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Nuts and Bolts of Scrum Template (extended)

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TFS2010: Nuts and Bolts of Visual Studio Scrum v1.0 Template …

TFS2010: Nuts and Bolts of Visual Studio Scrum v1.0 Template
Visual Studio and Team Foundation Server (TFS) are the cornerstones of development on the Microsoft .NET platform. These tools represent some of the best opportunities for success and to experience a focused and smooth software development process. For TFS 2010 Microsoft heavily invested in Scrum and is moving some internal product teams onto the approach.
This session is not about Scrum in depth, (for that please visit scrum.org) but rather, we will cover the lifecycle of creating work items and how this fits into Scrum using Visual Studio ALM and Team Foundation Server. We will cover in detail:
* How to successfully gather requirements
* How to plan a project using TFS 2010 and Scrum
* How to work with a product backlog in TFS 2010
* The right way to plan a sprint with TFS 2010
* Tracking your progress
* The right way to use work items
* Leveraging built-in reporting and Project portals available on the SharePoint dashboard
* Reports targeted to the Product Owner / Project Manager
You will walk away knowing how to interpret and understand a project health and progress. Visual Studio ALM is designed to address many of the problems faced by teams using traditional approaches. It does
so by providing a set of integrated tools to help teams improve their software development activities and to help management better support the software development processes.

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  • Agile development is not a methodology in itself. It is an umbrella term that describes several agile methodologies. At the signing of the Agile Manifesto in 2001, these methodologies included Scrum, XP, Crystal, FDD, and DSDM. Since then, Lean practices have also emerged as a valuable agile methodology and so are included under the agile development umbrella in the illustration later in this topic.Each agile methodology has a slightly different approach for implementing the core values from the Agile Manifesto, just as many computer languages manifest the core features of object-oriented programming in different ways. A recent survey shows that about 50 percent of agile practitioners say that their team is doing Scrum. Another 20 percent say that they are doing Scrum with XP components. An additional 12 percent say that they are doing XP alone. Because more than 80 percent of agile implementations worldwide are Scrum or XP, MSF for Agile Software Development v5.0 focuses on the core processes and practices of Scrum and XP.Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • Ken Schwaber and Jeff Sutherland 1995
  • Scrum uses two parallel, complementary cycles to build releases of a systemOne cycle sustains an emerging list of prioritized requirements called the product backlogThe other cycle consists of development iterations called Sprints that build system increments of these requirementsThese cycles are constructed so that the most appropriate and essential system emerges over the SprintsScrum is a framework for agile development processes. It does not include specific engineering practices. Conversely, XP focuses on engineering practices but does not include an overarching framework of development processes. That does not mean that Scrum does not recommend certain engineering practices or that XP has no process. For example, the first Scrum implemented all of the engineering practices that are now known as XP. However, the Scrum framework for software development was designed to get a team started in two or three days, whereas engineering practices often take many months to implement. Therefore, it left the question of when (and whether) to implement specific practices up to each team. Scrum co-creators Jeff Sutherland and Ken Schwaber recommend that Scrum teams get started immediately and create a list of impediments and a process improvement plan. As engineering practices are identified as impediments, teams should look to XP practices as a way to improve. The best teams run Scrum supplemented with XP practices. Scrum helps XP to scale, and XP helps Scrum to work well.
  • The voice of the customerManages the vision of the productDecides on release date, content and budgetCreates and updates the release plan and reportsDefines value-added and key features of the productContinuously refines requirementsSets schedule by means of prioritizing the Product BacklogWorks with Team to estimate items in the Product BacklogResponsible for the project success and ROI
  • Responsible for establishing Scrum practices and rulesEnsures the process is followedShields team from distractions and helps remove obstaclesEnsures the team is fully functional, productive, and improves qualityEnables close cooperation across all roles and functions and removes barriersEducates everyone on the Scrum processFacilitates rather than directs workHelps the Product Owners understand how to best utilize the capabilities of the team
  • Typically 5-9 people Cross-functionalProgrammers, testers, designers, DBa.k.a. “Developers”Members should be full-time Teams are self-organizingIdeally, no titlesMembership should change only between Sprints, and ideally only between releasesTeam culture should be one of learning and collaborationEngineering practices: Your team can also use proven techniques to design, develop, test, and deliver code. These practices help increase the velocity at which your team delivers value to your customers


  • 1. Nuts & Bolts of Visual Studio Scrum v1.0 Template
    Dog Food Conference III
    Alexei V. Govorine
    © 2010 Cardinal Solutions Group
  • 2. Backlog
    Why Agile?
