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

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 Presentation Transcript

  • 1.
    • “ 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
  • 2. Scrum An Agile Approach to management Eric K. Hosick Image: http://www.plasticscm.com/media/19361/scrum.png
  • 3.   Agile and the Agile Manifesto
  • 4.   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
  • 5. 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/
  • 6. 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
  • 7. 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.
  • 8. 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
  • 9. 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
  • 10. Questions on Agile
      • Before we move forward with Scrum...
  • 11. Scrum An agile approach to management.
  • 12. 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
  • 13.   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.
  • 14. 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
  • 15. 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
  • 16. Scrum - Roles Players in scrum. Group work.
      • Scrum Master
        • Page 4 of scrum guide.
      • Product Owner
        • Page 5 of scrum guide.
      • The Team
        • Page 5 of scrum guide.
      • Stakeholders
      • Other
        • Management, Chickens
    Agile Project Management With Scrum - Ken Schwaber Appendix A
  • 17. Scrum - Roles Players in scrum. Group work.
      • Scrum Master
        • Page 4 of scrum guide.
      • Product Owner
        • Page 5 of scrum guide.
      • The Team
        • Page 5 of scrum guide.
      • Stakeholders
      • Other
        • Management, Chickens
    Agile Project Management With Scrum - Ken Schwaber Appendix A
  • 18. 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 Project Management With Scrum - Ken Schwaber Appendix A
  • 19. 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.
    Agile Project Management With Scrum - Ken Schwaber Appendix A
  • 20. Scrum - The Complete Process Made up of time-boxed meetings and events. Image: http://www.plasticscm.com/media/19361/scrum.png
  • 21. 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.
    Agile Project Management With Scrum - Ken Schwaber Appendix A
  • 22. 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
  • 23. Scrum Tool - Sprint Backlog List of functional and non-functional requirements for sprint.
      • Created and updated by team.
      • Generally, detailed user stories. Testing, etc.
    Image: http://media.agile42.com/content/Poker_Cards.png
  • 24. 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.
    Image: http://media.agile42.com/content/Poker_Cards.png
  • 25. 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
  • 26. 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.
    Agile Project Management With Scrum - Ken Schwaber Appendix A
  • 27. 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.
    Agile Project Management With Scrum - Ken Schwaber Appendix A
  • 28. 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.
    Agile Project Management With Scrum - Ken Schwaber Appendix A
  • 29. 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.
    Agile Project Management With Scrum - Ken Schwaber Appendix A
  • 30. 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.
    Agile Project Management With Scrum - Ken Schwaber Appendix A
  • 31. Scrum Tool - Information Radiator Provide Information to the Team - Stay positive! http://www.xpday.net/html/Xpday2007/SCRUM%20Board%20with%20comments.JPG
  • 32. 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
  • 33. 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/
    Agile Project Management With Scrum - Ken Schwaber Appendix A