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Close to agile

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a overview scrum introduction

a overview scrum introduction

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  • Quality : Apple , BLZMondey: movie Is Deadline important
  • What did I get done yesterdayWhat will I get done todayAre there any impediments slowing my progress
  • Transcript

    • 1. Close to Agile-Scrum introduction
      Wu Gang
      iSAP, HPIT GADSC
    • 2. Before start
      Have you touched Agile / Scrum before?
      What do you want to learn from this session ?
    • 3. AGENDA
      Why Agile
      What is Agile
      Agile Value
      Agile Principle
      Scrum
      How Scrum
      Scrum process
    • 4. Agile
    • 5. Why Agile
    • 6. Agile is popular
    • 7. IT realities
      IT project delivered late 90% Aberdeen
      IT project delivered over budget 50% Gartner
      IT project that fail to meet objectives 50% Gartner
      IT project cancelled prior to completion 30% Aberdeen
    • 8. Situation for tradition software Dev
      35% project complete on-time within budget
      31% project cancelled
      64% feature rarely never used
    • 9. Complexity
      Can you understand enough in the beginning?
    • 10. Losing information
      2
      3
      4
      5
      1
      8
      9
      10
      6
      7
      6. This is document
      1. Promise Made by Sales
      7. This is Installation Package
      2. Requirement Metioned by Customer
      8. This is Cost
      3. Requirement Understanded by Project Manager
      9. This is Support
      4. Design given by Designer
      10. This is What Really Want by Customer
      5. Coding performed by programer
    • 11. What is project success
      Cover scope
      On time (before dead line)
      Under budget
    • 12. Definition of success has changed
      Functionality
      83% of respondents believe that meeting actual needs of stakeholders is more important that building the system to specific action
      Quality
      82% believe that delivering high quality is more important that delivering on time and on budget.
      Money
      70% believe that providing the best ROI is more important that delivering under budget
      Schedule
      58% believe that delivering when the system is ready to be shipped is more important that delivering on schedule
      Source: software development project success survey, Scott Ambler , 2008
    • 13. Agile is moving into mainstream
    • 14. Waterfall VS. Agile
    • 15. Waterfall vs. agile - cont
      Manage Change
    • 16.
    • 17. Benefit of using agile
      Delivers faster time to market
      Increases productivity
      Reduces cost
      Easily adapts to changing requirements and priorities
      Lowers cost of change
      Provides better visibility into project progress
      Reduces risk
      Maximizes ROI
      Reduces waste
      Encourages higher quality and simpler code
      Delivers business value early and often
      Increases team morale
    • 18. Survey for scrum project
      88% increase productivity
      93% increase quality
      83% increase stakeholder satisfaction
      49% reduce cost
      Agile Methodologies: Survey Results, by Shine Technologies, 2003
    • 19. Agile
    • 20. What is Agile
      Ag-ile (adj.) Characterized by quickness, lightness and ease of movement; nimble
      Agile is simple (not easy)
      Agile is about doing the important things first and taking small steps
      It’s about people, values, principles, and practices that foster team communication and learning and improving as you go along to regularly deliver customer value through working software
    • 21. Agile manifesto
      1
      3
      2
      4
      Individuals and interactionsover processes and tools
      Customer collaborationover contract negotiation
      Working softwareover comprehensive documentation
      Responding to changeover following a plan
    • 22. Agile Principles
      Satisfy the Customer
      Welcome Change
      Deliver Frequently
      Work as a Team
      Motivate People
      Communicate Face-to-Face
      Measure Working Software
      Maintain Constant Pace
      Excel at Quality
      Keep it Simple
      Evolve Designs
      Reflect Regularly
    • 23.
    • 24. What is Scrum
    • 25. Scrum
    • 26. Scrum
    • 27. Scrum 100 words
      Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time
      It allows us to rapidly and repeatedly inspect actual working software ( every two weeks to one month).
      The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.
      Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.
    • 28. What Scrum look like
    • 29. Scrum characteristics
      Self-organizing teams
      Product progresses in a series of time boxed Sprints
      Requirements are captured as items in a list of Product backlog
      No specific engineering practices prescribed
      Uses generative rules to create an agile environment for delivering projects
      One of the Agile processes.
    • 30. How Scrum
    • 31. Roles
      Ceremonies
      Artifacts
    • What Scrum look like
      ScrumMaster
      Product Owner
      Image available at www.mountaingoatsoftware.com/scrum
      Team
    • 42. Roles
      Ceremonies
      Artifacts
    • Product owner
      What he is
      Owner of project vision
      Represents the customer
      What he can do
      Define features (according to vision)
      Prioritize features (according to ROI)
      Pick release dates
      Give feedback
      Manage stakeholders
      Accept or reject results
      Define Success
    • 53. Team
      What he is
      Typically 5-9 people
      Cross functional
      Full Time
      Self-Organized
      What he can do
      Define tasks
      Estimate effort
      Develop product
      Ensure quality
      Evolve processes
      Deliver Success
    • 54. Scrum master
      What he is
      Servant leader
      Team protector
      Troubleshooter
      Scrum guide
      What he can do
      Remove impediments
      Prevent interruptions
      Facilitate the team
