<ul><li>“ Three laws of Prediction </li></ul><ul><ul><li>When a distinguished but elderly scientist states that something ...
Scrum An Agile Approach to management Eric K. Hosick Image: http://www.plasticscm.com/media/19361/scrum.png
  Agile and the Agile Manifesto
  Agile   What is agile. <ul><ul><li>Definition* </li></ul></ul><ul><ul><ul><li>quick and well-coordinated in movement   <...
The Agile Manifesto Manifesto for Agile Software Development February 11-13, 2001 The Manifesto   Some of the 17 Players  ...
Agile Principals*   The 13 principals behind the agile manifesto <ul><ul><li>Our highest priority is to satisfy the custom...
Agile Principals*   The 13 principals behind the agile manifesto (continued) <ul><ul><li>The most efficient and effective ...
Agile Agile tools that have been around <ul><ul><li>Pair programming </li></ul></ul><ul><ul><li>Stand-up meetings </li></u...
Agile Agile is new, it's improved, it's old fashioned. <ul><ul><li>&quot;Every idea in the agile canon has been traced as ...
Questions on Agile <ul><ul><li>Before we move forward with Scrum... </li></ul></ul>
Scrum An agile approach to management.
Agile Culture Agile requires a new culture <ul><ul><li>Adventure Works - American Management Implemented Scrum </li></ul><...
  Scrum Introduction <ul><ul><li>Only  those committed should have influence on a project. </li></ul></ul><ul><ul><ul><li>...
Scrum Key players, artifacts and activities Key Roles Key Activities   <ul><ul><li>Scrum Master (Pig) </li></ul></ul><ul><...
Scrum The rules of scrum. <ul><ul><li>Scrum Master - Introduced </li></ul></ul><ul><ul><ul><li>different players in scrum,...
Scrum - Roles Players in scrum. Group work. <ul><ul><li>Scrum Master </li></ul></ul><ul><ul><ul><li>Page 4 of scrum guide....
Scrum - Roles Players in scrum. Group work. <ul><ul><li>Scrum Master </li></ul></ul><ul><ul><ul><li>Page 4 of scrum guide....
Agile Concept - Time-Boxing Keeping things agile by limiting the time of an event. <ul><ul><li>Meetings and events that oc...
Agile Concept - Time-Boxing Keeping things agile by limiting the time of an event. <ul><ul><li>Meetings and events that oc...
Scrum - The Complete Process Made up of time-boxed meetings and events. Image: http://www.plasticscm.com/media/19361/scrum...
Scrum - Sprint Planning Meeting   <ul><ul><li>Time-boxed - 8 hours </li></ul></ul><ul><ul><li>What (4 hours) </li></ul></u...
Scrum Tool - Product Backlog List of functional and non-functional requirements and issues. <ul><ul><li>Created and update...
Scrum Tool - Sprint Backlog List of functional and non-functional requirements for sprint. <ul><ul><li>Created and updated...
Scrum Tool - Burn-down chart(s) Burn-down chart for sprint backlog. <ul><ul><li>Graph of amount of work  remaining  in a s...
Scrum Tool - Planning Poker Planning Meeting - Estimation <ul><ul><li>Given a deck of cards reading ?, 0, 1, 2, 3, 5, 8, 1...
Scrum - Daily Scrum Meeting Daily meeting. Sometimes called stand-up meeting. <ul><ul><li>Time-boxed - 15 Minutes (Any tea...
Scrum - Sprint The period of time where work gets done. <ul><ul><li>Time-boxed - 2 weeks to 1 month. </li></ul></ul><ul><u...
Scrum - Sprint Review Meeting Demonstration to Product Owner and Stakeholders of potential product. <ul><ul><li>Time-boxed...
Scrum - Sprint Retrospective Meeting Here is the chance for the team to make changes. <ul><ul><li>Time-boxed - 3 hours. </...
Scrum - Release Planning Meeting Establish a plan and goals that the Scrum Teams and organization can understand. <ul><ul>...
