ScrumAwareness 2.0.1<br />Ådne Brunborg<br />&lt;date&gt;<br />
Who am I?<br />Ådne Brunborg<br />Senior Consultant at Capgemini since march 2005<br />Over 11 yearsexperience as…<br />De...
Audienceexpectations?<br />
Aim<br />This courseaims to provide a basicunderstandingof Agile methods, in particularScrum as a method, itsrelevance and...
Contents<br />Part 1: Agile and Scrum<br />	10 min break<br />Part 2: Agile Estimating and Planning<br />Part 3: ScalingSc...
Contents<br />Part 1: Agile and Scrum<br />	10 min break<br />Part 2: Agile Estimating and Planning<br />Part 3: ScalingSc...
Manifesto for Agile Software Development<br />We are uncovering better ways of developing software by doing it and helping...
Scrum<br />
Scrum<br />Scrum, as a holistic approach in which phases strongly overlap and the whole process is performed by one cross-...
Scrum<br />Wikipedia: ”Scrum is an iterative incremental process of software development commonly used with agile software...
Scrum<br />Wikipedia: ”Scrum is an iterative incremental process of software development commonly used with agile software...
Scrum<br />Wikipedia: ”Scrum is an iterative incremental process of software development commonly used with agile software...
Scrum in 100 words (or less)<br />Scrum is an Agile process focuses on delivering the highest business value in the shorte...
Scrum in 100 words (or less)<br />Scrum is an Agile process focuses on delivering the highest business value in the shorte...
Scrum in 100 words (or less)<br />Scrum is an Agile process focuses on delivering the highest business value in the shorte...
Scrum in 100 words (or less)<br />Scrum is an Agile process focuses on delivering the highest business value in the shorte...
Scrum in 64 words<br />Scrum is an Agile process focuses on delivering the highest business value in the shortest time<br ...
ScrumOverview<br />
ScrumOverview<br />ScrumArtifacts<br />ScrumProcess<br />ScrumRoles<br />
The Artifacts<br />ProductBacklog<br />a prioritized list of high level requirements<br />
The Artifacts<br />ProductBacklog<br />a prioritized list of high level requirements<br />Sprint Backlog<br />a list of ta...
The Artifacts<br />ProductBacklog<br />a prioritized list of high level requirements<br />Sprint Backlog<br />a list of ta...
The Artifacts<br />ProductBacklog<br />a prioritized list of high level requirements<br />Sprint Backlog<br />a list of ta...
ScrumBoardexample<br />
Live Demo: BurndownChart<br />
The Process<br />DailyScrum<br />15 minutes  STANDING; each team memberanswer 3 questions:<br />What have youdonesinceyest...
The Process<br />DailyScrum<br />15 minutes  STANDING; each team memberanswer 3 questions:<br />What have youdonesinceyest...
The Process<br />DailyScrum<br />15 minutes  STANDING; each team memberanswer 3 questions:<br />What have youdonesinceyest...
Questions?<br />
Exercise 1: The DysfunctionalScrum<br />8 volunteers<br />Each person willget a cardwithinstructions<br />One person will ...
Exercise 1: The DysfunctionalScrum: ExerciseRetrospective<br />Whatthecardssaid<br />Be very vague about what you did yest...
The PigRoles<br />The Team<br />developers, designers, testers…<br />responsible for deliveringtheproduct<br />
The PigRoles<br />The Team<br />developers, designers, testers…<br />responsible for deliveringtheproduct<br />The Scrum M...
The PigRoles<br />The Team<br />developers, designers, testers…<br />responsible for deliveringtheproduct<br />The Scrum M...
The ChickenRoles<br />End Users<br />For whomthe software is built<br />
The ChickenRoles<br />End Users<br />For whomthe software is built<br />Stakeholders (customers, vendors )<br />The busine...
The ChickenRoles<br />End Users<br />For whomthe software is built<br />Stakeholders (customers, vendors )<br />The busine...
Questions?<br />
ScrumPrerequisites<br />Understandingofthemethod and itsprinciples<br />(this is whyweareheretoday)<br />
ScrumPrerequisites<br />Understandingofthemethod and itsprinciples<br />(this is whyweareheretoday)<br />Customeravailable...
ScrumPrerequisites<br />Understandingofthemethod and itsprinciples<br />(this is whyweareheretoday)<br />Customeravailable...
ScrumPrerequisites<br />Understandingofthemethod and itsprinciples<br />(this is whyweareheretoday)<br />Customeravailable...
