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Agile mk-journal-issue-001


Published on

Scrum in a …

Scrum in a
Non-Software Environment
The main part of the session
comprised a workshop discussion
about using Scrum in a nonsoftware
environment. One of
our group has just completed
their first sprint (4 week iteration)
and we started by understanding
a little about the business.

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  • 1. Agile: MK December 2012 Journal December 2012 ISSUE 01 A special interest group for professionals from the Milton Keynes area who are interested in learning, sharing and encouragingthe use of agile methodologies such as Scrum, Extreme Programming & Lean Thinking. Agile: “The State of the Art” Guest Speaker: Ian Shimmings Tuesday 15th January 2013 6pm – 8pm Sponsored by
  • 2. Agile: MK Journal Welcome to the first issue of the Agile: MK Journal. I’ve been working with Agile methods for a decade, and remain extremely passionate and motivated because I get to see how it improves the working lives of software Steve Garnett development teams, and how that in turn Founder Agile:MK dramatically improves company performance. We’ve set up an Agile User Group in Milton Keynes called Agile:MK, and each month we’ll be publishing real-world experiences of agile adoption as discussed at these sessions. This first edition covers the November meeting where we discussed the use of Scrum in a non-software environment. To register your interest, If you’d like to join the group so you can please join the attend the sessions, and be involved in the LinkedIn Group at discussions face to face, to learn or share agile-mk-liug your experiences, please join us on LinkedIn. Agile: “The State of the Art” Guest Speaker: Ian Shimmings Tuesday 15th January 2013 6pm – 8pm Profile Guest Speaker: Jurys Inn Hotel, Midsummer Ian Shimmings Boulevard, Milton Keynes, MK9 2HP A software developer, solution architect and team leader with Agenda more than 20 years’ experience • Introduction in all aspects of enterprise agile • Deep Dive: The State of the Art projects working with major • Guest Speaker – Ian Shimmings clients such as Milliman, Canon, • Open Discussion BskyB, Man Investments, Russell • Next Meeting Date Reynolds, John Charcol, Tesco • AOB and drinks and Boots. • Buffet, Tea & Coffee provided
  • 3. December 2012November Meeting SummaryThanks again to everyone who attended the first Agile: MK meetinglast month. All the feedback received has been positive, and the intentof this bulletin is to ensure the wider group gain some insight into thediscussions that took place. Item 1: Why are we here? Review v Retrospective We kicked off the session with a The discussion turned to the small exercise to identify what we topic of end of sprint activities believed a valuable user group and we talked about both the would look like i.e. what is worth Sprint Review and Sprint dragging yourself along to on a Retrospective. This is sometimes cold winter’s evening! The group a misunderstood or confused wants to network locally, share part of Scrum. At the end of an experiences and learning, iteration or sprint, the team goes encourage the adoption of agile through two specific processes: in Milton Keynes, and drink free beer… and be sponsored to do this! 1. The team presents its outputs for the time period i.e. in this Discussion backlog example, the team should Item 2: Discussion Backlog present its strategy for the During the initial exercise a large client. This should be presented number of discussion topics were to the business owner or identified, these were prioritised to customer of the product. provide an on-going agenda for The purpose is to ensure the user group. From this we were that throughout the project able to identify as more and more sprints are completed, the business Item 3: Scrum in a understands what is being built and can feedback on Non-Software Environment both its quality and alignment The main part of the session to business needs. The intent comprised a workshop discussion is to ensure that the end about using Scrum in a non- result of the project is closely software environment. One of aligned to business needs. our group has just completed their first sprint (4 week iteration) 2. The team retrospects… The and we started by understanding team asks itself ‘what did we a little about the business. do well in the last 4 weeks?” “what went poorly or needs Mindmap of improvement?” and finally Mindmap of “what are we going to do Non-Software Environment Non-Software Environment differently in the next sprint?” A general discussion brought out the fact that the business’ primary functions are stakeholder management, event management, workshop facilitation, fund-raising, marketing and communications on behalf of non-for-profit organisations across the UK. Retrospective Output
