More Related Content Similar to Introduction to Agile Practices (20) Introduction to Agile Practices1. scrummaster
responding
change
time-box
prioritize
acceptance
burn-down user stories
roles
servant leader team
inspect
collaboration planning
adoption
high value
shippable sprint self-organizing
Agile Software product owner
story points
quality
working software
Development adapt done
incremental xp
impediments
iterative daily stand-up
interactions
commitment manifesto scrum
backlog
estimating
retrospective
velocity release design
review
testing
22. 35%
projects completed on-time, within
budget, or delivered on specification
The Standish Group, 2006 Chaos Report
28. working
software
comprehensive
documentation
32. iterative
development
Target
System
Project
Check
the
Fit
Itera1on
0
Itera1on
1
Itera1on
2
Itera1on
3
Itera1on
n
Incep1on
Establish
Business
Discovery
Set
up
Project
Incremental
delivery
in
/me‐boxed
2
week
itera/ons
Rela/onship
Assessment
Infrastructure
33. incremental
delivery
Itera1on
2
Weeks
Product
Itera1on
Product
Backlog
Backlog
Increment
34. view
lease
spective
timating
backlog
des
man
test
37. scrumma
prioritize
user stories
servant leader
boration
40. card
As a
freq
Iw uent
ant t
flyer
o re
trip book !
so t a pa
hat
time I sa st!
book ve!
ing t
rips.
!
41. card
As a
freq
Iw uent
ant t
flyer
o re
trip book !
so t a pa
hat
time I sa st!
book ve!
ing t
rips.
!
44. THAT’S REALLY EXPENSIVE.
THE POPPING PART IS EASY
—THAT’S JUST A SPRING.
BUT KNOWING WHEN THE
TOAST IS DONE REQUIRES
AN OPTICAL SENSOR—NEW
TECHNOLOGY.
45. BUT WHAT
ABOUT ALL
THOSE OTHER
TOASTERS OUT
THERE?
46. OH, THEY USE A
TIMER. THEY DON’T
REALLY KNOW WHEN
THE TOAST IS DONE.
IT’S A KLUDGE.
47. OUR CUSTOMERS DON’T
WANT A SUPER-TOASTER.
THEY JUST WANT A
REGULAR TOASTER, WITH A
TIMER, LIKE EVERYONE ELSE.
48. OH, WELL
THAT WON’T
BE EXPENSIVE
AT ALL. COOL.
YEAH, COOL!
49. change
rioritize
acceptance
er stories
ervant leader team
ation plannin
high va
g
51. confirmation n
s ca
lyer
ent f !
requ tript flyer!
nly f past uen ast!
O
am all
kro p
k freq
1. oo o
rebs a ebon f save!
io
A toler t t I
ec
ant s stha
ips.! past
wlow io !
I Al
p ts p oking mr tch
ta
2. it r
ptr
as
e rbomust dates!
m
tiw t ip for
e t
3. N p, excep
tri
53. Product A Product B Product C
Release 1.0 Release 2.0 Release 3.0
Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6
Task
1
Task
2
Task
3
Task
4
Task
5
4
hours
6
hours
2
hours
8
hours
2
hours
55. SIZE CALCULATION DURATION
VELOCITY = 10 20 ITERATIONS
200 UNITS
56. Effort
Complexity
Complexity
Effort
Doubt
Story 1
Doubt
Effort
Complexity
Story 3
Doubt
Story 2
57. M
Effort
Complexity
XL
Complexity
Effort
Doubt
Story 1
Doubt
M
Effort
Complexi
Story 3
ty
Dou
bt
Story 2
58. 5
Effort
Complexity
10
Complexity
Effort
Doubt
Story 1
Doubt
5
Effort
Complexi
Story 3
ty
Dou
bt
Story 2
60. 40
35
Mean (Last 8) = 33
30
Mean (Worst 3) = 28
25
20
15
10
5
0
Itera/on
Itera/on
Itera/on
Itera/on
Itera/on
Itera/on
Itera/on
Itera/on
Itera/on
1
2
3
4
5
6
7
8
9
61. At our slowest velocity we’ll finish here (3X28)
At our average velocity we’ll finish here (3X33)
62. Will Have
The line of hope (3X28)
Might Have
The line of despair (3X33)
Won’t Have
64. teamcapacity
team
member
capacity
this
itera1on
Rachel
46
Ronica
60
Ken
54
Mark
62
Total
222
65. storyone
Task
Es1mate
Owner
Code
the
UI
6
Ronica
Code
the
middle
/er
8
Rachel
Create
and
automate
4
Mark
tests
66. “can we commit to this?”