ScrumPrerequisites<br />Understandingofthemethod and itsprinciples<br />(this is whyweareheretoday)<br />Customeravailable...
ScrumAdvantages<br />Team is focused on frequently delivering value to the business<br />
ScrumAdvantages<br />Team is focused on frequently delivering value to the business<br />DailyScrum makes all problems vis...
ScrumAdvantages<br />Team is focused on frequently delivering value to the business<br />DailyScrum makes all problems vis...
ScrumAdvantages<br />Team is focused on frequently delivering value to the business<br />DailyScrum makes all problems vis...
ScrumAdvantages<br />Team is focused on frequently delivering value to the business<br />DailyScrum makes all problems vis...
ScrumAdvantages<br />Scrumgivesdevelopersbettercontrol over theirownsituation, making the team motivated<br />
ScrumAdvantages<br />Scrumgivesdevelopersbettercontrol over theirownsituation, making the team motivated<br />A happydevel...
DailyScrummeetingswill do<br />ScrumMisunderstandings<br />
DailyScrummeetingswill do<br />All weneedaretheScrumartifacts<br />ScrumMisunderstandings<br />
DailyScrummeetingswill do<br />All weneedaretheScrumartifacts<br />No detailedrequirements<br />ScrumMisunderstandings<br />
DailyScrummeetingswill do<br />All weneedaretheScrumartifacts<br />No detailedrequirements<br />No documentation<br />Scru...
DailyScrummeetingswill do<br />All weneedaretheScrumartifacts<br />No detailedrequirements<br />No documentation<br />No d...
DailyScrummeetingswill do<br />All weneedaretheScrumartifacts<br />No detailedrequirements<br />No documentation<br />No d...
Coffee Break!10 minutes<br />
Contents<br />Part 1: Agile and Scrum<br />	10 min break<br />Part 2: Agile Estimating and Planning<br />Part 3: ScalingSc...
Planning Poker<br />Wikipedia: “Planning Poker is a consensus-based estimation technique for estimating, mostly used to es...
Planning Poker<br />Wikipedia: “Planning Poker is a consensus-based estimation technique for estimating, mostly used to es...
Planning Poker<br />
Planning Poker<br />First, thetask is described by onewho understands it<br />
Planning Poker<br />First, thetask is described by onewho understands it<br />Each person thenselects a card he feelsappro...
Planning Poker<br />First, thetask is described by onewho understands it<br />Each person thenselects a card he feelsappro...
Planning Poker<br />First, thetask is described by onewho understands it<br />Each person thenselects a card he feelsappro...
Planning Poker<br />First, thetask is described by onewho understands it<br />Each person thenselects a card he feelsappro...
Planning Poker<br />Baselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, prefera...
Planning Poker<br />Baselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, prefera...
Planning Poker<br />Baselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, prefera...
UserStories and theProductBacklog<br />A user story is a software system requirement formulated as one or two sentences in...
UserStories and theProductBacklog<br />A user story is a software system requirement formulated as one or two sentences in...
UserStories and theProductBacklog<br />A user story is a software system requirement formulated as one or two sentences in...
Prioritizingthework<br />UserStoriesareprioritizedaccording to thehighestValue-to-Effort (Story-Points-to-Estimate) value<...
Prioritizingthework<br />UserStoriesareprioritizedaccording to thehighestValue-to-Effort (Story-Points-to-Estimate) value<...
Prioritizingthework<br />UserStoriesareprioritizedaccording to thehighestValue-to-Effort (Story-Points-to-Estimate) value<...
Team Velocity<br />Team velocity is how much product backlog effort a team can deliver in one sprint – measured in “Story ...
Team Velocity<br />Team velocity is how much product backlog effort a team can deliver in one sprint – measured in “Story ...
Team Velocity<br />Team velocity is how much product backlog effort a team can deliver in one sprint – measured in “Story ...
DefinitionofDone (DoD)<br />DoD is a checklist of valuable activities required to produce software<br />
DefinitionofDone (DoD)<br />DoD is a checklist of valuable activities required to produce software<br />DoD is the primary...
DefinitionofDone (DoD)<br />DoD is a checklist of valuable activities required to produce software<br />DoD is the primary...
DefinitionofDone (DoD)<br />DoD is a checklist of valuable activities required to produce software<br />DoD is the primary...
DefinitionofDone (DoD)<br />DoD is a checklist of valuable activities required to produce software<br />DoD is the primary...
Questions?<br />
Exercise 2: The Paper Town, part 1<br />Make an estimate for a papertown to be built in nextexercise<br />Specificationoft...