Scrum Tool - Information Radiator Provide Information to the Team - Stay positive! http://www.xpday.net/html/Xpday2007/SCR...
Richness of Communication Effectiveness of different communications channels. <ul><ul><li>Osmosis* </li></ul></ul><ul><ul>...
Resources Miscellaneous resources on scrum and agile. <ul><ul><li>ImplementingScrum.com Funnies - http://www.implementings...
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MultiUni - IT150 Intro to Scrum and Agile

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MultiUni guest lecture by Eric K. Hosick introducing Scrum and Agile software management processes

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MultiUni - IT150 Intro to Scrum and Agile

  1. 1. <ul><li>“ Three laws of Prediction </li></ul><ul><ul><li>When a distinguished but elderly scientist states that something is possible, he is almost certainly right. When he states that something is impossible, he is very probably wrong. </li></ul></ul><ul><ul><li>The only way of discovering the limits of the possible is to venture a little way past them into the impossible. </li></ul></ul><ul><ul><li>Any sufficiently advanced technology is indistinguishable from magic” </li></ul></ul>Arthur C. Clarke
  2. 2. Scrum An Agile Approach to management Eric K. Hosick Image: http://www.plasticscm.com/media/19361/scrum.png
  3. 3.   Agile and the Agile Manifesto
  4. 4.   Agile   What is agile. <ul><ul><li>Definition* </li></ul></ul><ul><ul><ul><li>quick and well-coordinated in movement   </li></ul></ul></ul><ul><ul><ul><li>marked by an ability to think quickly; mentally acute or aware </li></ul></ul></ul><ul><ul><li>Applied to Software Engineering </li></ul></ul><ul><ul><ul><li>means, methods, and tools that have agile characteristics. </li></ul></ul></ul><ul><ul><li>Let's look at the Agile Manifesto </li></ul></ul>*http://dictionary.reference.com/browse/Agile
  5. 5. The Agile Manifesto Manifesto for Agile Software Development February 11-13, 2001 The Manifesto Some of the 17 Players <ul><ul><li>Individuals and interactions </li></ul></ul><ul><ul><ul><li>over processes and tools </li></ul></ul></ul><ul><ul><li>Working software </li></ul></ul><ul><ul><ul><li>over comprehensive documentation  </li></ul></ul></ul><ul><ul><li>Customer collaboration </li></ul></ul><ul><ul><ul><li>over contract negotiation  </li></ul></ul></ul><ul><ul><li>Responding to change </li></ul></ul><ul><ul><ul><li>over following a plan </li></ul></ul></ul><ul><ul><li>Kent Beck </li></ul></ul><ul><ul><li>Jeff Sutherland </li></ul></ul><ul><ul><li>Robert C. Martin </li></ul></ul><ul><ul><li>Alistair Cockburn </li></ul></ul><ul><ul><li>Ken Schwaber </li></ul></ul><ul><ul><li>Martin Fowler </li></ul></ul><ul><ul><li>Ward Cunningham </li></ul></ul><ul><ul><li>James Grenning </li></ul></ul><ul><ul><li>Andrew Hunt </li></ul></ul><ul><ul><li>Ron Jeffries </li></ul></ul>*http://agilemanifesto.org/
  6. 6. Agile Principals*   The 13 principals behind the agile manifesto <ul><ul><li>Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. </li></ul></ul><ul><ul><li>Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. </li></ul></ul><ul><ul><li>Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. </li></ul></ul><ul><ul><li>Business people and developers must work together daily throughout the project. </li></ul></ul><ul><ul><li>Build projects around motivated individuals.  </li></ul></ul><ul><ul><li>Give them the environment and support they need, and trust them to get the job done. </li></ul></ul>*http://agilemanifesto.org/principles.html
