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141015 Discovering Scrum at Scrum Roma
The document explores the principles and practices of Scrum, highlighting its importance in project management. It emphasizes the need for clear communication, management support, and continuous client involvement in the development process. The content also discusses effective teamwork, agile methodologies, and the benefits of utilizing Scrum over traditional project management approaches.
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141015 Discovering Scrum at Scrum Roma
- 1. Photo © javarman -‐ fotolia File 1
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- 4. Why do wedo Scrum?
- 5. Why do wedo Scrum?
- 6. Why do wedo Scrum?
- 7. Every Scrum Role,Activity and Artifact Inspect helps you Inspect and Adapt Adapt
- 8. Photo courtesy of Iain Farrell@flickr
- 10. Photo courtesy of Iain Farrell@flickr
- 11. Certified Scrum Training and Career Path
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- 14. • What makes great projects? • How does Scrum work, and why? • Scrum and its impact on your organization
- 15. … while experiencing Scrum Photo © leonardo viD -‐ fotolia
- 16. • How does Scrum work, and why? • Scrum and its impact on your organization
- 17. • Think back... • When were you involved in a project, which really worked well? Everyone pulled together, worked together, all for one and one for all? • In 90 seconds, tell the story of this project to your table mates.
- 18. • Note theperson who told the “best” story, the one which should be a role model moving forward. • Now switch tables so your are with as many new people as possible.
- 20. • What arethe stories we’d most like to emulate? • Find the best story (from either the first or second round) and put your hand on that persons shoulder. • Keep it there, until we find the top 3 stories.
- 21. Would the top3 storytellers please share their stories to everyone.
- 23. Photo © leonardo viD -‐ fotolia
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- 25. Management • ClearVision & Goals • Clear priorities • Clear decisions • Clear responsibilities • Management Support for the Teams, People & Project • Focus • Close cooperation with the customer • Motivated, Activated & Empowered Team Members
- 26. Management • ClearVision & Goals • Clear priorities • Clear decisions • Clear responsibilities • Management Support for the Teams, People & Project • Focus • Close cooperation with the customer • Motivated, Activated & Empowered Team Members Technical • Short feedback loops • Running systems early • Clear Acceptance Criteria / Tests • Good tools and equipment • Risks handled early • Early and regular integration • Thorough Test Suite • Automated Test Suite
- 27. Management • ClearVision & Goals • Clear priorities • Clear decisions • Clear responsibilities • Management Support for the Teams, People & Project • Focus • Close cooperation with the customer • Motivated, Activated & Empowered Team Members Technical • Short feedback loops • Running systems early • Clear Acceptance Criteria / Tests • Good tools and equipment • Risks handled early • Early and regular integration • Thorough Test Suite • Automated Test Suite
- 28. • What makes great projects? • Scrum and its impact on your organization
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- 33. t P1 P1 P1 P1 Requirements P1 Analysis Design Development Test Deadline
- 34. t P1 P1 P1 P1 Requirements P1 Analysis Design Development Test
- 35. t P1 P1 P1 P1 Requirements P1 Analysis Design Development Test
- 36. t P1 P1 P1 P1 Requirements P1 Analysis Design Development Test
- 37. t P1 P1 P1 P1 Requirements P1 Analysis Design Development Test
- 38. P0 P0 P0 P0 t P1 P1 P1 P1 Requirements P1 Analysis Design Development Test
- 39. P0 P0 P0 P0 t P1 P1 P1 P1 Requirements P1 Analysis Design Development Test P2 P2 P2 P2 P2
- 40. P0 P0 P0 P0 t P1 P1 P1 P1 Requirements P1 Analysis Design Development Test P2 P2 P2 P2 P2 P3 P3 P3 P3
- 41. P0 P0 P0 P0 t P5 P6 P1 P1 P1 P1 Requirements P1 Analysis Design Development Test P2 P2 P2 P2 P2 P3 P3 P3 P3 P4 P4 P4 P5
- 42. P0 P0 P0 P0 t P5 P6 P1 P1 P1 P1 Requirements P1 Analysis Design Development Test P2 P2 P2 P2 P2 P3 P3 P3 P3 P4 P4 P4 P5 P1
- 43. P0 P0 P0 P0 t P1 Requirements P1 Analysis Design Development Test P2 P5 P6 P2 P2 P2 P2 P3 P3 P3 P3 P4 P4 P4 P5 P1 P1 P1 P1
- 44. P0 P0 P0 P0 t P1 P1 P1 P1 Requirements P1 Analysis Design Development Test P2 P2 P2 P2 P2 P3 P3 P3 P3 P4 P4 P4 P5 P5 P6 P1 Phase-‐Driven is a Dghtly coupled architecture.
- 45. • There isalways a lot of Work in Progress – change is hard • Delays impact other projects • Delays do not slow down the flow of new requests • People are fully allocated – there is no time to do new things • “Resource Allocation” is a continuous process – Priorities are difficult to set and maintain
- 46. P5 R-‐A-‐D-‐D-‐T Team P1 R-‐A-‐D-‐D-‐T PotenDal Release P1 R-‐A-‐D-‐D-‐T PotenDal Release P1 R-‐A-‐D-‐D-‐T Actual Release P4 R-‐A-‐D-‐D-‐T Actual Release
- 47. P1 R-‐A-‐D-‐D-‐T P1 R-‐A-‐D-‐D-‐T P1 R-‐A-‐D-‐D-‐T P2 R-‐A-‐D-‐D-‐T P2 R-‐A-‐D-‐D-‐T P3 R-‐A-‐D-‐D-‐T P3 R-‐A-‐D-‐D-‐T P3 R-‐A-‐D-‐D-‐T P4 R-‐A-‐D-‐D-‐T P5 R-‐A-‐D-‐D-‐T Team 1 Team 2 Scrum is a loosely coupled architecture.
