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Scrum 101: Introduction to Scrum



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Scrum 101: Introduction to Scrum

  1. 1. SCRUM INTRODUCTION  Why Agile? Why Scrum? Arrielle Mali :: CSP::CSPO::CSM
  2. 2. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools That is, while there is value in the items on the right, we value the items on the left more. Responding to change over following a plan Working software over comprehensive documentation Customer collaboration over contract negotiation Arrielle Mali :: CSP::CSPO::CSM
  3. 3. Project Vision Drives the Features Estimates Cost Schedule Features Constraints Features Costs Schedule Plan Driven Value - Vision Driven Waterfall The Plan creates cost/schedule estimates Agile The Vision creates feature estimates Arrielle Mali :: CSP::CSPO::CSM
  4. 4. Specify Design Code Test Ship Waterfall Project Profile Time Arrielle Mali :: CSP::CSPO::CSM
  5. 5. Waterfall Project Profile Integration surprises Phased Plan Driven BDUF Big Design Up Front Expensive to change Contractual Document-centric Arrielle Mali :: CSP::CSPO::CSM
  6. 6. Pull Systems Input Capacity Push systems overwhelm capacity, creating turbulence, waste, and delay. CapacityInput ? Pull systems have a steady flow that provides predictability. Arrielle Mali :: CSP::CSPO::CSM
  7. 7. Agile Benefits for Business Quicker ROI Lower Total Cost Respond to Change Reduce Risk Faster Time to Market Stakeholder RelationsArrielle Mali :: CSP::CSPO::CSM
  8. 8. Agile Benefits for Developers Teaming Quality Work A Sense of Done Visible ProgressRhythm Create Feedback Arrielle Mali :: CSP::CSPO::CSM
  9. 9. SCRUM INTRODUCTION  The Scrum Framework Arrielle Mali :: CSP::CSPO::CSM
  10. 10. What is Agile Software Development? • Team Based • Incremental • Iterative • Value Driven • Frequent Delivery • Production Quality • Inspect & Adapt Arrielle Mali :: CSP::CSPO::CSM
  11. 11. Empirical Process What is Scrum? Arrielle Mali :: CSP::CSPO::CSM
  12. 12. Scrum Framework Sprint Backlog Sprint Planning Potentially shippable product increment Product Backlog Daily Scrum 1-4 weeks Sprint Retrospective Sprint Review 1. What did you do yesterday? 2. What will you do today? 3. Do you have any impediments? Release Planning Arrielle Mali :: CSP::CSPO::CSM
  13. 13. Sprint Timeline Two Week Sprint Pattern Sprint Planning Development Development Development Development DevelopmentDevelopment Development Development Development Sprint Review Retrospective Each development begins with a Daily Scrum Analysis, design, coding, testing & integration in a continuous flow Arrielle Mali :: CSP::CSPO::CSM
  14. 14. The Scrum Team feature on working Feature Feature Feature Product Owner Delivery Team feature feature feature feature feature feature feature feature feature Scrum Master Product Desired Features Arrielle Mali :: CSP::CSPO::CSM
  15. 15. The Product Owner Sets the Vision Manages Backlog Elaborates Features Decides Release Dates Reviews Work Develops the product with high quality. Arrielle Mali :: CSP::CSPO::CSM
  16. 16. The Team •7 +/- 2 •Cross functional •Full time •Self organizing •Empowered •Trust Arrielle Mali :: CSP::CSPO::CSM
  17. 17. Scrum Master Facilitates Protect Coach Teach Administer Helps the Team be awesome! Arrielle Mali :: CSP::CSPO::CSM
  18. 18. SCRUM INTRODUCTION  Common Scrum Practices & Artifacts Arrielle Mali :: CSP::CSPO::CSM
  19. 19. Five Levels of Planning ZStrategy Portfolio Day Release Roadmap Sprint Vision P1 P4 P5P3P2 Product Backlog Release 1 Release 2 Release 3 S1 S2 S3 S5S4 SN Arrielle Mali :: CSP::CSPO::CSM
  20. 20. Product Backlog Priorities: Which items are more valuable? Value: What capabilities are needed for financial success? Sized: What is the effort, risk & complexity for each item? S1 S2 S3 S5S4 SN Release Plan: How long will it take or how many can we do by a given date? Velocity: How much can the team complete in a Sprint? Arrielle Mali :: CSP::CSPO::CSM