      Support the process
      Manage management
      Ensure Success
    • 55. Pigs and Chickens
      Product Owner
      Scrum Master
      Team Members
      Users
      Managers
      Marketing
    • 56. Roles
      Ceremonies
      Artifacts
    • Product BackLog
      The requirements
      A list of all desired work on the project
      Ideally expressed such that each item has value to the users or customers of the product
      Prioritized by the product owner
      Reprioritized at the start of each sprint
      Product Backlog
    • 69. Product backlog
    • 70. User stories
      As a <user> I want <functionality>( so that <benefit> )
      As a guest, I want to cancel a reservation,
      As a hotel employee, I can run RevPAR reports so that I can help to improve the quality of service
    • 71. Typical fields
    • 72. Principle of create User story
      Independent
      Negotiable
      Valued
      Estimable
      Small
      Testable
    • 73. Sprint Backlog
      Individuals sign up for work of their own choosing
      Work is never assigned
      Estimated work remaining is updated daily
      Any team member can add, delete or change the sprint backlog
      Work for the sprint emerges
      If work is unclear, define a sprint backlog item with a larger amount of time and break it down later
      Update work remaining as more becomes known
      • Assignable
      • 74. Small (1-16hours)
      • 75. Team Estimated
      Sprint Backlog
    • 76. Sprint BackLog
      8
      4
      8
      16
      12
      4
      10
      8
      16
      11
      8
      16
      12
      8
      8
      8
      8
      8
      4
      Add error logging
      8
      Tasks
      Mon
      Tues
      Wed
      Thur
      Fri
      Code the user interface
      Code the middle tier
      Test the middle tier
      Write online help
      Write the foo class
    • 77. Task Board
      Visible
      Editable
      Update Daily
      Own By team
    • 78. Product BackLog VS Sprint Backlog
      Code the middle tier (8 hours)
      Code the user interface (4)
      Write test fixtures (4)
      Code the foo class (6)
      Update performance tests (4)
      As a vacation planner, I want to see photos of the hotels.
    • 79. Burndown charts
      Effort Left
      Date
    • 80. Brundown Charts
      Update daily, usually during the daily stand-up
      Represent the amount of work remaining
      Different approaches to create burndown charts
      Estimated remaining time
      Track done
    • 81. Tasks
      Mon
      Tues
      Wed
      Thur
      Fri
      4
      8
      12
      7
      10
      16
      11
      16
      8
      Burndown charts
      Code the user interface
      8
      Code the middle tier
      16
      Test the middle tier
      8
      50
      Write online help
      12
      40
      30
      Hours
      20
      10
      0
      Mon
      Tue
      Wed
      Thu
      Fri
    • 82. Burndown charts
      Possible over commitment
      Possible Under commitment
      Commitment achieved. Keep this velocity for next Sprint
    • 83. Roles
      Ceremonies
      Artifacts
    • Sprint goal
      24 hours
      Cancel
      Gift wrap
      Return
      Coupons
      Gift wrap
      Coupons
      Cancel
      Sprint backlog
      Return
      Sprint
      2-4 weeks
      Potentially shippable
      product increment
      Product
      backlog
      Image available at www.mountaingoatsoftware.com/scrum
    • 94. Sprint
      Sprint
      2-4 weeks
      Scrum projects make progress in a series of “sprints”
      Analogous to Extreme Programming iterations
      Typical duration is 2–4 weeks or a calendar month at most
      A constant duration leads to a better rhythm
      Product is designed, coded, and tested during the sprint
    • 95. Sprint
      Change
      Plan sprint durations around how long you can commit to keeping change out of the sprint
    • 96. Sprint Planning
      Sprint backlog
      Team selects items from the product backlog they can commit to completing
      Sprint backlog is created
      Tasks are identified and each is estimated (1-16 hours)
      Collaboratively, not done alone by the Scrum Master
      High-level design is considered
    • 97. Sprint prioritization
      Sprint planning
      Sprint
      backlog
      • Analyze and evaluate product backlog
      • 98. Select sprint goal
      • 99. Decide how to achieve sprint goal (design)
      • 100. Create sprint backlog (tasks) from product backlog items (user stories / features)
      • 101. Estimate sprint backlog in hours
      Sprint Planning
      Sprint goal
      Sprint planning meeting
      Team capacity
      Product backlog
      Business conditions
      Current product
      Techno-logy
    • 102. Daily Scrum meeting
      Parameters
      Daily
      15-minutes
      Stand-up
      Not for problem solving
      Whole world is invited
      Only team members, ScrumMaster, product owner, can talk
      Helps avoid other unnecessary meetings
    • 103. Daily scrum meeting
      Only the team talks
      Not to Scrum Master
      No problem solving
      Max 15 minutes
      Standing up
      1
      2
      3
      What have you done yesterday?
      What will be done today?
      Is anything in your way?
    • 104. Sprint review
      Team presents what it accomplished during the sprint
      Typically takes the form of a demo of new features or underlying architecture
      Informal
      2-hour prep time rule
      No slides
      Whole team participates
      Invite the world
    • 105. Sprint retrospective
      Periodically take a look at what is and is not working
      Typically 15–30 minutes
      Done after every sprint
      Whole team participates
      ScrumMaster
      Product owner
      Team
      Possibly customers and others
    • 106. Sprint retrospective
    • 107. Review
    • 108. 3 – 3 – 5
      Roles
      Ceremonies
      Artifacts
    • Scrum Process
      ScrumMaster
      Product Owner
      Image available at www.mountaingoatsoftware.com/scrum
      Team
    • 119. There’s no silver bullets
    • 120. Thank you