  7. 7. Agile Principals*   The 13 principals behind the agile manifesto (continued) <ul><ul><li>The most efficient and effective method of conveying information to and within a development team is face-to-face conversation . </li></ul></ul><ul><ul><li>Working software is the primary measure of progress . Agile processes promote sustainable development . </li></ul></ul><ul><ul><li>The sponsors, developers, and users should be able to maintain a constant pace indefinitely . </li></ul></ul><ul><ul><li>Continuous attention to technical excellence and good design enhances agility. </li></ul></ul><ul><ul><li>Simplicity --the art of maximizing the amount of work not done-- is essential. </li></ul></ul><ul><ul><li>The best architectures, requirements, and designs emerge from self-organizing teams. </li></ul></ul><ul><ul><li>At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. </li></ul></ul>
  8. 8. Agile Agile tools that have been around <ul><ul><li>Pair programming </li></ul></ul><ul><ul><li>Stand-up meetings </li></ul></ul><ul><ul><li>Burn down charts </li></ul></ul><ul><ul><li>Lean development/manufacturing </li></ul></ul><ul><ul><li>User stories </li></ul></ul><ul><ul><li>Regression testing </li></ul></ul><ul><ul><li>Test driven development (TDD) </li></ul></ul><ul><ul><li>Shortened delivery cycles </li></ul></ul><ul><ul><li>Osmotic communication </li></ul></ul><ul><ul><li>Team driven, Reflection </li></ul></ul><ul><ul><li>Onsite usage experts </li></ul></ul>Agile Software Development - The Cooperative Game p. 260 - p. 261
  9. 9. Agile Agile is new, it's improved, it's old fashioned. <ul><ul><li>&quot;Every idea in the agile canon has been traced as far back as the 1960s and even the 1950s.&quot; </li></ul></ul><ul><ul><li>&quot;A better way to think of the agile manifesto is that the manifesto authors 'cherry picked' a very small set of values to pay close attention to out of hundreds of possibly important things.&quot; </li></ul></ul><ul><ul><li>&quot;It is natural that the items we chose had been around for a long time. hat was new was that we bothered to name a particular and critical combination.&quot; </li></ul></ul>Agile Software Development - The Cooperative Game p. 260 - p. 261
  10. 10. Questions on Agile <ul><ul><li>Before we move forward with Scrum... </li></ul></ul>
  11. 11. Scrum An agile approach to management.
  12. 12. Agile Culture Agile requires a new culture <ul><ul><li>Adventure Works - American Management Implemented Scrum </li></ul></ul><ul><ul><li>The product began to emerge in high-quality, regular increments. Joris (owner) adopted a sustainable pace of work - everyone worked eight-hour days. </li></ul></ul><ul><ul><li>Company was owned by a Japanese company and eight-hour workdays was unacceptable to Japanese management. </li></ul></ul><ul><ul><li>Demanded return to the 12-hour work days that were normal prior to Scrum were restored. </li></ul></ul><ul><ul><li>Defects rose 60 percent so Joris restored Scrum's eight-hour workdays. </li></ul></ul><ul><ul><li>Japanese managers saw empty parking lots and darkened offices, reported that employees were lazy and recommended selling the company. - Sold Adventure Works to its American management. </li></ul></ul><ul><ul><li>Two months later, company sold product for twice the price of the buyout. </li></ul></ul>The Enterprise and Scrum - Ken Schwaber
  13. 13.   Scrum Introduction <ul><ul><li>Only  those committed should have influence on a project. </li></ul></ul><ul><ul><ul><li>We will see how the scrum master plays a role in assuring this happens. </li></ul></ul></ul>
