Scrum workshop for Project Managers

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A 2 hour workshop for traditional Project Managers to see how they'd respond and how one would if they were doing scrum. It's a little old (over 2 years ago), but still valuable enough to share.

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  • Definition of done
  • 1753, Augustinus in conflict met Donatisten, Charles-Andre van LooKennis was voor Augustinus vooral kennis van het eeuwige en het onveranderlijke, en niet van dingen die constant aan verandering onderhevig zijn. De wereld om ons heen is constant in Flux, en derhalve kan vaste, zekere kennis niet uit de waarnemingen van deze wereld gedestilleerd worden. Ware kennis komt tot ons via illuminatie. Dit is goddelijk licht dat ons beschijnt, en dat wij door toedoen van onze interne leraar, Jezus Christus, als
  • 17e eeuw, engels empirisme.Basis Aristoteles,Al-Farabi, 9e en 10e eeuwDuring the 13th century Thomas Aquinas adopted the Aristotelian position that the senses are essential to mind into scholasticism, making it a dogma of Roman Catholic belief. Bonaventure (1221–1274), one of Aquinas' fiercest intellectual opponents, offered some of the strongest arguments in favour of the Platonic idea of the mind.1689, An Essay Concerning Human Understanding`
  • Priority (or order) based on business value and other factors
  • Grooming the Backlog is an on-going activityPO constantly discusses with the Development Team the PBIs, how to break them down and perform high-level estimatesGrooming takes place during the SprintsTeam should budget 5-10% of their time to perform this on-going effort
  • The acceptance criteria outlines your done list
  • Provides a view of what the PO thinks the team can accomplish by a given dateRelease planning happens all the time throughout the SprintsNot just at the beginningKey in the Release Planning is to have Product Backlog in good shapeComplete with both functional and non-functional PBIsPrioritised by Business ValueHigh level estimates against each PBIAn estimate of the Team’s velocity
  • What is out sprint backlog?
  • Using planning poker – encourages the team to have a conversationEstimation is a collaborative activityPO read the storyEveryone listensEveryone shows their score if not matched, there is a conversation to be hadUse these estimates and pull the stories in their sprint backlogBreak them down into individual tasks (dev, test, ops,…)(on using poker – see STD course – page 147 and onwards)(on estimation – see STD course – page 144 and onwards)
  • Decide that the last story is too big and putting it back onto the backlog
  • Team decided to take on another story on the backlog
  • Sprint is time boxed
  • During sprint scrumWhat we did yesterdayWhat we will do todayAnd is anything blocking us?Should take about 1 ½ minutes per person (even less if possible) – total length should be less than 30 minutes for all team members!Write the blocking issues on the wall
  • Scrum workshop for Project Managers

    1. 1. © Copyright 2011 Avanade Inc. All Rights Reserved. Workshop scrum Jesse Houwing Arnoud Lems October 2012
    2. 2. © Copyright 2011 Avanade Inc. All Rights Reserved. Introduction Overview 1. Introduction of scrum 2. Digging deeper into the process 3. Hands on: Managing a scrum project 2
    3. 3. © Copyright 2011 Avanade Inc. All Rights Reserved. Concepts of Scrum 3
    4. 4. © Copyright 2011 Avanade Inc. All Rights Reserved. Scrum Primer Why? • Controlling Risk – Time-boxing activities – Break large complex problems into smaller, manageable pieces – Focus on defining smaller commitments which results in smaller risk • Improving Predictability – Teams constantly working in Sprints improve ability to plan, estimate and make decisions • Maximising ROI – Scrum Team concentrates on value gained by doing and learning rather than value gained from traditional planning 4
    5. 5. © Copyright 2011 Avanade Inc. All Rights Reserved. • Individuals and interactions… …over processes and tools • Working software… …over comprehensive documentation • Customer collaboration… …over contract negotiation • Responding to change… …over following a plan Principles
    6. 6. © Copyright 2011 Avanade Inc. All Rights Reserved. Better, Faster, Cheaper Agility == Flexibility – Agility provides the capacity and capability of rapidly and efficiently adapting to change • Scrum embraces…. – Change – Unpredictability – Complexity By the way … these are inescapable constants in software development 6
    7. 7. © Copyright 2011 Avanade Inc. All Rights Reserved. Scrum defined •Scrum is….. –…A Framework for developing and sustaining complex products  for example Software Development –…Lightweight –…Simple to understand –…Extremely difficult to master 7
    8. 8. © Copyright 2011 Avanade Inc. All Rights Reserved. Scrum and Agile Primer Scrum is very popular • It is the most popular of the agile processes used today – But it’s not new at all…it’s been in use since the early 90s! 8
    9. 9. © Copyright 2011 Avanade Inc. All Rights Reserved. Scrum and Agile Primer The Scrum Guide • Documents the Scrum Framework – is the official rule book of Scrum • Maintained by Ken Schwaber and Jeff Sutherland • Available at http://www.scrum.org 9
    10. 10. © Copyright 2011 Avanade Inc. All Rights Reserved. How does it work? 10
