MultiUni - IT150 Intro to Scrum and Agile

“ Three laws of Prediction
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.
The only way of discovering the limits of the possible is to venture a little way past them into the impossible.
Any sufficiently advanced technology is indistinguishable from magic”
Arthur C. Clarke

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.
Definition*
quick and well-coordinated in movement
marked by an ability to think quickly; mentally acute or aware
Applied to Software Engineering
means, methods, and tools that have agile characteristics.
Let's look at the Agile Manifesto
*http://dictionary.reference.com/browse/Agile

The Agile Manifesto Manifesto for Agile Software Development February 11-13, 2001 The Manifesto Some of the 17 Players
Individuals and interactions
over processes and tools
Working software
over comprehensive documentation
Customer collaboration
over contract negotiation
Responding to change
over following a plan
Kent Beck
Jeff Sutherland
Robert C. Martin
Alistair Cockburn
Ken Schwaber
Martin Fowler
Ward Cunningham
James Grenning
Andrew Hunt
Ron Jeffries
*http://agilemanifesto.org/

Agile Principals* The 13 principals behind the agile manifesto
Our highest priority is to satisfy the customer through early and continuous delivery of 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.
*http://agilemanifesto.org/principles.html

Agile Principals* The 13 principals behind the agile manifesto (continued)
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.

Agile Agile tools that have been around
Pair programming
Stand-up meetings
Burn down charts
Lean development/manufacturing
User stories
Regression testing
Test driven development (TDD)
Shortened delivery cycles
Osmotic communication
Team driven, Reflection
Onsite usage experts
Agile Software Development - The Cooperative Game p. 260 - p. 261

Agile Agile is new, it's improved, it's old fashioned.
"Every idea in the agile canon has been traced as far back as the 1960s and even the 1950s."
"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."
"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."
Agile Software Development - The Cooperative Game p. 260 - p. 261

Questions on Agile
Before we move forward with Scrum...

Scrum An agile approach to management.

Agile Culture Agile requires a new culture
Adventure Works - American Management Implemented Scrum
The product began to emerge in high-quality, regular increments. Joris (owner) adopted a sustainable pace of work - everyone worked eight-hour days.
Company was owned by a Japanese company and eight-hour workdays was unacceptable to Japanese management.
Demanded return to the 12-hour work days that were normal prior to Scrum were restored.
Defects rose 60 percent so Joris restored Scrum's eight-hour workdays.
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.
Two months later, company sold product for twice the price of the buyout.
The Enterprise and Scrum - Ken Schwaber

Scrum Introduction
Only those committed should have influence on a project.
We will see how the scrum master plays a role in assuring this happens.

Scrum Key players, artifacts and activities Key Roles Key Activities
Scrum Master (Pig)
Product Owner (Pig)
Team (Pig)
Stakeholders (Chickens)
Others (Chickens)
Sprint Planning Meeting
Daily Scrum Meeting
Sprint
Sprint Review Meeting
Sprint Retrospective Meeting
Scrum Poker
Osmotic Communication
Key Artifacts
Product Backlog
Sprint Backlog
Burn-down Chart
Information Radiator

Scrum The rules of scrum.
Scrum Master - Introduced
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.
Rules Can be Changed
Disputing rules waste time but they can change
Changes originate solely from the Team and are discussed during the Sprint Retrospective Meeting (discussed later).
Rules can change when the Scrum Master determines that everyone involved understands Scrum enough to "skillfully and mindfully make such changes".
Agile Project Management With Scrum - Ken Schwaber Appendix A

Scrum - Roles Players in scrum. Group work.
Scrum Master
Page 4 of scrum guide.
Product Owner
The Team
Stakeholders
Other
Management, Chickens

Agile Concept - Time-Boxing Keeping things agile by limiting the time of an event.
Meetings and events that occur in Scrum are time-boxed.
Can be hours, days, weeks months.
Keeps people focused on the meeting/event at hand.
In Scrum:
Sprint Planning Meeting, Sprint, Daily Scrum, Release Planning Meeting, Sprint Review, Sprint Retrospective.
We will get into groups and cover these 6 time-boxed events in scrum.

Agile Concept - Time-Boxing Keeping things agile by limiting the time of an event.
Meetings and events that occur in Scrum are time-boxed.
Can be hours, days, weeks months.
Keeps people focused on the meeting/event at hand.
In Scrum:
Sprint Planning Meeting, Sprint, Daily Scrum, Release Planning Meeting, Sprint Review, Sprint Retrospective.