    Scrum Overview
    Visual Studio Scrum v1.0 Template
    © 2010 Cardinal Solutions Group
    Some of the slides were contributed by:
    Richard Hundhausen, Aaron Bjork, Martin Hinshelwood, Paul Neumeyer, Ken Schwaber, Randy Pagels, Jeff Hunsaker, & others
  • 3. About Alexei
    ALM Consultant at Cardinal Solutions Group http://www.CardinalSolutions.com
    Microsoft Visual Studio ALM MVP
    Professional Scrum Developer Trainer
    Co-founder of COALMG
    © 2010 Cardinal Solutions Group
  • 4. Who is Cardinal?
    Company Overview
    Over 200 professionals with offices in 3 cities
    A Microsoft “Managed Partner” since 2008; Gold Certified since 1999
    VSTS Inner Circle Partner
    Help customers drive business value from Microsoft technologies
    Visual Studio ALM/TFS
    SharePoint 2010, MOSS 2007
    Microsoft Business Intelligence (MSBI)
    Microsoft Online Services
    .NET Architecture/ Development
    Client Training
    Fast Facts
    Our Focus
    © 2010 Cardinal Solutions Group
  • 5. The State of Application Development
    • Only 1 in 3 projects succeed
    • 6. Projects cost 50% more then budgeted
    • 7. Lack of software quality cost US businesses $59B / year.
    • 8. Bugs account for 55% of downtime
    • 9. 60% of functions are never used
    Source: Standish Group, 2006 Third Quarter Research Report, CHAOS Research Results
    © 2010 Cardinal Solutions Group
    What is Agile?
    © 2006 Cardinal Solutions Group
    Please write down a few words or a sentence on what Agile means to you.
  • 11. * AGILE
    Agile software development focuses on regularly delivering business value. It embraces change while leveraging feedback to produce high quality, desired results.
    © 2009 Cardinal Solutions Group
    * Different for every company
    Agile is a Movement
    Represented by Methodologies & Frameworks
    Comprised of a set of Development & Engineering Practices
  • 12. Why Agile? (Project Challenges)
    © 2010 Cardinal Solutions Group
  • 13. The Forrester Wave™: Agile Development Management Tools, Q2 2010, Forrester Research, Inc., May 5, 2010.
    © 2010 Cardinal Solutions Group
  • 14. The Forrester Wave™: Agile Development Management Tools, Q2 2010, Forrester Research, Inc., May 5, 2010.
    © 2010 Cardinal Solutions Group
  • 15. Indeed.com™: Trend search on keywords: agile, scrum, lean, kanban, xp, iterative, cmmi, waterfall, rup. May 25, 2010.
    © 2010 Cardinal Solutions Group
  • 16. Backlog
    • Why Agile?
    Scrum Overview
    Visual Studio Scrum v1.0 Template
    © 2010 Cardinal Solutions Group
  • 17. Scrum Overview
    © 2010 Cardinal Solutions Group
    Scrum in the sports of “rugby union” and “rugby league”, is a way of restarting the game, either after an accidental infringement or (in rugby league only) when the ball has gone out of play.
  • 18. “Scrum is a framework for developing complex products and systems. It is grounded in empirical process control theory. Scrum employs an iterative, incremental approach to optimize predictability and control risk.”
    -Ken Schwaber
    From the originator of Scrum
    Used now by: Microsoft, Sun, Sony Ericcson, Philips, Google, BBC, IBM, Motorola, Hewlett Packard, Oracle, JPMorgan, CapitalOne, Alliance, Electronic Arts, DoubleClick, SalesForce.com, Nokia, Siemens, Intel, Yahoo, Xerox, Cisco, SSW… and lots more.
