The Zen of Scrum                        Jurgen Appelo – jurgen@noop.nl                                    version 3picture...
Problems        AgendaAgileScrum RolesScrum ProcessHot IssuesResults
Problemsphoto by Jule_Berlin                       with traditional software                             development
TraditionalPhased developmentAnticipated resultsUp-front design   picture by jasonb42882
Requirements Not ClearFear to go to the next phaseAnalysis paralysis
Requirements ChangeChange gets more and more expensiveCustomers don’t get what they want
Project Takes Too Long32% of projects delivered successfullyLong duration defers revenue(Source: Standish Report 2009)
No Time for TestingQuality assurance gets crunchedLate integration means late failures
Time Wasted on Junk52% of requirements implemented64% of functionality rarely used(Source: Standish Report 2003)
Poor Progress Visibility% Task complete not sufficientAverage overrun 43%(Source: Standish Report 2003)
Agile  softwaredevelopment
Process Complexity (M)                        Chaotic                        projects                     Agile           ...
Agile Principles1.    Satisfy the Customer2.    Welcome Change3.    Deliver Frequently4.    Work as a Team5.    Motivate P...
Agile Adoption
Agile Adoption
Scrumpicture by Kiwi Flickr
The GurusKen Schwaber        Jeff Sutherland                     Mike Beedle                               Mike Cohn
Scrum Usage       Commercial software - In-house development       Contract development - Fixed-price projects       Finan...
picture by OnTask                    The Goal                    of Scrum     Manage Complexity, Unpredictability and Chan...
Scrumpicture by exfordy                     Roles
Product    Owner                                      Owner of project visionpicture by Official Star Wars Blog           ...
ProductOwnerDefine features (according to vision)Prioritize features (according to ROI)Pick release datesGive feedbackMana...
The                                       Team                                  Small (5–9 people)                        ...
The TeamDefine tasksEstimate effortDevelop productEnsure qualityEvolve processes
ScrumMaster          Servant leader         Team protector         Troubleshooter            Scrum guide                pi...
ScrumMasterRemove impedimentsPrevent interruptionsFacilitate the teamSupport the processManage management
Pigs and ChickensProduct Owner    Users Scrum Master   ManagersTeam Members    Marketing
Scrum Process
Product Backlog           Express value          Defer decisions                     picture by juhansonin
Product Backlog                  sample from Eclipse.org
Product BacklogOwned by Product OwnerHigh-level requirementsExpressed as business valueNot complete, nor perfectExpected t...
Product Backlog                     Includes rough                       estimatesPrioritized by value & riskBetter to des...
User StoriesAs a <user> I want <functionality> ( so that <benefit> )As a librarian I want to be able to search for books b...
Sprints  Timeboxed – Frozen featuresVariable scope – Shippable result
Sprint PlanningTeam capacity, Product backlog,Current product, Business, Technologies           +Goal                     ...
Sprint PlanningFace-to-face communicationSmall reversible stepsUser’s perspective
Sprint Planning (Part 1)Strategical level planningPrioritize/select featuresDiscuss acceptance criteriaVerify understandin...
Sprint Planning (Part 2)Tactical level planningDefine sprint backlog itemsEstimate sprint backlog itemsUse velocity (Yeste...
Sprint Backlog                           Breakdown of                      business value into                        assi...
Sprint Backlog
Sprint BacklogOwned by the teamTeam allocates workNo additions by others
Daily ScrumThe heartbeat of Scrum                         picture by Hamed Saber
Daily ScrumCommitment and accountabilitySay what you do, do what you sayWhole world is invited                            ...
Daily ScrumWhat I did since last meetingWhat I will do until next meetingWhat things are in my wayOnly the team talksNot t...
Sprint         Task Board   picture by Mountain Goat Software
Definition of DoneAvoid the 90% syndromeCoded, commented, checked in, integrated, reviewed, unit tested, deployed to test ...
Sprint Burn Downpicture by NibiruTech
Sprint Review                      Satisfy Product Ownerpicture by oskay                    Get feedback on product
Sprint Review                   Informal, no slides                   Whole team participates                   The world ...