Exercise 2: The Paper Town, part 1specificationofbuildings<br />House: 150 +/- 25 cm^2, 1 story<br />1 story = 8-10 cm<br ...
Exercise 2: The Paper Town, part 1backlog<br />
Exercise 2: The Paper Town, part 1prototype ofhouse<br />
Exercise 2: The Paper Town, part 1ExerciseRetrospective<br />
Contents<br />Part 1: Agile and Scrum<br />	10 min break<br />Part 2: Agile Estimating and Planning<br />Part 3: ScalingSc...
© 2009 Capgemini. All rights reserved<br />Steinar Årdal & Geir Magne Trengereid<br />92<br />ScalingScrum(as done in the ...
© 2009 Capgemini. All rights reserved<br />Steinar Årdal & Geir Magne Trengereid<br />93<br />Daily<br />Scrum<br />Produc...
© 2009 Capgemini. All rights reserved<br />Steinar Årdal & Geir Magne Trengereid<br />94<br />Scrum of Scrums<br />A<br />...
Synchronisingthe teams
Focusoncommon impediments</li></ul>Product <br />Backlog<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx...
© 2009 Capgemini. All rights reserved<br />Steinar Årdal & Geir Magne Trengereid<br />95<br />MetaScrum<br />MetaScrums (1...
ScrumMasters/TeamLeader
Synchronisingthe program
Focusoncommon impediments</li></ul>Programme <br />Roadmap<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx<br ...
Sometimessacrifices must be done…<br />
Coffee Break? 10 minutes<br />
Contents<br />Part 1: Agile and Scrum<br />	10 min break<br />Part 2: Agile Estimating and Planning<br />Part 3: ScalingSc...
Exercise 3: The Paper Town, part 2building and deploying<br />Buildthebuildingsestimated in Exercise 2<br />15 minutes spr...
Exercise 3: The Paper Town, part 2ProductBacklog Sprint 1<br /><ul><li>Team Commitment?
Whichbuildingscanyour team committ to?</li></li></ul><li>Exercise 3: The Paper Town, part 2 Sprint 1 Retrospective<br />Di...
Exercise 3: The Paper Town, part 2ProductBacklog Sprint 2<br /><ul><li>Team Commitment?
Whichbuildingscanyour team committ to?</li></li></ul><li>Exercise 3: The Paper Town, part 2 Sprint 2 Retrospective<br />Di...
Exercise 3: The Paper Town, part 2ProductBacklog Sprint 3<br />A towerdoes not need to be square or rectangular<br />A tow...
Exercise 3: The Paper Town, part 2ExerciseRetrospective<br />
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Scrum Awareness 2.0.1

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a 3-hour Scrum Awareness course

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Scrum Awareness 2.0.1

  1. 1. ScrumAwareness 2.0.1<br />Ådne Brunborg<br />&lt;date&gt;<br />
  2. 2. Who am I?<br />Ådne Brunborg<br />Senior Consultant at Capgemini since march 2005<br />Over 11 yearsexperience as…<br />Developer<br />Architect<br />Team Leader<br />
  3. 3. Audienceexpectations?<br />
  4. 4. Aim<br />This courseaims to provide a basicunderstandingof Agile methods, in particularScrum as a method, itsrelevance and mindset, and practicaluseofScrum in projects<br />Itsprimaryaudience is developerswithlittle or nounderstandingofScrum<br />
  5. 5. Contents<br />Part 1: Agile and Scrum<br /> 10 min break<br />Part 2: Agile Estimating and Planning<br />Part 3: ScalingScrum<br /> 10 min break<br />Part 4: Exercise<br />
  6. 6. Contents<br />Part 1: Agile and Scrum<br /> 10 min break<br />Part 2: Agile Estimating and Planning<br />Part 3: ScalingScrum<br /> 10 min break<br />Part 4: Exercise<br />
  7. 7. Manifesto for Agile Software Development<br />We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: <br />Individuals and interactions over processes and tools <br />Working software over comprehensive documentation<br />Customer collaboration over contract negotiation <br />Responding to change over following a plan <br />That is, while there is value in the items on the right, we value the items on the left more. <br />www.agilemanifesto.org<br />
  8. 8. Scrum<br />
  9. 9. Scrum<br />Scrum, as a holistic approach in which phases strongly overlap and the whole process is performed by one cross-functional team across the different phases, is comparable to rugby, where the whole team &quot;tries to go to the distance as a unit, passing the ball back and forth“ <br />(from “The New New Product Development Game” by Hirotaka Takeuchi and IkujiroNonaka )<br />
  10. 10. Scrum<br />Wikipedia: ”Scrum is an iterative incremental process of software development commonly used with agile software development.”<br />