    © 2010 Cardinal Solutions Group
  • 19. Scrum has become mainstream in the last half decade or so
    50% of Agile software practitioners most closely follow Scrum
    A further 24% follow some variation of Scrum (variations are often referred to as “ScrumBut”)
    Trends in the adoption of Scrum
    © 2010 Cardinal Solutions Group
  • 20. The project is split intoSprints
    At the end of each Sprint a working iteration of the product is available
    Each Sprint includes parts of planning, work and review
    3 Roles, 6 Timeboxes and 4 Artefacts
    Scrum on Slide
    © 2010 Cardinal Solutions Group
  • 21. Roles in Scrum
    Scrum Team
    Product Owner
    Stakeholders = everyone else
    © 2010 Cardinal Solutions Group
  • 22. Who is responsible for maximizing the value of the work that the Scrum Team does
    Controls “What” is in the product
    Sets Vision for the product
    Sets Priorities
    Deals with Stakeholders
    Deals with clarification for the Team
    Key Role – Product Owner
    © 2010 Cardinal Solutions Group
  • 23. Who is responsible for ensuring the process is understood and followed
    The “Process”
    Host meetings
    Manage process
    Remove impediments
    Key Role - ScrumMaster
    © 2010 Cardinal Solutions Group
  • 24. Which does the work
    Converts the “What” into “How”
    Engineering Practices
    Each iteration commit on functionality to build
    Plan the tasks
    Self organize to build the iteration
    The Product Owner and ScrumMaster cannot assign a task to the Team or a particular Team member
    Key Role – Team
    © 2010 Cardinal Solutions Group
  • 25. The Sprint is timeboxed
    Meetings are timeboxed
    “Timeboxed” means the time runs out
    You can’t add time or extend
    You complete what you can
    You do better next time
    Scrum uses Timeboxes
    © 2010 Cardinal Solutions Group
  • 26. Release Planning 8 hours
    Sprint 4 Weeks
    Sprint Planning 8 hours
    Daily Scrum 15 minutes
    Sprint Review 4 hours
    Sprint Retrospective 4 hours
    Timeboxes of Scrum
    © 2010 Cardinal Solutions Group
  • 27. Sprint = Iteration
    The Sprint can be 1, 2, 3 or 4 weeks
    Beyond 4 weeks is a “smell”
    Beyond 6 weeks is a “stench”
    Keep the Sprint length consistent
    Project Risks has influence on Sprint length
    My experience: 2 weeks
    Sprint Timeboxes of Scrum
    © 2010 Cardinal Solutions Group
  • 28. What that looks like on a Calendar?
    Sprint Planning
    Sprint Review
    Sprint Retrospective
    doing the work + Daily Scrums
    Sprint of 2 weeks
    © 2010 Cardinal Solutions Group
  • 29. Key Artefact - Product Backlog
    Is a list of features for the Product
    Normally a mixture of User Stories & Bugs
    Each item is given
    An acceptance criteria
    An estimate by the Team
    A business value by the Product Owner
    Some User Stories may be large and need future decomposition into smaller user stories
    © 2010 Cardinal Solutions Group
  • 30. Key Artefact – Sprint Backlog
    A list of the Product Backlog Items and Sprint tasks for each
    Each task will have an estimate of hours remaining to complete
    The aim is to meet the Team’s “done” criteria
    Decomposition of Product Backlog into Tasks for the sprint
    © 2010 Cardinal Solutions Group
  • 31. Key Artefact - Release Burndown Chart
    • A Release/Product Burndown measures work remaining across the time of a release plan
    © 2010 Cardinal Solutions Group
  • 32. Key Artefact - Sprint Burndown Chart
    • A Sprint Burndown measures work remaining across the time of a Sprint
  • Backlog
    • Why Agile?
