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Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
Working with scrum
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Working with scrum

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  • 1. Working with Scrum Douwe van der Meij Goldmund, Wyldebeast & Wunderliebevandermeij@gw20e.com@douwevandermeij
  • 2. Outline● History of scrum● Scrum● Tooling● Conclusion
  • 3. History
  • 4. Holistic/Rugby approach● 1986● Hirotaka Takeuchi, Ikujiro Nonaka● New production line tactic ○ Increase speed & flexibility● Based on case studies: ○ Automotive, photocopier, restaurant food and printer industries● Like a rugby game ○ To gain distance as a group
  • 5. Scrum● 1991● First referred to as Scrum by: Peter DeGrace, Leslie Hulet Stahl● Like scrummage (abbr. scrum) in rugby
  • 6. Scrum-like approaches● 1990s● Ken Schwaber ○ Described "Advanced Development Methods"● 1993● Jeff Sutherland, John Scumniotales, Jeff McKenna ○ Similar approach at Easel Corporation
  • 7. First workshop● 1995● Sutherland, Schwaber ○ First presentation/workshop at OOPSLA 95, Austin Texas● They merged all earlier writings
  • 8. Meanwhile● 1999● Mike Beedle ○ Scrum patterns ○ Chapter in book: "Pattern Languages of Program Design 4"
  • 9. Combined forces● 2001● Schwaber, Beedle ○ Book: "Agile Software Development with SCRUM"
  • 10. Since then...● A lot of literature appeared ○ Mike Cohn● A lot of companies started using scrum ○ In a way
  • 11. Common sayings:● "We already use scrum"● "We dont actually use all parts of scrum because ..." ○ "... we are a (too) small company" ○ "... there is a fixed scope" ○ "... the project is fixed price" ○ "... the projects are too small" ○ "... each project is a project on its own" ○ "... we use another method"
  • 12. Scrum
  • 13. Roles● Project manager● Development team● Product owner (PO)● Scrum master
  • 14. Product owner● The product owner represents the customer● The product owner represents the supplier ○ The product owner approves finished user stories PO Development team Management Scrum master
  • 15. Product owner● Two-fold role / pivot point ○ Responsible for the user stories ■ Towards the development team ○ Responsible for the deliverables ■ Towards the management
  • 16. Scrum master● Process owner ○ Guards the process● Takes care of impediments ○ Every impediment you can think of, regarding the project● Mediator ○ For everyone
  • 17. Sprints● Work takes place in sprints● Time boxed iterations, fixed!
  • 18. Sprints● Development team works on ○ Implementing planned user stories ○ Defining new user stories● Product owner works on ○ Approving finished user stories ○ Defining new user stories ○ Prioritizing user stories
  • 19. User story● Description of a task that the application is supposed to do for a certain reason and can be measured.
  • 20. User story " As an <actor>, I want to <action> because <reason> "
  • 21. User story● <actor> ○ A user that can perform and measure the action● <action> ○ Something that the application is supposed to do● <reason> ○ Background information to give context to story
  • 22. User story● Everyone can should create user stories at any time● Be precise and concise● Product owner keeps the overview● Approval only by a product owner
  • 23. User story● When is it ready?● Define visible indicators (measurability)● Define a (global) "Definition of Done" (DoD) ○ Example: ■ Tests ■ Documentation (e.g., in code, user manual)
  • 24. User story evolution
  • 25. Overview (general)
  • 26. User story lifecycle Prioritized backlog Sprint backlog Backlog Commitment Product increment Testing
  • 27. User story lifecycle Prioritized backlog Sprint backlog Backlog Commitment Product increment Testing
  • 28. How to do that?
  • 29. CeremoniesIn order of appearance:● (User story workshop)● Planning poker● PO-presentation● Team planning / commitment● Daily stand-up● Review meeting● Retrospective meeting
  • 30. CeremoniesSchematic: Sprint PO Planning Team Retro- presen- Review poker planning spective tatie Daily Daily Daily standup standup standup
  • 31. Planning poker● For all user stories ○ Discuss the goal● Find spikes● Discussion = information● Questions = important to subject● Add all information to user story● Define "Definition of Done (DOD)"
  • 32. Planning poker● For all user stories● Grade in terms of: ○ Complexity ○ Amount of time to implement 0 ½ 1 2 3 5 8 13 20 40 100 ?