Sprint ReviewPreparation neededShow complete featuresAccept or reject results1-2 hoursper sprint/week
Sprint     Retrospective                         Evolve the processpicture by kevindooley
SprintRetrospectiveReflect on process and productWhole team participates
Sprint RetrospectiveWhat to start doingWhat to stop doingWhat to continue doing(Product Owner not required)
Features                               -40                                     -20                                        ...
Burn Up Chart  Scope keeps   expanding      Pipeline gets         fatter
Release Planning        Plan features in sprints and releases        Releases depend on accepted sprintspicture by Svilupp...
Release Sprints        Usability testing        Documentation        Help files        Packagingpictures by VistaICO
Sprint Termination        Only in extreme cases        Team terminates: cannot meet sprint goal        Product Owner termi...
Sprints                       Steady pull of business valuepicture by kelsey e.        Inspect and Adapt
Sprints                        Driven by Product Owner                            Small reversible steps                  ...
HotIssues
Scrum vs. XPpicture by extremeprogramming.org
Scrum vs. RUPpicture by WittmannClan.com
Scrum vs. PRINCE2picture by Mike Spain
Scrum vs. Kanbanpicture by Lean Software Engineering
Scaled Scrum                                      (Scrum of Scrums)picture by Mountain Goat Software
Distributed Scrum
Results    effects of applying Scrum
Managed UncertaintyRolling wave planningSimpler mini-projects lowers risk
Flexible ScopeAllow changes at fixed intervalsReleases enable learning
Faster DeliveryShorter time to marketValue delivered in increments
Higher QualityTesting happens continuouslyProcess improvement built-in
Eliminated WasteNothing is designed that is not builtNothing is built that is not used
Increased VisibilityAll problems are made visibleProgress is running tested software
More Fun, Happy Teamspicture by woodleywonderworks
PreconditionsEmpowermentDisciplineCourageStaminaPassionCoachingStable TeamsCross-FunctionalAvailable Customer             ...
Disclaimer                     No Engineering Practices                        Looks Simple, Is Hard                      ...
Books
Sites        www.scrumalliance.org        www.scrum.org        www.mountaingoatsoftware.com        www.agilesoftwaredevelo...
slideshare.net/jurgenappelo@jurgenappelo (twitter)noop.nl (blog)jurgenappelo.com (site)management30.com (book)
Q&Apicture by -bast-
This presentation was inspired by the works of many people, and Icannot possibly list them all. Though I did my very best ...
Thezenofscrum1 090221154550 Phpapp01
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Thezenofscrum1 090221154550 Phpapp01

  1. 1. The Zen of Scrum Jurgen Appelo – jurgen@noop.nl version 3picture by ePi.Longo
  2. 2. Problems AgendaAgileScrum RolesScrum ProcessHot IssuesResults
  3. 3. Problemsphoto by Jule_Berlin with traditional software development
  4. 4. TraditionalPhased developmentAnticipated resultsUp-front design picture by jasonb42882
  5. 5. Requirements Not ClearFear to go to the next phaseAnalysis paralysis
  6. 6. Requirements ChangeChange gets more and more expensiveCustomers don’t get what they want
  7. 7. Project Takes Too Long32% of projects delivered successfullyLong duration defers revenue(Source: Standish Report 2009)
  8. 8. No Time for TestingQuality assurance gets crunchedLate integration means late failures
  9. 9. Time Wasted on Junk52% of requirements implemented64% of functionality rarely used(Source: Standish Report 2003)
  10. 10. Poor Progress Visibility% Task complete not sufficientAverage overrun 43%(Source: Standish Report 2003)
  11. 11. Agile softwaredevelopment
  12. 12. Process Complexity (M) Chaotic projects Agile projects Structured projects