  • 4. Agile: MK Journal These two activities are for this project the deliverable fundamental to the successful of a Strategy would probably adoption of Scrum and represent include acceptance criteria the key objectives of firstly such as governance strategy, ensuring a deliverable meets the fund-raising strategy and customer’s needs, and secondly communications strategy as ensuring a team continuously part of the overall delivery. improves its capabilities. Other criteria could include Definition of Done being written in English, available for download, in pdf & Acceptance Criteria and PowerPoint formats. One clear area to consider when adopting Scrum in non-software environments is quality. Operational Scrum Board environments generally produce The final part of the session lots of different deliverables as turned to a more practical way part of meeting its customer of helping the team achieve its needs. Rather than increments of goals within a sprint – the Scrum software, this project is delivering Board. The group discussed the documentation, marketing artefacts, implementation of scrum boards, events, workshops and is raising how they differ from Kanban Scrum Board capital. How will the team ensure boards, and some of the lean that each of their deliverables is of principles behind boards such the required quality? as maintaining low levels of work-in-progress (WIP). The discussion group started to articulate the concept of ‘Definition The Scrum board is typically a of Done’. For any delivered feature white board displaying all the or artefact, the team needs to ask teams’ deliverables and associated itself “How well has the feature tasks. This makes the team’s been completed?” “To what level activities transparent to everyone of quality?” in the room and this transparency can have a significant impact on The essential part of a Definition the team and management. of Done is that it is created by the team. Typically, the Definition There are many forms of scrum of Done consists of a list of board, and two typical standards and agreements that the implementations highlighted team agrees to adhere to for each were [To Do – In Progress – of its deliverables. Team members Done] and [To Do – Analysis – should be transparent about these Development – Test – Done]. criteria and effective teams are We further discussed the relative able to challenge each other maturity of teams adopting when these criteria are broken. different styles, as well as queue identification and bottlenecks, So for the project at hand, the and observed that more mature question for the team is “what does teams typically need fewer steps a high quality strategy consist of? across the board. In contrast, acceptance criteria is a term used to articulate the needs of the customer i.e. what should the deliverable do, what pieces of the deliverable does the customer assign value to and will therefore, pay for? The group outlined that acceptance criteria are the ‘things the customer wants’. So
  • 5. Agile: MK Bookshop December 2012 Agile Software Development with Scrum by Ken Schwaber & Mike Beedle This is the first agile book I ever read back in 2003. Reading this book led to the first ever Certified Scrum Master course in the UK, the creation of a £12m Agile Consulting practice and changed the shape of many people’s lives. For anyone new to agile and Scrum and wanting to get a basic understanding of the premis and principles of agile then this is a solid start. It is an easy to understand introduction to agile and Scrum by the co-founder of Scrum - Ken Schwaber. Agile is an umbrella covering a vast array of values, principles, practices, and processes. For many, the core methods that help to define Agile are Scrum, Extreme Programming and Lean Thinking. For me the starting point was Scrum, below are some other key books to consider reading when adopting agile and cover some of these other areas. Lean Thinking Lean Software Development: Extreme Programming Explained by James P. Womack & An Agile Toolkit by Kent Beck with Cynthia Andres Daniel T. Jones by Mary Poppendieck & Tom Poppendieck User Stories Applied Specification by Example Practices for Scaling Lean & by Mike Cohn by Gojko Adzic Agile Development by Craig Larman & Bas Vodde
  • 6. Agile: MK Journalendjin are a full-service design, UX & development consultancy, with deep experience of technology and broad business expertise Strategy Envisioning Board Facilitation Enterprise Backlog Shaping Creative Digital Branding Communication User Experience Development Application Development Application Lifecycle Management Process & Engjneering practices Cloud Proof of Concept Platform Migration Scale & Performance Grid computing Big Data say