Kevin Graves SCQAA-SF Scrum Presentation


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Kevin Graves gives a presentation about Scrum and Agile to the San Fernando Chapter of the Southern California Quality Assurance Association.

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Kevin Graves SCQAA-SF Scrum Presentation

  1. 1. Agile / Scrum<br />3.23.11 - SCQAA-SF – Kevin Graves<br />
  2. 2. Agenda<br />Why Should You Care?<br />What is Agile?<br />What is Scrum?<br />What Real Scrum Feels Like<br />Scrum Challenges<br />Scrum Benefits<br />
  3. 3. AUDIENCE CHECK<br />
  4. 4. Why should you care?<br />Times are Changing<br />It Could Help Your Current Project<br />It Could help You Land Your Next Job<br />It’s Often More Rewarding Work<br />
  5. 5. What is agile? <br />
  6. 6. IT’s NOT Waterfall where…<br />Long Projects have distinct and sequential Phases <br />Requirements -> Design -> Programming-> Testing -> Release<br />Big up-front effort to collect Requirements<br />Multiple Hand-offs between Departments<br />Changing Requirements are discouraged<br />Working Product is available only at the end of the Project <br />Projects are often cancelled with nothing to show<br />Software is released and the Customer doesn’t like it<br />Team members become demoralized<br />
  7. 7. Problems with the waterfall SDLC<br />Assumes that creating software is like an assembly line<br />Assumes the customer knows exactly what they want up front<br />Doesn’t engage the customer during development<br />Delivers value to the business too late<br />Doesn’t allow the business to respond to changing demands<br />Produces artifacts that don’t provide sufficient value<br />Encourages the blame game and politics<br />Doesn’t leverage the best out of team members<br />
  8. 8. What is agile? <br />
  9. 9. Agile Methodologies Promote<br />Management processes that encourage frequent inspection and adaptation<br />Leadership philosophy that encourages teamwork, self-organization, and accountability<br />Engineering best practices that allow rapid delivery of high-quality software<br />
  10. 10. Agile Values & Principles<br />Individuals and interactions are more important than processes and tools<br />Working software is more important than comprehensive documentation<br />Customer collaboration is better than contract negotiation<br />Responding to change is better than following a plan<br />
  11. 11. How Scrum relates to Agile <br />Scrum (project management)<br />Most common Agile implementation<br />Easiest to learn <br />This is my focus tonight<br />Extreme Programming (technical practices)<br />Lean (business re-engineering)<br />
  12. 12. Key Scrum concepts <br /><ul><li>An empowered, cross-functional, and self-organizing team of 5-7 individuals are picked to design/build/test software together as one team.
  13. 13. The Business nominates a single Product Owner which identifies and stack-ranks high level business requirements.
  14. 14. The Team works with the Product Owner to breakdown requirements “just in time” into small client-focused “User Stories”, which could each be designed, developed, tested and potentially released within a 4 week “Sprint”.
  15. 15. Aggressive collaboration between team members and the Product Owner works out details within the Sprint on the fly.
  16. 16. Completed work is demonstrated after each Sprint to get feedback and allow the product to evolve to something the Customer finds highly desirable. </li></li></ul><li>Scrum Roles<br />Product Owner<br />Individual empowered by the company to represent the the priorities of all stakeholders<br />Identifies the “what” to be done in a Sprint<br />Scrum Master<br />Ensures everyone is following the process & playing by the rules<br />Helps remove roadblocks that the team can’t<br />Team<br />5-7 empowered individuals with all the skills required to design, program, and test the product<br />Determines “how” to get something done<br />
  17. 17. Scrum Meetings<br />Sprint Planning<br />Team plans the next 4 weeks of work together<br />Sprint Review<br />Team shows what they built and solicits feedback<br />Sprint Retrospective<br />Team identifies ways to improve at the end of each sprint.<br />Daily Scrum<br />Daily sync-up of the team to stay focused and productive.<br />
  18. 18. Scrum Artifacts <br /><ul><li>Product Backlog
  19. 19. Sprint Backlog
  20. 20. Burndown Chart</li></li></ul><li>What real scrum feels like<br /><ul><li>Work is More Enjoyable
  21. 21. You feel a greater sense of Ownership
  22. 22. You feel a greater sense of Creativity
  23. 23. You feel great being on a highly functional team
  24. 24. You get a chance to “win” as a team each 3-4 weeks
  25. 25. You Learn more about how to create software
  26. 26. You are proud of what you build</li></li></ul><li>Scrum Challenges<br />Education of team and others<br />Buy-in from Team and Management<br />Flexible Architecture is difficult<br />Long-term Estimating & Planning<br />Team empowerment<br />Requires strong team members<br />Requires Discipline<br />
  27. 27. Scrum Benefits<br />Better end product<br />Earlier delivery of value to customers<br />Less waste / more productivity<br />Happier Employees<br />Less risk of a big failure<br />More flexible to changing priorities<br />
  28. 28. resources<br />Scrum and XP from the Trenches (HenrikKniberg) *<br />Succeeding with Agile (Mike Cohen)<br />Agile Testing: A Practical Guide for Testers (Janet Gregory) <br />User Stories Applied (Mike Cohen)<br />Extreme Programming Explained (Kent Beck)<br />
  29. 29. Questions?<br /><br />