  13. 13. Agile Principles1. Satisfy the Customer2. Welcome Change3. Deliver Frequently4. Work as a Team5. Motivate People6. Communicate Face-to-Face7. Measure Working Software8. Maintain Constant Pace9. Excel at Quality10. Keep it Simple11. Evolve Designs12. Reflect Regularly
  14. 14. Agile Adoption
  15. 15. Agile Adoption
  16. 16. Scrumpicture by Kiwi Flickr
  17. 17. The GurusKen Schwaber Jeff Sutherland Mike Beedle Mike Cohn
  18. 18. Scrum Usage Commercial software - In-house development Contract development - Fixed-price projects Financial applications - ISO 9001-certified applications Embedded systems - 24x7 systems with 99.999% uptime Joint Strike Fighter - Video game development FDA-approved, life-critical systems - Web sites Satellite-control software - Handheld software Mobile phones - Network switching applications ISV applications - Some of the largest applications in usehttp://www.mountaingoatsoftware.com
  19. 19. picture by OnTask The Goal of Scrum Manage Complexity, Unpredictability and Change through Visibility, Inspection and Adaptation
  20. 20. Scrumpicture by exfordy Roles
  21. 21. Product Owner Owner of project visionpicture by Official Star Wars Blog Represents the customer
  22. 22. ProductOwnerDefine features (according to vision)Prioritize features (according to ROI)Pick release datesGive feedbackManage stakeholdersAccept or reject results
  23. 23. The Team Small (5–9 people) Colocated - Cross-functionalpicture by ewen and donabel Self-organized - Full-time
  24. 24. The TeamDefine tasksEstimate effortDevelop productEnsure qualityEvolve processes
  25. 25. ScrumMaster Servant leader Team protector Troubleshooter Scrum guide picture by Orange Beard
  26. 26. ScrumMasterRemove impedimentsPrevent interruptionsFacilitate the teamSupport the processManage management
  27. 27. Pigs and ChickensProduct Owner Users Scrum Master ManagersTeam Members Marketing
  28. 28. Scrum Process
  29. 29. Product Backlog Express value Defer decisions picture by juhansonin
  30. 30. Product Backlog sample from Eclipse.org
  31. 31. Product BacklogOwned by Product OwnerHigh-level requirementsExpressed as business valueNot complete, nor perfectExpected to change & evolveLimited view into the future
  32. 32. Product Backlog Includes rough estimatesPrioritized by value & riskBetter to describe Publicly as user stories visible
  33. 33. User StoriesAs a <user> I want <functionality> ( so that <benefit> )As a librarian I want to be able to search for books by publication year
  34. 34. Sprints Timeboxed – Frozen featuresVariable scope – Shippable result
  35. 35. Sprint PlanningTeam capacity, Product backlog,Current product, Business, Technologies +Goal = picture by Darcy McCarty
  36. 36. Sprint PlanningFace-to-face communicationSmall reversible stepsUser’s perspective
  37. 37. Sprint Planning (Part 1)Strategical level planningPrioritize/select featuresDiscuss acceptance criteriaVerify understanding½ - 1 hourper sprint/week
  38. 38. Sprint Planning (Part 2)Tactical level planningDefine sprint backlog itemsEstimate sprint backlog itemsUse velocity (Yesterday’s Weather)Share commitment½ - 1 hourper sprint/week
  39. 39. Sprint Backlog Breakdown of business value into assignable taskspicture by oskay
  40. 40. Sprint Backlog
  41. 41. Sprint BacklogOwned by the teamTeam allocates workNo additions by others
  42. 42. Daily ScrumThe heartbeat of Scrum picture by Hamed Saber
  43. 43. Daily ScrumCommitment and accountabilitySay what you do, do what you sayWhole world is invited picture by Hamed Saber
  44. 44. Daily ScrumWhat I did since last meetingWhat I will do until next meetingWhat things are in my wayOnly the team talksNot to Scrum MasterNo problem solvingMax 15 minutesStanding up
  45. 45. Sprint Task Board picture by Mountain Goat Software