  • 33. Planning poker● Use your gut feeling● The more you poker the better you draw● Provides insights in thoughts of the developers about the implementation
  • 34. Rules of planning poker● The user story gets the (highest) score ... a. ... that is unanimously chosen b. ... when there is a difference of at most 1 card● When difference > 1 card a. Discuss differences (especially outliers) b. Re-estimate until estimates converge
  • 35. Business value poker● For all ideas about the project● Grade in terms of importance / business value 100 200 300 500 800 1300 2000 3000
  • 36. Business value poker● Done by PO & management● Defines priority ○ The most important and least complex user stories get done first ○ The least important and most complex user stories get done later Business value score Priority = Story points
  • 37. Re-modeling your kitchen Product item backlog Estimate a Install new hardwood floor b Sand and re-paint cabinets c Replace tile countertop with granite d Re-paint entire kitchen e Lay shelf paper f Install recessed (down) lighting g Install a built-in refrigerator h Replace existing oven with a new one i Run a water line to existing island and install a sink j Replace existing simple window with a bay window Copyright © 2011, Mountain Goat Software
  • 38. PO-presentation● Present general direction of the product● Present voted prioritized backlog● The complete development team is attending● Developers ask questions about the implementation● All developers must have a clear understanding of each user story
  • 39. Team planning / commitment● Development team pulls in user stories and commits to delivery● User stories that certainly get finished ○ Actual commitment● User stories that maybe get finished ○ Bonus● Psychological effect
  • 40. Team planning / commitment https://learn.test.dau.mil/CourseWare/800949_1/pbl0202/pbl0202_0080p1.htm
  • 41. Daily stand-up● Talk about the user stories under development ○ Yesterday ○ Today ○ Impediments● Discuss mini-spikes
  • 42. Review meeting● Discuss spike results● Discuss the user stories worked on● Re-calibrate planning poker, if needed● Calculate team velocity
  • 43. Retrospective meeting● What went well● What went wrong● What to improve ○ Inspect and adapt● If we cant improve, were doing something wrong ○ Should end up in actions for the next sprint
  • 44. Inspect and adapt
  • 45. Overview (total) © 2010 Pete Deemer, Gabrielle Benefield, Craig Larman, Bas Vodde
  • 46. Metrics
  • 47. Team velocity● The amount of story points the team is able to process during a sprint● Refined/more precise after each sprint
  • 48. Burndown chart● Hours left (and spent)● Ahead of / behind schedule
  • 49. Burnup chart● Total nr. of story points● Nr. of approved story points
  • 50. Relation between charts
  • 51. Tooling
  • 52. Tools● Jira● Trac● Lighthouse● Spreadsheet
  • 53. Lighthouse● www.lighthouseapp.com● Slightly other terminology ○ Sprints → Milestones ○ User stories → Tickets● Signalling with tickets/milestones
  • 54. Ticket responsible● Unassigned ○ Not yet pulled by a team member● Assigned ○ Someone is working on / responsible for this ticket● Tip: ○ Max. 1 ticket assigned to a person except PO, or have a good reason not to
  • 55. Ticket milestone (sprint)● Not linked ○ Ticket is in the product backlog ○ Doesnt need to be voted yet ○ Doesnt need to be prioritized● Linked ○ Ticket is in the sprint backlog ○ Must be voted ○ Is prioritized
  • 56. The product backlog● All unlinked tickets (not linked to milestone)● All tickets linked to older milestones● Product owner should watch this closely● Prepare (tickets) before poker planning meeting
  • 57. Conclusion
  • 58. Conclusion● Define user stories, find spikes● Do planning poker● Do PO-presentations● Only work on planned user stories ○ No more, no less● Find your team velocity● Timeboxed sprints, no excuses! ○ 1 to 4 weeks
  • 59. Thank you! Douwe van der Meij Goldmund, Wyldebeast & Wunderliebevandermeij@gw20e.com@douwevandermeij
  • 60. Kanban● Signaling system● Ideal for small projects● Priority queue● WIP limit ○ Nr. of user stories in progress
  • 61. KanbanNot planned Planned In progress Testing Done Max. 3 WIP Limit Priority queue

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