- 48. max 30 Days Done PotenDally Shippable Product RetrospecDve Daily Scrum Planning -‐ How Review Planning -‐ What
- 49. Product Owner: Voice of Customer Scrum Master: “Development” Team: Solves the problem Voice of Common Sense, Unblocks Impediments
- 50. • What makes great projects? • How does Scrum work, and why?
- 51. Photo: Courtesy of Roman Keller
- 52. Photo © Big Stock Photo
- 54. au début duprojet, d’une vision du produit décrivant clairement et de manière compréhensible l’objectif final, tout en laissant consciemment un espace suffisant pour la navigation. Au cours du pro-cessus de développement, cet espace sera complété avec les exigences apportant la meilleure plus-value. La collecte des exigences et la fixation des priorités correspondantes ne s’effectuent donc pas au début seulement (up-front), mais en continu, par l’intégration précoce du client et d’autres experts du domaine. Ainsi, des découvertes importantes peuvent encore être prises en compte même très tard dans le projet. De telles constatations apportent souvent la meilleure plus-value et sont importan-tes pour la réussite du projet. Figure 5: Backlog de produit: catalogue des exigences avec itérations Source: Étude HERMES et agilite
- 56. 7 Commi(ed and Delivered FuncAonality 9 9 9 9 10 120% 100% 80% 60% 40% 20% 0% 15 10 5 1 2 3 4 5 6 % of Commi(ment Finished Forecast/Actual in SP Sprint (2 weeks) SP commifed % Done Note: Sprint 2 was actually a three week sprint with 13 points commifed and delivered. Data is normalized to a 2 week sprint for readability.
- 57. 52 45 36 28 19 10 15 10 0 5 60 50 40 30 20 10 0 Start 1 2 3 4 5 6 Velocity FuncAonality Remaining "Backlog" Delivered FuncAonality Note: Sprint 2 was actually a three week sprint with 13 points commifed and delivered. Data is normalized to a 2 week sprint for readability. FuncDonalty Remaining Velocity
- 58. 120 100 80 60 40 20 0 Start 1 2 3 4 5 6 7 8 9 10 11 12 Scope EsAmated CompleAon Note: Sprint 2 was actually a three week sprint with 13 points commifed and delivered. Data is normalized to a 2 week sprint for readability. Full Project Reduced Project
- 59. Build the right thing Build it well Figure out what the right thing is! Befer ProducDvity
- 61. • The waterfall is poorly suited for software and systems development • Modern alternatives e.g. Scrum are available and much better • You can be much better than you are!
- 62. We have a lot of people… And many quesDons…. How do we know that the most important quesDons get answered? Photo © leonardo viD -‐ fotolia
- 63. • 1 Questionper moderation card • One question per card / thick pen • The question is a complete sentence, that ends with a ‘?’ • Recommendation: Starts with a ‘W-Word’ – Why, What, When, Where, Which ( and How ;-) – Yes/No Questions get a yes/no answer! • Recommendation: Keep the question ‘small’
- 64. • The ‘owner’of the question accepts the answer • You may add expectations as notes to your question
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- 66. Can you dofixed-price/ fixed-scope Projects in Scrum?
- 67. Who is responsiblefor Requirements Management in Scrum? I want to understand the duDes and responsibiliDes of this person
- 68. • Each tabledesignates a time keeper and a speaker/representative (need not be the same person) • Everyone take two minutes to write max three questions • Place the card on a wall • Each person explains their questions (max 1 minute each ) • Speaker combines duplicates – and team uses dot voting to select top two questions.
- 69. • Speakers bring#1 & #2 questions to plenum. • Put #1 question on the board. (Use #2 if #1 question has been proposed already) • Agree on order to handle the questions. • Time 3 Minutes.
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- 72. • Commit todoing Scrum! • Training for Everyone (including Customer & Management) • Definition of Ready • Definition of Done • Pair Immediately • No Multitasking
- 73. • Everything inSprint Prioritized by Product Owner • Physical Task Board • Short Sprints • Improve Engineering Practices • Management does Scrum Too
- 74. “Some people invest time in open source to save money. “Others invest money in proprietary software to save time and reduce risk.” -- MySQL “The same applies to training and coaching” -‐-‐ Peter Stevens Picture courtesy of star5112 @ flickr
- 75. Peter Stevens @peterstev peter@saat-‐network.ch Training CerDfied Scrum Master Roma 16.10 Milano 25.11 For Training Coaching or TransisDons Contact Elena Bassa elena.b@beflowing.com Photo : © Julián RovagnaD – Fotolia
- 76. • © 2006-2013Peter Stevens • Redistribution permitted under Attribution-NonCommercial-ShareAlike 2.5 Generic (CC BY-NC-SA 2.5) • Some image material © Fotolia or BigStockPhoto and their respective photographers – used under license