  14. 14. Scrum Key players, artifacts and activities Key Roles Key Activities <ul><ul><li>Scrum Master (Pig) </li></ul></ul><ul><ul><li>Product Owner (Pig) </li></ul></ul><ul><ul><li>Team (Pig) </li></ul></ul><ul><ul><li>Stakeholders (Chickens) </li></ul></ul><ul><ul><li>Others (Chickens) </li></ul></ul><ul><ul><li>Sprint Planning Meeting </li></ul></ul><ul><ul><li>Daily Scrum Meeting </li></ul></ul><ul><ul><li>Sprint </li></ul></ul><ul><ul><li>Sprint Review Meeting </li></ul></ul><ul><ul><li>Sprint Retrospective Meeting </li></ul></ul><ul><ul><li>Scrum Poker </li></ul></ul><ul><ul><li>Osmotic Communication </li></ul></ul>Key Artifacts <ul><ul><li>Product Backlog </li></ul></ul><ul><ul><li>Sprint Backlog </li></ul></ul><ul><ul><li>Burn-down Chart </li></ul></ul><ul><ul><li>Information Radiator </li></ul></ul>
  15. 15. Scrum The rules of scrum. <ul><ul><li>Scrum Master - Introduced </li></ul></ul><ul><ul><ul><li>different players in scrum, but Scrum Master makes sure everyone is on the same page - they are following the rules of scrum - both chickens and pigs. </li></ul></ul></ul><ul><ul><li>Rules Can be Changed </li></ul></ul><ul><ul><ul><li>Disputing rules waste time but they can change </li></ul></ul></ul><ul><ul><ul><li>Changes originate solely from the Team and are discussed during the Sprint Retrospective Meeting (discussed later). </li></ul></ul></ul><ul><ul><ul><li>Rules can change when the Scrum Master determines that everyone involved understands Scrum enough to &quot;skillfully and mindfully make such changes&quot;. </li></ul></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
  16. 16. Scrum - Roles Players in scrum. Group work. <ul><ul><li>Scrum Master </li></ul></ul><ul><ul><ul><li>Page 4 of scrum guide. </li></ul></ul></ul><ul><ul><li>Product Owner </li></ul></ul><ul><ul><ul><li>Page 5 of scrum guide. </li></ul></ul></ul><ul><ul><li>The Team </li></ul></ul><ul><ul><ul><li>Page 5 of scrum guide. </li></ul></ul></ul><ul><ul><li>Stakeholders </li></ul></ul><ul><ul><li>Other </li></ul></ul><ul><ul><ul><li>Management, Chickens </li></ul></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
  17. 17. Scrum - Roles Players in scrum. Group work. <ul><ul><li>Scrum Master </li></ul></ul><ul><ul><ul><li>Page 4 of scrum guide. </li></ul></ul></ul><ul><ul><li>Product Owner </li></ul></ul><ul><ul><ul><li>Page 5 of scrum guide. </li></ul></ul></ul><ul><ul><li>The Team </li></ul></ul><ul><ul><ul><li>Page 5 of scrum guide. </li></ul></ul></ul><ul><ul><li>Stakeholders </li></ul></ul><ul><ul><li>Other </li></ul></ul><ul><ul><ul><li>Management, Chickens </li></ul></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
  18. 18. Agile Concept - Time-Boxing Keeping things agile by limiting the time of an event. <ul><ul><li>Meetings and events that occur in Scrum are time-boxed. </li></ul></ul><ul><ul><ul><li>Can be hours, days, weeks months. </li></ul></ul></ul><ul><ul><ul><li>Keeps people focused on the meeting/event at hand. </li></ul></ul></ul><ul><ul><li>In Scrum: </li></ul></ul><ul><ul><ul><li>Sprint Planning Meeting, Sprint, Daily Scrum, Release Planning Meeting, Sprint Review, Sprint Retrospective. </li></ul></ul></ul><ul><ul><li>We will get into groups and cover these 6 time-boxed events in scrum. </li></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
  19. 19. Agile Concept - Time-Boxing Keeping things agile by limiting the time of an event. <ul><ul><li>Meetings and events that occur in Scrum are time-boxed. </li></ul></ul><ul><ul><ul><li>Can be hours, days, weeks months. </li></ul></ul></ul><ul><ul><ul><li>Keeps people focused on the meeting/event at hand. </li></ul></ul></ul><ul><ul><li>In Scrum: </li></ul></ul><ul><ul><ul><li>Sprint Planning Meeting, Sprint, Daily Scrum, Release Planning Meeting, Sprint Review, Sprint Retrospective. </li></ul></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