  11. 11. Scrum<br />Wikipedia: ”Scrum is an iterative incremental process of software development commonly used with agile software development.”<br />Definitionsvary: ”Its a method… it’s not a methodit’s a process… it’s not a processit’s a framework… it’s not a frameworkit’s a method… etc”<br />
  12. 12. Scrum<br />Wikipedia: ”Scrum is an iterative incremental process of software development commonly used with agile software development.”<br />Definitionsvary: ”Its a method… it’s not a methodit’s a process… it’s not a processit’s a framework… it’s not a frameworkit’s a method… etc”<br />Butthat is not important!<br />
  13. 13. Scrum in 100 words (or less)<br />Scrum is an Agile process focuses on delivering the highest business value in the shortest time<br />
  14. 14. Scrum in 100 words (or less)<br />Scrum is an Agile process focuses on delivering the highest business value in the shortest time<br />The business sets the priorities. The developers self-organize to determine best to deliver the highest priority features<br />
  15. 15. Scrum in 100 words (or less)<br />Scrum is an Agile process focuses on delivering the highest business value in the shortest time<br />The business sets the priorities. The developers self-organize to determine best to deliver the highest priority features<br />It utilizes rapid and repeated inspection of work products<br />
  16. 16. Scrum in 100 words (or less)<br />Scrum is an Agile process focuses on delivering the highest business value in the shortest time<br />The business sets the priorities. The developers self-organize to determine best to deliver the highest priority features<br />It utilizes rapid and repeated inspection of work products<br />Every two to four weeks “anyone” can see real working product increments – which may be released to customers<br />
  17. 17. Scrum in 64 words<br />Scrum is an Agile process focuses on delivering the highest business value in the shortest time<br />The business sets the priorities. The developers self-organize to determine best to deliver the highest priority features<br />It utilizes rapid and repeated inspection of work products<br />Every two to four weeks “anyone” can see real working product increments – which may be released to customers<br />
  18. 18. ScrumOverview<br />
  19. 19. ScrumOverview<br />ScrumArtifacts<br />ScrumProcess<br />ScrumRoles<br />
  20. 20. The Artifacts<br />ProductBacklog<br />a prioritized list of high level requirements<br />
  21. 21. The Artifacts<br />ProductBacklog<br />a prioritized list of high level requirements<br />Sprint Backlog<br />a list of tasks to be completed during the sprint<br />
  22. 22. The Artifacts<br />ProductBacklog<br />a prioritized list of high level requirements<br />Sprint Backlog<br />a list of tasks to be completed during the sprint<br />BurndownChart<br />a progress chartmeasuring ”estimatedhoursremaining”<br />
  23. 23. The Artifacts<br />ProductBacklog<br />a prioritized list of high level requirements<br />Sprint Backlog<br />a list of tasks to be completed during the sprint<br />BurndownChart<br />a progress chartmeasuring ”estimatedhoursremaining”<br />ScrumBoard<br />making it all visible<br />
  24. 24. ScrumBoardexample<br />
  25. 25. Live Demo: BurndownChart<br />
  26. 26. The Process<br />DailyScrum<br />15 minutes STANDING; each team memberanswer 3 questions:<br />What have youdonesinceyesterday?<br />What do you plan to do today?<br />Do you have any impediments?<br />
  27. 27. The Process<br />DailyScrum<br />15 minutes STANDING; each team memberanswer 3 questions:<br />What have youdonesinceyesterday?<br />What do you plan to do today?<br />Do you have any impediments?<br />Sprint<br />An iteration, 2-4 weeks<br />No changes in the Sprint Backlog during thisperiod!<br />
  28. 28. The Process<br />DailyScrum<br />15 minutes STANDING; each team memberanswer 3 questions:<br />What have youdonesinceyesterday?<br />What do you plan to do today?<br />Do you have any impediments?<br />Sprint<br />An iteration, 2-4 weeks<br />No changes in the Sprint Backlog during thisperiod!<br />Sprint Retrospective – ”inspect and adapt”<br />At end of a Sprint, 30 minutes to 4 hours<br />
  29. 29. Questions?<br />