    11. 11. © Copyright 2011 Avanade Inc. All Rights Reserved. Roles in a scrum team • Product Owner – Determines what features go into product • Scrum Master – Responsible for Project Status and Coordination, Scrum Team productivity and removal of impediments to progress • Team Members – Responsible for building and testing high-quality software • Everyone else (people to do Funding, Acceptance, Delivery & Support,…) are outside of Scrum Team 11
    12. 12. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog Sprint Daily Red, Gree n, Refactor Potentially Shippable Increment Overview of the process
    13. 13. © Copyright 2011 Avanade Inc. All Rights Reserved. Ceremonial • Sprint planning meeting – Determine sizing of stories on the product backlog – Create the sprint backlog • Daily standup – Monitor the sprint backlog – Detect issues • Sprint review meeting – Present the result of the sprint to the PO (and stakeholders) • Retrospective – Give feedback on the way the sprint was conducted – Decide on improvements for the next sprint 13
    14. 14. © Copyright 2011 Avanade Inc. All Rights Reserved. Counter indicators for scrum • Lack of technical capability to support short cycles • Lack of sponsorship both internally and from customer • Customer expects scrum but with “waterfall approach” • Customer is resistance to transparency • Customer is resistant to accountability • We have no clue what it is but it sounds cool 14
    15. 15. © Copyright 2011 Avanade Inc. All Rights Reserved. Scrum compared to waterfall
    16. 16. © Copyright 2011 Avanade Inc. All Rights Reserved. Contents • Illumination versus empirical • Principles • Roles • Process • Ceremonial • Accountability • Q&A
    17. 17. © Copyright 2011 Avanade Inc. All Rights Reserved.
    18. 18. © Copyright 2011 Avanade Inc. All Rights Reserved. The Illumination process RFP • RFP Team is formed • Solution architecture • Estimation Start up • Project team formation • Solution validation Execution • Plan based execution Delivery • Release/go live • Sign off
    19. 19. © Copyright 2011 Avanade Inc. All Rights Reserved. Illumination based approach • Estimation in exact effort • Estimating is performed mystically • Cost and timeline based on estimated effort • Fixed price, fixed scope • Different people involved in RFP phase and actual project • PM monitors planning, scope and contract • RFC’s deal with scope changes • Change resistent • Constraint commitment made by management
    20. 20. © Copyright 2011 Avanade Inc. All Rights Reserved. 20
    21. 21. © Copyright 2011 Avanade Inc. All Rights Reserved. The emprical process RFP • RFP is scheduled for a team (or teams) • Solution architecture • Estimation Start up • Sprint 0 • Solution validation Execution • Plan based execution • Release/go live Delivery • Sign off
    22. 22. © Copyright 2011 Avanade Inc. All Rights Reserved. Emprical approach • Estimation in relative complexity • Use team velocity for estimating cost and time line • (Fixed price or fixed date) and fixed quality • Existing team is lined up • Designated team schedules sprint 0 • PM monitors contract • Team commitment for sprint (and project) constraints • (PM acts as product owner) • (PM acts as scrum master)
    23. 23. © Copyright 2011 Avanade Inc. All Rights Reserved. Accountability 23 Traditionally Scrum Date/cost commitments Project Manager PO Optimise value (ROI) ? PO Fully communicate changes to stakeholders Project Manager ? PO Transparency ? Scrum Master Project Status Project Manager PO Productivity Improvements Development Managers Development Teams Product change based on empirical evidence ? PO Quality QA Development Teams Impediment Removal Development Managers Scrum Master Organisational change to Agile ? Management
    24. 24. © Copyright 2011 Avanade Inc. All Rights Reserved. Release planning 24
    25. 25. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog Sprint Daily Red, Green, Refactor Potentially Shippable Increment Step 1: Establish a backlog
    26. 26. © Copyright 2011 Avanade Inc. All Rights Reserved. Create user story/PBI • Entering User Stories/PBIs involves a 3-part structure – A Role  “As a Salesperson…” – A Feature  “..I want to enter my leads…” – A Benefit  “…so that I remember to contact them.” • A User Story is not a Use Case – No interaction between actors • A User Story is not a Requirements Document – Too detailed 26
    27. 27. © Copyright 2011 Avanade Inc. All Rights Reserved. 5 3 8 3 Product Backlog 1 8 Priority 5 Step 2: Establish priority
    28. 28. © Copyright 2011 Avanade Inc. All Rights Reserved. 5 3 8 3 Product Backlog 1 8 5 Step 3: Groom the backlog 5
    29. 29. © Copyright 2011 Avanade Inc. All Rights Reserved. Acceptance Criteria • I can search for …. • I can pay with a …. • I can view and edit … Product Backlog Step 4: Acceptance criteria
    30. 30. © Copyright 2011 Avanade Inc. All Rights Reserved. Release 2 Product Backlog Step 5: Create a release schedule Release 1
    31. 31. © Copyright 2011 Avanade Inc. All Rights Reserved. Preparing a sprint 31
    32. 32. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog Sprint Daily Red, Green, Refactor Potentially Shippable Increment Preparing a Sprint At a glance - Overview
    33. 33. © Copyright 2011 Avanade Inc. All Rights Reserved. 5 8 5 Product Backlog Sprint Backlog Preparing a Sprint At a glance - Sprint Planning – Part 1 3