    • 33. Scrum Overview
    Visual Studio Scrum v1.0 Template
    © 2010 Cardinal Solutions Group
  • 34. Visual studio scrum v1.0
    © 2010 Cardinal Solutions Group
  • 35. Visual Studio 2010
    © 2010 Cardinal Solutions Group
  • 36. Microsoft Visual Studio Scrum 1.0
    A process template introduced shortly after Visual Studio 2010 launched
    This demonstrates how popular Scrum is and also Microsoft’s commitment to supporting Scrum
    Maps directly to the Scrum concepts
    Sprint vs. Iteration, PBI vs. User Story, Impediment vs. Issue
    Available as free download from Microsoft:
    © 2010 Cardinal Solutions Group
  • 37. Visual Studio Scrum 1.0 Artifacts
    * Nearly identical to that found in the MSF for Agile Software Development 5.0 template
    © 2010 Cardinal Solutions Group
  • 38. Areas and Iterations
    Areas represent the components or related features of the product (the where)
    Iterations represent the releases and Sprints (the when)
    By default, only ProjectAdministrators may makechanges to areas and iterations
    • Tip: avoid making your areahierarchy too complex
    © 2010 Cardinal Solutions Group
  • 39. Sprint Work Item Type
    Provides a way for your team to capture additional metadata about the Sprint
    Start date, finish date, goal, and retrospective
    © 2010 Cardinal Solutions Group
  • 40. Product Backlog Item Work Item Type
    Represents a product requirement
    © 2010 Cardinal Solutions Group
  • 41. PBI State
    © 2010 Cardinal Solutions Group
  • 42. Task Work Item Type
    Represents the detailed work the team must do in order to achieve their Sprint Goal
    © 2010 Cardinal Solutions Group
  • 43. Task State
    © 2010 Cardinal Solutions Group
  • 44. Impediment Work Item Type
    Represents an issue or problem that prevents the team from completing its tasks efficiently
    © 2010 Cardinal Solutions Group
  • 45. Impediment State
    © 2010 Cardinal Solutions Group
  • 46. Test Case Work Item Type
    Used to define both manual and automated tests
    © 2010 Cardinal Solutions Group
  • 47. Test Case State
    © 2010 Cardinal Solutions Group
  • 48. Bug Work Item Type
    Represents a defect in the product
    © 2010 Cardinal Solutions Group
  • 49. Bug State
    © 2010 Cardinal Solutions Group
  • 50. Queries
    Product queries
    All Sprints
    Product Backlog
    Current Sprint queries
    Blocked Tasks
    Open Impediments
    Sprint Backlog
    Test Cases
    Unfinished Work
    Work in Progress
    © 2010 Cardinal Solutions Group
  • 51. Reports
    Scrum reports
    Release Burndown
    Sprint Burndown
    Engineering reports
    Build Summary
    Builds Success Over Time
    Test Case Readiness
    Test Plan Progress
    © 2010 Cardinal Solutions Group
  • 52. Visual Studio Scrum Activities
    Scrum team projects have many standard and repetitive activities
    Setting up a new Team Project Collection
    Setting up a new Team Project
    Setting up Sprints
    Building Product Backlog
    Managing Acceptance Criterias
    Planning a Sprint
    Daily activities
    Tracking a Sprint Progress
    Completing a Sprint
    © 2010 Cardinal Solutions Group
  • 53. Mapping Scrum to Visual Studio 2010
    * without customization
    © 2010 Cardinal Solutions Group
  • 54. Visual Studio Scrum 1.0
    This demonstration will cover:
    • *Install and Configure
    • 55. *Template Customization
    • 56. *Areas and Iterations
    • 57. Managing Sprint work items
    • 58. Creating a Product Backlog Item
    • 59. Creating and linking a Task
    • 60. Creating and linking a Test Case
    • 61. Creating and linking a Bug
    • 62. Managing Impediments
    © 2010 Cardinal Solutions Group
  • 63. © 2010 Cardinal Solutions Group
  • 64. © 2010 Cardinal Solutions Group
  • 65. © 2010 Cardinal Solutions Group
  • 66. Burndown
    • Why Agile?
    • 67. Scrum Overview
    • 68. Visual Studio Scrum v1.0 Template
    © 2010 Cardinal Solutions Group
  • 69. Retrospective … (Q&A)
    PSD Class
    About Cardinal
    © 2010 Cardinal Solutions Group
  • 70. Thank You
    Contact Alexei:
    © 2010 Cardinal Solutions Group