  30. 30. Exercise 1: The DysfunctionalScrum<br />8 volunteers<br />Each person willget a cardwithinstructions<br />One person will be theScrum Master<br />The team willperform a DailyScrum, witheach person actingoutthe given instructions<br />
  31. 31. Exercise 1: The DysfunctionalScrum: ExerciseRetrospective<br />Whatthecardssaid<br />Be very vague about what you did yesterday.<br />Attempt to distract the people next to you<br />Get really technical about what you did or are going to do so nobody on the team understands your jargon.<br />You’ve been struggling with the same task for the last 5 days. <br />Try and talk for as long as possible about what you did yesterday or are going to do today.<br />Always interrupt others when they are talking.<br /><ul><li>Immediately leave the room. Then, return (“turn up late to the Daily Scrum”) and act uninterested.</li></li></ul><li>Pigs and Chickens<br />
  32. 32. The PigRoles<br />The Team<br />developers, designers, testers…<br />responsible for deliveringtheproduct<br />
  33. 33. The PigRoles<br />The Team<br />developers, designers, testers…<br />responsible for deliveringtheproduct<br />The Scrum Master<br />responsible for facilitatingtheScrumprocess<br />
  34. 34. The PigRoles<br />The Team<br />developers, designers, testers…<br />responsible for deliveringtheproduct<br />The Scrum Master<br />responsible for facilitatingtheScrumprocess<br />The ProductOwner<br />responsible for maintaining the Product Backlog by representing the interests of the stakeholders (&quot;customers&quot;). <br />
  35. 35. The ChickenRoles<br />End Users<br />For whomthe software is built<br />
  36. 36. The ChickenRoles<br />End Users<br />For whomthe software is built<br />Stakeholders (customers, vendors )<br />The business side<br />
  37. 37. The ChickenRoles<br />End Users<br />For whomthe software is built<br />Stakeholders (customers, vendors )<br />The business side<br />Management<br />The organisation side<br />
  38. 38. Questions?<br />
  39. 39. ScrumPrerequisites<br />Understandingofthemethod and itsprinciples<br />(this is whyweareheretoday)<br />
  40. 40. ScrumPrerequisites<br />Understandingofthemethod and itsprinciples<br />(this is whyweareheretoday)<br />Customeravailable during theproject<br />
  41. 41. ScrumPrerequisites<br />Understandingofthemethod and itsprinciples<br />(this is whyweareheretoday)<br />Customeravailable during theproject<br />Culture for opencommunication<br />
  42. 42. ScrumPrerequisites<br />Understandingofthemethod and itsprinciples<br />(this is whyweareheretoday)<br />Customeravailable during theproject<br />Culture for opencommunication<br />Self-discipline and honesty<br />
  43. 43. ScrumPrerequisites<br />Understandingofthemethod and itsprinciples<br />(this is whyweareheretoday)<br />Customeravailable during theproject<br />Culture for opencommunication<br />Self-discipline and honesty<br />Remember – it is the Team and not theindividualdeveloperthat is responsible for delivering!<br />
  44. 44. ScrumAdvantages<br />Team is focused on frequently delivering value to the business<br />
  45. 45. ScrumAdvantages<br />Team is focused on frequently delivering value to the business<br />DailyScrum makes all problems visible<br />
  46. 46. ScrumAdvantages<br />Team is focused on frequently delivering value to the business<br />DailyScrum makes all problems visible<br />Customer Collaboration makes for betterRequirements and Change Management<br />
  47. 47. ScrumAdvantages<br />Team is focused on frequently delivering value to the business<br />DailyScrum makes all problems visible<br />Customer Collaboration makes for betterRequirements and Change Management<br />Administration and documentation kept to a minimum<br />
  48. 48. ScrumAdvantages<br />Team is focused on frequently delivering value to the business<br />DailyScrum makes all problems visible<br />Customer Collaboration makes for betterRequirements and Change Management<br />Administration and documentation kept to a minimum<br />Possibility to combine Scrum with other methodics<br />
  49. 49. ScrumAdvantages<br />Scrumgivesdevelopersbettercontrol over theirownsituation, making the team motivated<br />
  50. 50. ScrumAdvantages<br />Scrumgivesdevelopersbettercontrol over theirownsituation, making the team motivated<br />A happydeveloper is a gooddeveloper!<br />