  21. 21. Product Backlog Dynamic set of items to be done Prioritized Constantly in flux as the situation changes Story Story Spike Story Story Refactor Defect Story Story Items are added Items are removed Arrielle Mali :: CSP::CSPO::CSM
  22. 22. SAMPLE BURNDOWN CHART Arrielle Mali :: CSP::CSPO::CSM
  23. 23. User Story Template As a <user role>, I can <functionality> so that <value> Arrielle Mali :: CSP::CSPO::CSM
  24. 24. Sample User Stories As a registered user, I can purchase OTC products online so that I do not have to drive to the store. As a purchaser, I can get a receipt for a past transaction so that I can keep my own off-line records. As a purchaser, I can search for generic equivalents of brand named items so I can save money. As a vendor, I can see monthly sales reports so I can see which products are selling best. Arrielle Mali :: CSP::CSPO::CSM
  25. 25. INVEST Criteria for User Stories I Independent Can deliver value by itself. N Negotiable Details can be worked out by conversation. V Valuable The value to the user is clear. E Estimable Team understands it well to estimate. S Small Fits in one Sprint. T Testable We have clear test criteria. Bill Wake 2003 Arrielle Mali :: CSP::CSPO::CSM
  26. 26. User Story Details Story 1: Home Page As a prospective user, I can view the home page so that I can decide if I want to try the service. Story 1 Acceptance Criteria [] Shows company logo and site banner at top [] Shows sales pitch [] Introduces site services [] Has copyright information at bottom [] Uses site “look and feel” <back> <front> Automated Tests Speclet • Formula • UI design • Algorithm • Business rules Arrielle Mali :: CSP::CSPO::CSM
  27. 27. Estimation Basics Story 1: Home Page As a prospective user, I can view the home page so that I can decide if I want to try the service. Story 19: Generics As a purchaser, I can search for generic equivalents of name-brand items so I can save money. • Quick • Relative • Estimation • Done by Team 2 5 More than 2X effort required Arrielle Mali :: CSP::CSPO::CSM
  28. 28. Grooming Basics Keeping the Product Backlog Healthy Prioritization Story Mapping Ideation Done By Team Realistic Sprint Commitments Earlier Feedback Shared Understanding Sprint Preparation Arrielle Mali :: CSP::CSPO::CSM
  29. 29. Prioritization : MoSCoW Must Have Should Have Could Have Won’t Have Feature buffers Out of Scope • Business Value • New Knowledge • Risk/Complexity • Desirability Source: The DSDM Consortium Arrielle Mali :: CSP::CSPO::CSM
  30. 30. Priority Sprint Planning Meeting Product Backlog Sprint Backlog PART ONE Which PBIs can we commit to? What is our Sprint goal? PART TWO Which tasks can we identify for each story? How long do we think each will take? Attended by: Other interested stake- holders PO, Team, Scrum Master Arrielle Mali :: CSP::CSPO::CSM
  31. 31. Sprint Retrospective • Team meets privately •PO? •Format •Gather Data •Reflect on what worked well and what didn’t •Generate Insights •Discuss results and new ideas •Decide Action Items •Consider adopting new practices •Stop doing things that are not working 1.5 hours Arrielle Mali :: CSP::CSPO::CSM
  32. 32. If we could redo the same sprint again, we would do these things the same way. If we could redo the same sprint again, we would do these things differently. Concrete ideas about what we could do differently in the future. Arrielle Mali :: CSP::CSPO::CSM
  33. 33. SCRUM INTRODUCTION  Q&A  Arrielle Mali :: CSP :: CSPO :: CSM

Editor's Notes

  • The Agile Manifesto was written in February of 2001, at a summit of seventeen independent-minded practitioners of several programming methodologies. The participants didn&apos;t agree about much, but they found consensus around four main values.  The Twelve Principles of Agile SoftwareWe follow these principles: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&apos;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.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.
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