Scrum - The Complete Process Made up of time-boxed meetings and events. Image: http://www.plasticscm.com/media/19361/scrum.png

Scrum - Sprint Planning Meeting
Time-boxed - 8 hours
What (4 hours)
Select Product Backlog
Sprint Goal
How (4 hours)
Turn What into potentially shippable product.
Create Sprint Backlog
Planning
Let's look at artifacts in next slides.

Scrum Tool - Product Backlog List of functional and non-functional requirements and issues.
Created and updated by product owner.
Ordered by importance (to product owner).
Generally, user stories are description. Also non-functional + issues.
Image: http://media.agile42.com/content/Poker_Cards.png

Scrum Tool - Sprint Backlog List of functional and non-functional requirements for sprint.
Created and updated by team.
Generally, detailed user stories. Testing, etc.

Scrum Tool - Burn-down chart(s) Burn-down chart for sprint backlog.
Graph of amount of work remaining in a sprint.
Drawing a line can be used to "see" if the team will complete the work committed to. Also the "velocity" of the team.

Scrum Tool - Planning Poker Planning Meeting - Estimation
Given a deck of cards reading ?, 0, 1, 2, 3, 5, 8, 13, 20, 40, 100, Infinity.
Moderator reads a user story
Brief time is spent on questions (answered by the Product Owner) 2-4 minutes.
Each estimator then makes a choice.
All simultaneously turn them over to be seen.
If estimates vary widely? Good because debate follows.
Agreement generally by the third round of voting.
Online, iPhone App., etc.
http://scrumpoker.codeplex.com/
http://www.mountaingoatsoftware.com/products/planning-poker Image: http://media.agile42.com/content/Poker_Cards.png

Scrum - Daily Scrum Meeting Daily meeting. Sometimes called stand-up meeting.
Time-boxed - 15 Minutes (Any team size).
Takes place at the SAME TIME every day.
Scrum Master asks (start with person on the left):
What have you done since the last meeting regarding this project ?
What will you do between now and next meeting regarding this project?
What impedes you from performing your work as effectively as possible?
Scrum master notes what is impeding team. Fixes it ASAP!
Team reports to each other. NOT scrum master.

Scrum - Sprint The period of time where work gets done.
Time-boxed - 2 weeks to 1 month.
Team is self managed. Can ask for outside help but NO ONE from outside may offer any advice.
Pull items from sprint backlog.
Over committed?
Work with Product Owner to remove sprint backlog items.
Team members admin. responsibilities
Attend daily scrum
Update sprint backlog.

Scrum - Sprint Review Meeting Demonstration to Product Owner and Stakeholders of potential product.
Time-boxed - 4 hours.
Team Presents goals.
Members present only what is DONE.
Then
Stakeholders are pooled for comment. Can recommend changes, additions, etc.
Request changes are discussed and Product Backlog updated.
Scrum master announces time of next Sprint Review Meeting.

Scrum - Sprint Retrospective Meeting Here is the chance for the team to make changes.
Time-boxed - 3 hours.
Team members discuss...
What went well during the last sprint?
What could be potentially improved on the next sprint?
Scrum master facilitates on ways to improve.
Action items added to Product Backlog. Considered high-priority.
Product Owner - Optional attendance.

Scrum - Release Planning Meeting Establish a plan and goals that the Scrum Teams and organization can understand.
Time-boxed - Quarterly
Plan on how to release the product.
Remember, Product Owner needs to come to Sprint Planning Meeting with work to do.
Bit complex. Need to sell it to the stakeholders.
Remember - A sprint produces a potentially shippable unit of product functionality . That is different from a release.

Scrum Tool - Information Radiator Provide Information to the Team - Stay positive! http://www.xpday.net/html/Xpday2007/SCRUM%20Board%20with%20comments.JPG

Richness of Communication Effectiveness of different communications channels.
Osmosis*
a subtle or gradual absorption or mingling
Image: http://www.agilemodeling.com/essays/communication.htm
Strive for:
most effective communication.
but!
be prepared to vary approach.
Factors
Physical Proximity
Temporal Proximity
Willingness to listen
*http://dictionary.reference.com/browse/osmosis

Resources Miscellaneous resources on scrum and agile.
ImplementingScrum.com Funnies - http://www.implementingscrum.com/2006/09/11/the-classic-story-of-the-pig-and-chicken/
Scrum Alliance - http://www.scrumalliance.org/
Planning Poker - http://www.crisp.se/planningpoker/

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MultiUni - IT150 Intro to Scrum and Agile

by MultiUni on Oct 11, 2009

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MultiUni - IT150 Intro to Scrum and Agile — Presentation Transcript