  51. 51. DailyScrummeetingswill do<br />ScrumMisunderstandings<br />
  52. 52. DailyScrummeetingswill do<br />All weneedaretheScrumartifacts<br />ScrumMisunderstandings<br />
  53. 53. DailyScrummeetingswill do<br />All weneedaretheScrumartifacts<br />No detailedrequirements<br />ScrumMisunderstandings<br />
  54. 54. DailyScrummeetingswill do<br />All weneedaretheScrumartifacts<br />No detailedrequirements<br />No documentation<br />ScrumMisunderstandings<br />
  55. 55. DailyScrummeetingswill do<br />All weneedaretheScrumartifacts<br />No detailedrequirements<br />No documentation<br />No design<br />ScrumMisunderstandings<br />
  56. 56. DailyScrummeetingswill do<br />All weneedaretheScrumartifacts<br />No detailedrequirements<br />No documentation<br />No design<br />No plan<br />ScrumMisunderstandings<br />
  57. 57. Coffee Break!10 minutes<br />
  58. 58. Contents<br />Part 1: Agile and Scrum<br /> 10 min break<br />Part 2: Agile Estimating and Planning<br />Part 3: ScalingScrum<br /> 10 min break<br />Part 4: Exercise<br />
  59. 59. Planning Poker<br />Wikipedia: “Planning Poker is a consensus-based estimation technique for estimating, mostly used to estimate effort or relative size of tasks in software development.”<br />
  60. 60. Planning Poker<br />Wikipedia: “Planning Poker is a consensus-based estimation technique for estimating, mostly used to estimate effort or relative size of tasks in software development.”<br />Most commonly used for estimatingeffort, butcanalso be used for estimatingvalue<br />
  61. 61. Planning Poker<br />
  62. 62. Planning Poker<br />First, thetask is described by onewho understands it<br />
  63. 63. Planning Poker<br />First, thetask is described by onewho understands it<br />Each person thenselects a card he feelsappropriate<br />
  64. 64. Planning Poker<br />First, thetask is described by onewho understands it<br />Each person thenselects a card he feelsappropriate<br />The cardsareshownsimultanously<br />
  65. 65. Planning Poker<br />First, thetask is described by onewho understands it<br />Each person thenselects a card he feelsappropriate<br />The cardsareshownsimultanously<br />The person withthehighest and lowestnumberarguetheirestimate – total time no more than 5 minutes – before a newround is played<br />
  66. 66. Planning Poker<br />First, thetask is described by onewho understands it<br />Each person thenselects a card he feelsappropriate<br />The cardsareshownsimultanously<br />The person withthehighest and lowestnumberarguetheirestimate – total time no more than 5 minutes – before a newround is played<br />Ifno consensus is reachedafter 3 rounds, thetask is ”parked”<br />
  67. 67. Planning Poker<br />Baselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2<br />
  68. 68. Planning Poker<br />Baselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2<br />The cards are numbered as they are to account for the fact that the higher an estimate is, the more uncertainty it contains<br />
  69. 69. Planning Poker<br />Baselining is done by selecting a fairlysmall and well-understoodtask and estimating it first, preferably to a lownumber, typically 2<br />The cards are numbered as they are to account for the fact that the higher an estimate is, the more uncertainty it contains<br />Estimates obtained through the Planning Poker process are shown to be less optimistic and more accuratethan estimates obtained through mechanical combination of individual estimates for the same tasks<br />
  70. 70. UserStories and theProductBacklog<br />A user story is a software system requirement formulated as one or two sentences in the everyday or business language of the user<br />“As a customer representative, I can search for my customers by their first and last name.”<br />“As a non-administrative user, I can modify my own schedules but not the schedules of other users.”<br />
  71. 71. UserStories and theProductBacklog<br />A user story is a software system requirement formulated as one or two sentences in the everyday or business language of the user<br />“As a customer representative, I can search for my customers by their first and last name.”<br />“As a non-administrative user, I can modify my own schedules but not the schedules of other users.”<br />A User Story has value, thisvalue is visualizedwith a relative numbercalled Story Points<br />