70
60
50
40
30
20
10
0
Rachel
Ken
Ronica
Mark
67. storytwo
task
es1mate
owner
Code
the
UI
12
Ronica
Code
the
middle
/er
5
Rachel
Create
and
automate
6
Mark
tests
68. “can we commit to this?”
70
60
50
40
30
20
10
0
Rachel
Ken
Ronica
Mark
69. …storynine
Task
Es1mate
Owner
Code
the
UI
8
Ronica
Code
the
middle
/er
6
Rachel
Create
and
automate
3
Mark
tests
70. “can we commit to this?”
70
60
50
40
30
20
10
0
Rachel
Ken
Ronica
Mark
71. storyten
Task
Es1mate
Owner
Code
the
UI
8
Ronica
Code
the
middle
/er
6
Rachel
Create
and
automate
3
Mark
tests
72. “can we commit to this?”
70
60
50
40
30
20
10
0
Rachel
Ken
Ronica
Mark
80. ile Soft
adapt done
daily stand-up
ents
interactions
81. What did you
work on yesterday?
What are you
working on today?
Do you have any
impediments?
93. manifesto
estimating
backlog
retrospective
ease design
view
testing
95. time-b
respo
roles
spect
colla
ion
99. Role
Monday
Tuesday
Wednesday
Thursday
Friday
Developer
Planning/ Coding
Coding/ Coding/ Coding/
Coding
Defect
Fixes
Defect
Fixes
Defect
Fixes
QA/Tester
Planning/ Wri/ng
UAT
QA/Tes/ng
QA/Tes/ng
QA/Tes/ng
Wri/ng
UAT
ScrumMaster
Facilitate
Impediment
Impediment
Impediment
Impediment
Planning
resolu/on
resolu/on
resolu/on
resolu/on
Product
Par/cipate
in
Stakeholder
Stakeholder
Stakeholder
Stakeholder
Owner
Planning
feedback
feedback
feedback
feedback
100. Role
Monday
Tuesday
Wednesday
Thursday
Friday
Developer
Coding/ Coding/ Defect
Fixes/ Defect
Fixes/ Defect
Fixes/
Defect
Fixes
Defect
Fixes
Design/Story
Design/Story
Review/
Development
Development
Retrospec/ve
QA/Tester
QA/Tes/ng
QA/Tes/ng
QA/Tes/ng
QA/Tes/ng/
Final
UAT/
Accpetance
Review/
Criteria
Retrospec/ve
ScrumMaster
Impediment
Impediment
Impediment
Impediment
Facilitate
resolu/on/ resolu/on/ resolu/on/ resolu/on/ Review/
Look
ahead
Refine
stories
Refine
stories
Acceptance
Retrospec/ve
criteria
Product
Look
ahead/ Refine
Refine
Acceptance
Final
UAT/
Owner
Acceptance
stories/ stories/ criteria/ Par/cipate
in
tes/ng
Acceptance
Acceptance
Acceptance
Review/
tes/ng
tes/ng
tes/ng
Retrospec/ve
102. scrummaste
responding
time-box
change
prioritize
user stories
roles
servant leader
ect
collaboration
self-organizing
108. 100
80
50
9
60
10
40
4
6
50
50
20
25
0
CMMI
1
CMMI
5
SCRUM
WORK
REWORK
PROCESS
Sutherland,
J.,
C.
Jacobson,
et
al.
(2007).
Scrum
and
CMMI
Level
5:
A
Magic
Po/on
for
Code
Warriors!
Agile
2007,
Washington,
D.C.,
IEEE.
109. time 100
market
to
Time to Market (Months)
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
10
Home
Away
ects
.
.
l
Proj
ona
Tradi/ BMC
CNET
Moody’s
Accuro
Healthcare
1
1
10
100
1000
User Stories, Code (KSLOC)
QSMA Slim Database Study, 2008
110. welcome to
mainstream
the
the world
is here
innovators pragmatists conservatives laggards
111. agile
adoption
73%
31%
GIS the world
Dr. Dobb’s Journal, Scott Ambler Agile Adoption Survey, 2008
GeoScrum Agile Adoption in GIS Survey, 2008
112. gis the
help
cross chasm
the world
is here
GIS
is here
innovators pragmatists conservatives laggards
113. scrummaster
responding
change
time-box
prioritize
acceptance
user stories
burn-down roles
servant leader team
inspect
collaboration planning
adoption
high value
self-organizing
shippable sprint product owner
chris spagnuolo story points
quality
working software
adapt done
incremental
rally software
xp
impediments
iterative daily stand-up
interactions
commitment manifesto scrum
backlog
release
velocity
estimating
retrospective
www.rallydev.com
review
testing