  20. 20. Scrum - The Complete Process Made up of time-boxed meetings and events. Image: http://www.plasticscm.com/media/19361/scrum.png
  21. 21. Scrum - Sprint Planning Meeting   <ul><ul><li>Time-boxed - 8 hours </li></ul></ul><ul><ul><li>What (4 hours) </li></ul></ul><ul><ul><ul><li>Select Product Backlog </li></ul></ul></ul><ul><ul><ul><li>Sprint Goal </li></ul></ul></ul><ul><ul><li>How (4 hours) </li></ul></ul><ul><ul><ul><li>Turn What into potentially shippable product. </li></ul></ul></ul><ul><ul><ul><li>Create Sprint Backlog </li></ul></ul></ul><ul><ul><ul><li>Planning </li></ul></ul></ul><ul><ul><li>Let's look at artifacts in next slides. </li></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
  22. 22. Scrum Tool - Product Backlog List of functional and non-functional requirements and issues. <ul><ul><li>Created and updated by product owner. </li></ul></ul><ul><ul><li>Ordered by importance (to product owner). </li></ul></ul><ul><ul><li>Generally, user stories are description. Also non-functional + issues. </li></ul></ul>Image: http://media.agile42.com/content/Poker_Cards.png
  23. 23. Scrum Tool - Sprint Backlog List of functional and non-functional requirements for sprint. <ul><ul><li>Created and updated by team. </li></ul></ul><ul><ul><li>Generally, detailed user stories. Testing, etc. </li></ul></ul>Image: http://media.agile42.com/content/Poker_Cards.png
  24. 24. Scrum Tool - Burn-down chart(s) Burn-down chart for sprint backlog. <ul><ul><li>Graph of amount of work remaining in a sprint. </li></ul></ul><ul><ul><li>Drawing a line can be used to &quot;see&quot; if the team will complete the work committed to. Also the &quot;velocity&quot; of the team. </li></ul></ul>Image: http://media.agile42.com/content/Poker_Cards.png
  25. 25. Scrum Tool - Planning Poker Planning Meeting - Estimation <ul><ul><li>Given a deck of cards reading ?, 0, 1, 2, 3, 5, 8, 13, 20, 40, 100, Infinity. </li></ul></ul><ul><ul><li>Moderator reads a user story </li></ul></ul><ul><ul><li>Brief time is spent on questions (answered by the Product Owner) 2-4 minutes. </li></ul></ul><ul><ul><li>Each estimator then makes a choice. </li></ul></ul><ul><ul><li>All simultaneously turn them over to be seen. </li></ul></ul><ul><ul><li>If estimates vary widely? Good because debate follows. </li></ul></ul><ul><ul><li>Agreement generally by the third round of voting. </li></ul></ul><ul><ul><li>Online, iPhone App., etc.  </li></ul></ul><ul><ul><ul><li>http://scrumpoker.codeplex.com/ </li></ul></ul></ul>http://www.mountaingoatsoftware.com/products/planning-poker Image: http://media.agile42.com/content/Poker_Cards.png
  26. 26. Scrum - Daily Scrum Meeting Daily meeting. Sometimes called stand-up meeting. <ul><ul><li>Time-boxed - 15 Minutes (Any team size). </li></ul></ul><ul><ul><li>Takes place at the SAME TIME every day. </li></ul></ul><ul><ul><li>Scrum Master asks (start with person on the left): </li></ul></ul><ul><ul><ul><li>What have you done since the last meeting regarding this project ? </li></ul></ul></ul><ul><ul><ul><li>What will you do between now and next meeting regarding this project? </li></ul></ul></ul><ul><ul><ul><li>What impedes you from performing your work as effectively as possible? </li></ul></ul></ul><ul><ul><li>Scrum master notes what is impeding team. Fixes it ASAP! </li></ul></ul><ul><ul><li>Team reports to each other. NOT scrum master. </li></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