  72. 72. UserStories and theProductBacklog<br />A user story is a software system requirement formulated as one or two sentences in the everyday or business language of the user<br />“As a customer representative, I can search for my customers by their first and last name.”<br />“As a non-administrative user, I can modify my own schedules but not the schedules of other users.”<br />A User Story has value, thisvalue is visualizedwith a relative numbercalled Story Points<br />The ProductBacklog is a prioritized list ofUserStories<br />
  73. 73. Prioritizingthework<br />UserStoriesareprioritizedaccording to thehighestValue-to-Effort (Story-Points-to-Estimate) value<br />
  74. 74. Prioritizingthework<br />UserStoriesareprioritizedaccording to thehighestValue-to-Effort (Story-Points-to-Estimate) value<br />
  75. 75. Prioritizingthework<br />UserStoriesareprioritizedaccording to thehighestValue-to-Effort (Story-Points-to-Estimate) value<br />The QuickWinsgetpriority<br />
  76. 76. Team Velocity<br />Team velocity is how much product backlog effort a team can deliver in one sprint – measured in “Story points per Sprint”<br />Remember, thefocus is ”howmuchvaluecanweadd to the business” andnot ”howmuchcodecanweproduce”<br />
  77. 77. Team Velocity<br />Team velocity is how much product backlog effort a team can deliver in one sprint – measured in “Story points per Sprint”<br />Remember, thefocus is ”howmuchvaluecanweadd to the business” andnot ”howmuchcodecanweproduce”<br />The team commits to theamoutofwork it feels it candeliver<br />
  78. 78. Team Velocity<br />Team velocity is how much product backlog effort a team can deliver in one sprint – measured in “Story points per Sprint”<br />Remember, thefocus is ”howmuchvaluecanweadd to the business” andnot ”howmuchcodecanweproduce”<br />The team commits to theamoutofwork it feels it candeliver<br />The team quickly (2-3 sprints) achieves a fairly stable velocity (calibration)<br />
  79. 79. DefinitionofDone (DoD)<br />DoD is a checklist of valuable activities required to produce software<br />
  80. 80. DefinitionofDone (DoD)<br />DoD is a checklist of valuable activities required to produce software<br />DoD is the primary reporting mechanism for team members<br />a feature is either done or it is not-done<br />
  81. 81. DefinitionofDone (DoD)<br />DoD is a checklist of valuable activities required to produce software<br />DoD is the primary reporting mechanism for team members<br />a feature is either done or it is not-done<br />DoD is informed by reality<br />
  82. 82. DefinitionofDone (DoD)<br />DoD is a checklist of valuable activities required to produce software<br />DoD is the primary reporting mechanism for team members<br />a feature is either done or it is not-done<br />DoD is informed by reality<br />DoD is not static<br />
  83. 83. DefinitionofDone (DoD)<br />DoD is a checklist of valuable activities required to produce software<br />DoD is the primary reporting mechanism for team members<br />a feature is either done or it is not-done<br />DoD is informed by reality<br />DoD is not static<br />DoD is auditable<br />
  84. 84. Questions?<br />
  85. 85. Exercise 2: The Paper Town, part 1<br />Make an estimate for a papertown to be built in nextexercise<br />Specificationofthebuildingsonthenext slide (and handedout)<br />Props for building: A4-paper, scissors, tape, ruler<br />10 minutes<br />
  86. 86. Exercise 2: The Paper Town, part 1specificationofbuildings<br />House: 150 +/- 25 cm^2, 1 story<br />1 story = 8-10 cm<br />Villa: 250 +/- 25 cm^2, 1 story<br />Apartement Building: 150 +/-25 cm^2, 4 stories<br />Fire Departement: 300 +/- 10 cm^2, 2 storiesplus a tower, 30 +/-2 cm tall<br />Police Station: 300 +/- 10 cm^2, 3 stories<br />Hospital: 2 stories, 400 +/- 10 cm^2 and 250 +/- 10 cm^2<br />School: 300 +/- 10 cm^2, inside a fenced area 600 +/- 10 cm^2, fence 4-6 cm tall<br />General Store: 400 cm^2 +/- 25 cm, 1 story<br />
  87. 87. Exercise 2: The Paper Town, part 1backlog<br />
  88. 88. Exercise 2: The Paper Town, part 1prototype ofhouse<br />
  89. 89. Exercise 2: The Paper Town, part 1ExerciseRetrospective<br />