    34. 34. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog Preparing a Sprint At a glance - Sprint Planning – Part 1
    35. 35. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog Preparing a Sprint At a glance - Sprint Planning – Part 2
    36. 36. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog TOO BIG! Preparing a Sprint At a glance - Sprint Planning – Part 2
    37. 37. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog COMM IT! Preparing a Sprint At a glance - Sprint Planning – Part 2
    38. 38. © Copyright 2011 Avanade Inc. All Rights Reserved. Running a sprint 38
    39. 39. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog Sprint Daily Red, Gree n, Refactor Potentially Shippable Increment Running a Sprint At a glance - overview
    40. 40. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog Running a Sprint At a glance – part 1
    41. 41. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog Running a Sprint At a glance – part 2
    42. 42. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog Running a Sprint At a glance – part 3
    43. 43. © Copyright 2011 Avanade Inc. All Rights Reserved. Product Backlog Sprint Backlog Running a Sprint At a glance – part 4
    44. 44. © Copyright 2011 Avanade Inc. All Rights Reserved. Excercise 44
    45. 45. © Copyright 2011 Avanade Inc. All Rights Reserved. Excercise managing a scrum project • Devide into teams • A scenario is presented to all teams • Each team takes 5-10 minutes to discuss and give an answer to the particular scenario • One team presents the answer and motivation • Discussion in the group 45
    46. 46. © Copyright 2011 Avanade Inc. All Rights Reserved. Scenario 1 • You are a scrum master running a scrum project • The sprint is going well • The Product Owner contacts you and asks to increase the scope of the sprint • He does not mind that the sprint is extended for a week due to the increased scope What is your response? 46
    47. 47. © Copyright 2011 Avanade Inc. All Rights Reserved. Scenario 2 • You are a product owner • The final sprint before a release is about to start • During the sprint planning meeting the development team is discussing the scope for the sprint • They decide to leave a user story out of the sprint because it won’t fit the sprint • You really want the story to be in the sprint What do you do? 47
    48. 48. © Copyright 2011 Avanade Inc. All Rights Reserved. Scenario 3 • You are a scrum master in a project • The customer walks in conveys his concern about the overhead on the project. He sees the team in the stand up every day, between sprints entire days are spent in meetings. • He demands you cut back on meeting time What is your response? 48
    49. 49. © Copyright 2011 Avanade Inc. All Rights Reserved. Scenario 4 • You are the scrum master in a scrum team • Most important stories on the board are near completion • Customer suggests to shift maintenance to India and move the development team to Bratislava leaving just a skeleton crew in the Netherlands to work on a few final stories How to organize this? 49
    50. 50. © Copyright 2011 Avanade Inc. All Rights Reserved. Scenario 5 • You are a scrum master in a scrum project • During grooming the team notices a gap in technical knowledge needed to successfully implement an upcoming sprint • Maybe the Product Owner is able to provide someone from a different scrum team to perform the necessary work How do you handle this situation? 50
    51. 51. © Copyright 2011 Avanade Inc. All Rights Reserved. Excercise • Scrum comes with certain challenges when implementing it • A challenge is presented, discuss the way to handle the challenge in your team • One team presents their answer • The answer is discussed 51
    52. 52. © Copyright 2011 Avanade Inc. All Rights Reserved. Challenge 1 – Enterprise architecture • In any software project within an enterprise you have to comply to certain architecture standards • Sometimes this means that you need approval from outside your team (e.g. from the enterprise architect) before you start building (part of) the solution How does this effect scrum? What is the recommended scrum approach? 52
    53. 53. © Copyright 2011 Avanade Inc. All Rights Reserved. Challenge 2 – Scrum in a waterfall environment • Waterfall projects usually commit budget for a given set of requirements • The environment expects detailed commitment before releasing budget • Budgets are fixed without knowing all the technical details How do you convince a customer or manager? 53
    54. 54. © Copyright 2011 Avanade Inc. All Rights Reserved. Challenge 3 – Progress reporting • Scrum reports velocity from past sprints, task burndown for the current sprint and story points for backlog items • Traditionally customers (and PM’s) are custom to receiving reports on individual team member level, detailing both progress and time spent on tasks What are the reasons scrum does not provide these metrics? How to explain to a customer how to interpret the scrum reports 54
    55. 55. © Copyright 2011 Avanade Inc. All Rights Reserved. Challenge 4 – Project cycle • Skills needed early differ from skills needed near completion of the project • Scrum works best with constant teams Why would want to keep your teams constant? What does this require of the team? 55
    56. 56. © Copyright 2011 Avanade Inc. All Rights Reserved. Conclusion 56

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