  27. 27. Scrum - Sprint The period of time where work gets done. <ul><ul><li>Time-boxed - 2 weeks to 1 month. </li></ul></ul><ul><ul><li>Team is self managed. Can ask for outside help but NO ONE from outside may offer any advice. </li></ul></ul><ul><ul><li>Pull items from sprint backlog. </li></ul></ul><ul><ul><li>Over committed? </li></ul></ul><ul><ul><ul><li>Work with Product Owner to remove sprint backlog items. </li></ul></ul></ul><ul><ul><li>Team members admin. responsibilities </li></ul></ul><ul><ul><ul><li>Attend daily scrum </li></ul></ul></ul><ul><ul><ul><li>Update sprint backlog. </li></ul></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
  28. 28. Scrum - Sprint Review Meeting Demonstration to Product Owner and Stakeholders of potential product. <ul><ul><li>Time-boxed - 4 hours. </li></ul></ul><ul><ul><ul><li>Team Presents goals. </li></ul></ul></ul><ul><ul><ul><li>Members present only what is DONE. </li></ul></ul></ul><ul><ul><li>Then </li></ul></ul><ul><ul><ul><li>Stakeholders are pooled for comment. Can recommend changes, additions, etc. </li></ul></ul></ul><ul><ul><ul><li>Request changes are discussed and Product Backlog updated. </li></ul></ul></ul><ul><ul><ul><li>Scrum master announces time of next Sprint Review Meeting. </li></ul></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
  29. 29. Scrum - Sprint Retrospective Meeting Here is the chance for the team to make changes. <ul><ul><li>Time-boxed - 3 hours. </li></ul></ul><ul><ul><li>Team members discuss... </li></ul></ul><ul><ul><ul><li>What went well during the last sprint? </li></ul></ul></ul><ul><ul><ul><li>What could be potentially improved on the next sprint? </li></ul></ul></ul><ul><ul><li>Scrum master facilitates on ways to improve. </li></ul></ul><ul><ul><li>Action items added to Product Backlog. Considered high-priority. </li></ul></ul><ul><ul><li>Product Owner - Optional attendance. </li></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
  30. 30. Scrum - Release Planning Meeting Establish a plan and goals that the Scrum Teams and organization can understand. <ul><ul><li>Time-boxed - Quarterly </li></ul></ul><ul><ul><li>Plan on how to release the product. </li></ul></ul><ul><ul><li>Remember, Product Owner needs to come to Sprint Planning Meeting with work to do. </li></ul></ul><ul><ul><li>Bit complex. Need to sell it to the stakeholders. </li></ul></ul><ul><ul><li>Remember - A sprint produces a potentially shippable unit of product functionality . That is different from a release. </li></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
  31. 31. Scrum Tool - Information Radiator Provide Information to the Team - Stay positive! http://www.xpday.net/html/Xpday2007/SCRUM%20Board%20with%20comments.JPG
  32. 32. Richness of Communication Effectiveness of different communications channels. <ul><ul><li>Osmosis* </li></ul></ul><ul><ul><ul><li>a subtle or gradual absorption or mingling </li></ul></ul></ul>Image: http://www.agilemodeling.com/essays/communication.htm <ul><ul><li>Strive for: </li></ul></ul><ul><ul><ul><li>most effective communication. </li></ul></ul></ul><ul><ul><li>but! </li></ul></ul><ul><ul><ul><li>be prepared to vary approach. </li></ul></ul></ul><ul><ul><li>Factors </li></ul></ul><ul><ul><ul><li>Physical Proximity </li></ul></ul></ul><ul><ul><ul><li>Temporal Proximity </li></ul></ul></ul><ul><ul><ul><li>Willingness to listen </li></ul></ul></ul>*http://dictionary.reference.com/browse/osmosis
  33. 33. Resources Miscellaneous resources on scrum and agile. <ul><ul><li>ImplementingScrum.com Funnies - http://www.implementingscrum.com/2006/09/11/the-classic-story-of-the-pig-and-chicken/ </li></ul></ul><ul><ul><li>Scrum Alliance - http://www.scrumalliance.org/ </li></ul></ul><ul><ul><li>Planning Poker - http://www.crisp.se/planningpoker/ </li></ul></ul>Agile Project Management With Scrum - Ken Schwaber Appendix A
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