  90. 90. Contents<br />Part 1: Agile and Scrum<br /> 10 min break<br />Part 2: Agile Estimating and Planning<br />Part 3: ScalingScrum<br /> 10 min break<br />Part 4: Exercise<br />
  91. 91. © 2009 Capgemini. All rights reserved<br />Steinar Årdal & Geir Magne Trengereid<br />92<br />ScalingScrum(as done in the NAV Pension project)<br />Daily<br />Scrum<br />Sprint<br />SmallScrum<br />Big Scrum<br />
  92. 92. © 2009 Capgemini. All rights reserved<br />Steinar Årdal & Geir Magne Trengereid<br />93<br />Daily<br />Scrum<br />Product <br />Backlog<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />Xxxxxxxxxxxxxxxx<br />Sprint<br />Sprint <br />Backlog<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />Xxxxxxxxxxxxxxxx<br />New, demonstrable<br />functionality at end of<br />each Sprint<br />4 Weeks<br />The Scrumprocess<br />
  93. 93. © 2009 Capgemini. All rights reserved<br />Steinar Årdal & Geir Magne Trengereid<br />94<br />Scrum of Scrums<br />A<br />B<br />C<br />D<br />E<br />Daily ScrumOfScrums(15 min)<br /><ul><li>ScrumMasters & Architects(++)
  94. 94. Synchronisingthe teams
  95. 95. Focusoncommon impediments</li></ul>Product <br />Backlog<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxx xxxxxxxxxxxxxxxx<br />ScrumOfScrumsMaster<br />ScrumMaster<br />ScrumMaster<br />ScrumMaster<br />Sprint A<br />Backlog<br />xxxxxxxxxxxx<br />xxxxxxxxxxxx<br />xxxxxxxxxxxx<br />Sprint B<br />Backlog<br />xxxxxxxxxxxx<br />xxxxxxxxxxxx<br />xxxxxxxxxxxx<br />Sprint C<br />Backlog<br />xxxxxxxxxxxx<br />xxxxxxxxxxxx<br />xxxxxxxxxxxx<br />Sprint D<br />Backlog<br />xxxxxxxxxxxx<br />xxxxxxxxxxxx<br />xxxxxxxxxxxx<br />Sprint E<br />Backlog<br />xxxxxxxxxxxx<br />xxxxxxxxxxxx<br />xxxxxxxxxxxx<br />
  96. 96. © 2009 Capgemini. All rights reserved<br />Steinar Årdal & Geir Magne Trengereid<br />95<br />MetaScrum<br />MetaScrums (15 min)<br /><ul><li> 3 times per week
  97. 97. ScrumMasters/TeamLeader
  98. 98. Synchronisingthe program
  99. 99. Focusoncommon impediments</li></ul>Programme <br />Roadmap<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />xxxxxxxxxxxxxxxx<br />MetaScrumsMaster<br />Infrastructure<br />Design<br />Project X<br />ProjectY<br />ScrumOfScrumsMaster<br />
  100. 100. Sometimessacrifices must be done…<br />
  101. 101. Coffee Break? 10 minutes<br />
  102. 102. Contents<br />Part 1: Agile and Scrum<br /> 10 min break<br />Part 2: Agile Estimating and Planning<br />Part 3: ScalingScrum<br /> 10 min break<br />Part 4: Exercise<br />
  103. 103. Exercise 3: The Paper Town, part 2building and deploying<br />Buildthebuildingsestimated in Exercise 2<br />15 minutes sprint, followed by 5 minute Sprint Retrospective<br />DoD:<br />A building must be placedonthetown area to be ”done”<br />A building must be able to support itself<br />A building must be square or rectangular<br />A building must have a roof<br />Note that not all buildingsarerequested in all sprints!<br />
  104. 104. Exercise 3: The Paper Town, part 2ProductBacklog Sprint 1<br /><ul><li>Team Commitment?
  105. 105. Whichbuildingscanyour team committ to?</li></li></ul><li>Exercise 3: The Paper Town, part 2 Sprint 1 Retrospective<br />Didyour team meetitscommitment?<br />Process:<br />Howdidyouorganiseyour team?<br />Didyou ask theProductOwneranyquestions?<br />Requirements:<br />Are thereanychanges to DoD?<br />Are thereanychanges to theProductBacklog?<br />
  106. 106. Exercise 3: The Paper Town, part 2ProductBacklog Sprint 2<br /><ul><li>Team Commitment?
  107. 107. Whichbuildingscanyour team committ to?</li></li></ul><li>Exercise 3: The Paper Town, part 2 Sprint 2 Retrospective<br />Didyou make anyorganisationalchanges to the team?<br />Didyour team meetitscommitment?<br />Requirements:<br />Are thereanychanges to DoD?<br />Are thereanychanges to theProductBacklog?<br />
  108. 108. Exercise 3: The Paper Town, part 2ProductBacklog Sprint 3<br />A towerdoes not need to be square or rectangular<br />A tower must be at least 50 cm tall, and support itself<br />
  109. 109. Exercise 3: The Paper Town, part 2ExerciseRetrospective<br />
  110. 110. Any Final Questions?<br />
  111. 111. Suggested literature<br />
  112. 112. CourseRetrospective(Bs & Cs)<br />
  113. 113. Thankyou for yourattention<br />

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