, “The New New Product Development Game”, Harvard Business Review,Januar 1986.
    • Agile Project Management with Scrum
      Scrum – „coming up with some new dog-and-pony show?”
      Source: http://www.astromanager.net/?p=318
      Yesandno …. Personally I likeScrum, becauseyou find doors in itsprocess, whichlet in changeandithelpsto find out problemsat a veryearlystage.
    • Agile Project Management with Scrum
      Joseph Pelrine'srulesaboutScrum:
      • We don't make mistakes, we learn
      • If you don't have fun, there's something wrong
      Source:XP Days 2007
    • Agile Project Management with Scrum
      3 x 3 = Scrum
      Threeroles
      • ProductOwner
      • Scrum Master
      • Team
      Threemeetings
      • Planning
      • Review/Retrospective
      • Daily Scrum
      Threeartefacts
      • Productbacklog
      • Sprint backlog
      • Burndown/upchart
    • is the motivated one. She is enthusiastic about the product.
      knows what must be delivered and when.
      knows the business value of product.
      is responsible for the financial success.
      prioritizes the product features.
      is the only one, who can adjust the features of the product.
      accepts or declines the result.
      Agile Project Management with Scrum
      The ProductOwner:
    • owes the process (Process Owner)
      is responsible for the compliance of the values of Scrum
      ensure that the team can work
      supports the collaboration of all units and roles
      removes impediments
      is the friend of the team
      knows what self-organizing means and can explain it to the self and the organizers :o)
      Agile Project Management with Scrum
      The Scrum Master:
    • isselforganizing (that also meansthattheyareallowedtouse RUP within a sprint)
      iscrossfunctional: Developer, QA, UI-Designer
      hasonlyfull-time members
      includesbetween 5-7 members.
      canbeleftorjoinedonlyatthe end of a sprint.
      Agile Project Management with Scrum
      The Team:
    • takestheproductbacklogas an input
      has a sprintbacklogas an output
      The teamcommitstoimplementthefeatures in thesprintbacklogduringthenextsprintandpromisetodeliver a possibleshippableproductincrement.
      Commitmentisthehardestthingtoachieve. Useplaning poker tolearnhowtoimproveyourestimations.
      Never forgetthattheproductincrementisthegoal, don‘tletyourselfbedistractedbysome cool technicalchallenges.
      Agile Project Management with Scrum
      The Sprint Planning:
    • Is not longerthan 15 minutes
      Stand-up, becauseitaviodslongdiscussionsStand-upis not the time forproblemsolving.
      Invitewhomyouwant, but onlytheProductOwner, Scrum Master andthe Team isallowedto talk.
      Itavoidsotherlongermeetings.
      Challenge forthedailyScrum:Is eachteammemberabletodefinewhat he wantstoachieveuntilthe end oftheworkingday?
      Is perfectto find out problemsat a veryearlystage.
      Agile Project Management with Scrum
      The Daily Scrum:
    • The teampresentstheresultsofthe last sprint.
      The product (increment) ispresentedandcommentedbytheproductowner.
      The review must be a demoofthesoftwareorat least thepresentationofthearchitecture. Get real assoonaspossible!
      Retrospective: What was good? What was bad? What was reallyuglyandshouldbestopped?
      Agile Project Management with Scrum
      The Review & Retrospektive:
    • contains the requirements
      is list of all required feature
      is the answer to question why is my work useful for the company or the customers/users.
      is owned by the product owner.
      is being re-prioritized before the planning meetings.
      contains estimations for each feature made by the team during the kick-off.
      Agile Project Management with Scrum
      The ProductBacklog:
    • Agile Project Management with Scrum
      Howtowrite a productbacklog (Gherkin):
      Feature: Manage SC-EEN customers
      In order to easily control the installations of SC-EEN
      as a provider of SC-EEN (superadmin)
      I want to manage the customer installations
      Scenario: Add a new customer installation
      Given I am on the add new customer page
      When I fill in "Subdomain" with "AKRA"
      And I fill in "First name" with "Oliver"
      And I fill in "Last name" with "Hankel"
      And I fill in "User name" with "oliverhankel"
      And I fill in "Email" with "oliver.hankel@akra.de"
      And I press "Add"
      Then I should see "akra.sc-een.eu"
      And I should see "Oliver"
      And I should see "Hankel"
      And I should see "oliverhankel"
      And I should see "oliver.hankel@akra.de"
      And an email with a generated password should be sent to "oliver.hankel@akra.de"
      Scenario: View details of one customer
      Scenario: View list of customer installations
      Scenario: Remove an existing customer installation
      Scenario: Update an existing customer installation
    • Define a goal. A goalwhichcanbeachievedbytheteam…!
      Foreachfeaturetasksaredefined.
      Eachteammembercanadd, update orremovetasks.
      The remaingeffortforeachtaskisupdateddaily.
      Divide & conquer! In caseyouare not sureabouthowtoimplement a feature, break it down in manageablepieces.
      Agile Project Management with Scrum
      The Sprint Backlog:
    • Agile Project Management with Scrum
      The Burndown Chart:
      • Thisis a simple burndownchartforthispresentation
      • A burndownchartvisualisesproblemsveryquickly.A flat lineindicatesthatnothingisdoneandtheScrum Master isrequired, forexample.
    • Agile Project Management with Scrum
      The ScrumProcess:
    • Agile Project Management with Scrum
      ApplyingScrumfor a Support Team:
      Thesituation:
      The developersareworkingseperatlyfromeachothertosupportseveralproducts. The supportcontracts also contain a certainamountofthedevelopmentofnewfeatures. From time to time theyhaveproductionreservesandfrom time to time theyare not availablefordoingsupport, becausetheyareillor on holidayorcoachingotherdevelopers.
      The customersalwaysknowwhat time was spent, but theyhadnoreallyrelationtotheprogressoftheirproducts.
      The change:
      The developersarebuilding a team. Know-Howistransferred. A stablesupportteamissetup. The developersareawareoftheprioritiesofthecustomers.
      The customersismoreinvolvedandstartstocontroltheproductdevelopmentaspromised in thesupportcontract.
    • Agile Project Management with Scrum
      ApplyingScrumfor a Support Team:
      TheReviewandthePlanning:
    • Agile Project Management with Scrum
      ApplyingScrumfor a Support Team:
      Thedailyday:
    • Agile Project Management with Scrum
      AndneverforgettodefinethetermDONE!
      Contactperson:
      Oliver HankelIT-Consultant
      Tel.  +49 (0) 40 309 535 - 46 Fax.  +49 (0) 40 309 535 - 49 oliver.hankel@akra.dehttp://www.akra.de
      AKRA GmbH
      Domstraße 17
      20095 Hamburg
      Germany
      Amtsgericht Hamburg HRB 74309, Geschäftsführer: Fabian von Borcke, Thomas Ochmann, Ralf Kaminski, Jörg Krüger und Cem Basman