  46. 46. Definition of DoneAvoid the 90% syndromeCoded, commented, checked in, integrated, reviewed, unit tested, deployed to test environment, passed user acceptance test & documented...= DONE DONE
  47. 47. Sprint Burn Downpicture by NibiruTech
  48. 48. Sprint Review Satisfy Product Ownerpicture by oskay Get feedback on product
  49. 49. Sprint Review Informal, no slides Whole team participates The world is invitedpicture by oskay
  50. 50. Sprint ReviewPreparation neededShow complete featuresAccept or reject results1-2 hoursper sprint/week
  51. 51. Sprint Retrospective Evolve the processpicture by kevindooley
  52. 52. SprintRetrospectiveReflect on process and productWhole team participates
  53. 53. Sprint RetrospectiveWhat to start doingWhat to stop doingWhat to continue doing(Product Owner not required)
  54. 54. Features -40 -20 100 120 0 20 40 60 80 7-1-08 14-1-08 21-1-08 28-1-08 4-2-08 11-2-08 18-2-08 Scope change 25-2-08Features Remaining 3-3-08 10-3-08 17-3-08Scope Target 24-3-08 31-3-08 Burn Down Chart 7-4-08 14-4-08
  55. 55. Burn Up Chart Scope keeps expanding Pipeline gets fatter
  56. 56. Release Planning Plan features in sprints and releases Releases depend on accepted sprintspicture by Sviluppo Agile
  57. 57. Release Sprints Usability testing Documentation Help files Packagingpictures by VistaICO
  58. 58. Sprint Termination Only in extreme cases Team terminates: cannot meet sprint goal Product Owner terminates: priority change Work reverted to end of prior sprint Raises visibility of problemspicture by VistaICO
  59. 59. Sprints Steady pull of business valuepicture by kelsey e. Inspect and Adapt
  60. 60. Sprints Driven by Product Owner Small reversible steps Welcome change Cross-functional team Include design and testing Maintain constant pace Share commitment High quality, DONE Get feedback “Fail fast”picture by kelsey e.
  61. 61. HotIssues
  62. 62. Scrum vs. XPpicture by extremeprogramming.org
  63. 63. Scrum vs. RUPpicture by WittmannClan.com
  64. 64. Scrum vs. PRINCE2picture by Mike Spain
  65. 65. Scrum vs. Kanbanpicture by Lean Software Engineering
  66. 66. Scaled Scrum (Scrum of Scrums)picture by Mountain Goat Software
  67. 67. Distributed Scrum
  68. 68. Results effects of applying Scrum
  69. 69. Managed UncertaintyRolling wave planningSimpler mini-projects lowers risk
  70. 70. Flexible ScopeAllow changes at fixed intervalsReleases enable learning
  71. 71. Faster DeliveryShorter time to marketValue delivered in increments
  72. 72. Higher QualityTesting happens continuouslyProcess improvement built-in
  73. 73. Eliminated WasteNothing is designed that is not builtNothing is built that is not used
  74. 74. Increased VisibilityAll problems are made visibleProgress is running tested software
  75. 75. More Fun, Happy Teamspicture by woodleywonderworks
  76. 76. PreconditionsEmpowermentDisciplineCourageStaminaPassionCoachingStable TeamsCross-FunctionalAvailable Customer picture by mpov
  77. 77. Disclaimer No Engineering Practices Looks Simple, Is Hard No Silver Bullet Not Complete Takes Timepicture by a2gemma
  78. 78. Books
  79. 79. Sites www.scrumalliance.org www.scrum.org www.mountaingoatsoftware.com www.agilesoftwaredevelopment.com www.noop.nlpicture by VistaICO
  80. 80. slideshare.net/jurgenappelo@jurgenappelo (twitter)noop.nl (blog)jurgenappelo.com (site)management30.com (book)
  81. 81. Q&Apicture by -bast-
  82. 82. This presentation was inspired by the works of many people, and Icannot possibly list them all. Though I did my very best to attributeall authors of texts and images, and to recognize any copyrights, ifyou think that anything in this presentation should be changed,added or removed, please contact me at jurgen@noop.nl.http://creativecommons.org/licenses/by-nd/3.0/

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