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Agile Scrum Introduction
- 1. Agile Scrum AN INTRODUCTIONUSING SIMPLE TOOLS Copyright © 2015 Rock Pool Solutions. All rights reserved. Rock Pool Solutions
- 2. OUTLINE ELEMENTS ◦ Why doesagile work? TOOLS ◦ What simple tools can be used? ROLES ◦ Who makes up the agile team? ARTIFACTS ◦ How are the inner workings recorded? PATTERNS ◦ When is it important to live key behaviors? Rock Pool Solutions
- 3. ELEMENTS https://en.wikipedia.org/wiki/PDCA "Diagram byKarn G. Bulsuk (http://www.bulsuk.com)" Rock Pool Solutions Agile scrum embodies this well-known management pattern:
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- 5. Why does agilework? 1. Focus is on measurement of progress and response to a change in the plan 2. No one team member is the hero – we all cross the finish-line together 3. Work is incremental and not overwhelming.. Building on success 4. Problems are addressed immediately – not at the end of the project Rock Pool Solutions
- 6. The agile manifesto Individualsand interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Source - http://www.agilemanifesto.org/ Rock Pool Solutions
- 7. Common difficulties withmanifesto Extreme view of agile manifesto by ignoring the word “OVER” ◦Inattention to process or tools ◦Internal and external documentation missing ◦Inattention to contract ◦Lack of an overarching plan Rock Pool Solutions
- 8. A SILVER BULLET? Does agile scrum save the day? AGILE / SCRUM Capable Team Product Vision Development Process UX Design Defined Architecture Great Business Results Rock Pool Solutions Not on its own..
- 9. Common difficulties ingeneral 1. Starting a new project where no code is working or the architecture is not well defined 2. Poor planning and documentation of code 3. Tight time co-ordination of deliverables with other teams 4. Not everyone on the project is aligned with agile 5. Revising a task up without removing time elsewhere 6. Developers may have a hard time reporting on work progress when they are embroiled with issues 7. Definition of DONE varies across the team 8. Poor recognition of process Rock Pool Solutions
- 10. STARTING AGILE isdifficult Agile works best when there is: ◦ A defined architecture ◦ A fixed team who have worked well together ◦ A known release process ◦ A well defined roadmap of features ◦ A voice of the customer who can represent requirements Agile may be difficult when: ◦ A defined architecture is not well defined, making estimation difficult ◦ Team members are not committed, disabling mind-share and focus ◦ The release process is ad hoc, leading to varying definitions of DONE ◦ Roadmap is unclear, leading to rework ◦ No one can speak to requirements, leading to a shotgun approach for the user experience Rock Pool Solutions
- 11. You know youare agile when.. 1. The team has a short regular meeting to discuss and measure work accomplished 2. The team works together, trading roles and sharing the work-load 3. The team estimates the effort required to plan a sprint 4. The team looks for opportunity to improve and simplify 5. The team holds retrospectives to acknowledge successes and correct weaknesses 6. The team becomes aware of how much can be done in a sprint 7. The team feels satisfaction from achieving results 8. No one team-member feels that they carry the burden of completion Rock Pool Solutions
- 12. SIMPLE TOOLS Simple toolscan be used to share and manage information Although software tools can improve collaboration, simple tools suffice for most projects. Rock Pool Solutions
- 13. ORGANIZATIONAL MEMORY “Under stress,people remember less and less..” Important things need to be written and referred to: 1. Agile artifacts – backlog, sprint plan, tracking, progress and retrospectives 2. Platform architecture 3. Project requirements and vision 4. Development Process 5. Tools inventory and license info Rock Pool Solutions
- 14. Simple Tools Artifact PurposeSimple tools Product Backlog A prioritized list of user stories or features yet to implement Spreadsheet or Wiki Sprint Plan A list of tasks with initial estimates of time for each Spreadsheet Tasks and tracking A list of tasks with initial estimates, revised estimates, work done and work remaining Spreadsheet 1 Progress chart A burndown chart showing the effort remaining with the ideal burn rate for reference Spreadsheet Retrospectives A document updated at the end of a sprint, identifying the good work and areas for improvement Spreadsheet, text document or wiki Contact RockPoolSolutions.com for a spreadsheet template to manage all artifacts. 1. A sticky note method called Kanban also works for visual tracking
- 15. Sample tracking spreadsheet 0 50 100 150 12 3 4 5 6 7 8 Burndown Remaining Ideal TOTAL> 28 62 92 114 127 DAILY VELOCITY > 28 34 30 22 13 TEAM TEAM Mon Tue Wed Thu Fri SUMMARY 127 142 142 0 10/19/2015 10/20/2015 10/21/2015 10/22/2015 10/23/2015 Task Owner Initial Revised Worked Remaining DAY 1 DAY 2 DAY 3 DAY 4 DAY 5 Update user interface with feature Sue 11 11 11 0 2 6 3 0 0 Design User Interface Sue 5 5 5 0 1 0 0 0 0 Fix bug #12879 - incorrect measurement result at 20Hz Sue 10 10 10 0 1 2 6 1 Perform QA regression tests Simone 7 7 7 0 4 3 Fix bug #12997 - misleading user warning Simone 5 5 5 0 5 0 0 Update old measurement algorithm Sammy 17 19 19 0 4 4 4 4 3 Implement Database Sammy 3 3 3 0 0 3 design measurement algorithm Paul 19 19 19 0 4 6 6 3 0 Implement unit tests Judy 12 22 22 0 4 4 4 4 4 Fix bug #11007 - crash after 5 hours continuous waveform display Judy 5 8 8 0 Check functionality and accuracy John 5 5 5 0 2 2 1 0 0 Measurement algorithm implementation Elaine 23 23 23 0 2 5 5 5 5 Matlab simulation checks on algorithm David 5 5 5 0 4 1 0 0 0 0 0 0 0 0
- 16. ROLES Individuals on theagile team have roles. Be cautious of those who are present but do not have a role. Rock Pool Solutions
- 17. Roles Developers ◦ Anyone whocreates, codes, tests or documents the deliverables Product owner ◦ Is the person who prioritizes features and accepts the features as complete ◦ Is the voice of the customer on the team Scrum-master ◦ Directs the team in regular scrum meetings Technical lead / Architect ◦ The person who understands how to implement the product successfully Not defined by scrum but always needed Rock Pool Solutions
- 18. DEVELOPERS Those on theteam who: ◦ Define the tasks for the user story and estimates their effort ◦ Decide how to perform the work to get the best outcome ◦ Deliver the results ◦ Help other developers ◦ Report progress at the scrum meeting ◦ Ask for help when they need it Rock Pool Solutions
- 19. PRODUCT OWNER An individualon the team who: ◦ Maintains a vision for the product ◦ Speaks to the user experience ◦ Plans and owns the backlog ◦ Prioritizes backlog ◦ Defines acceptance criteria ◦ Provides feedback at the end-of-sprint demo Rock Pool Solutions
- 20. SCRUM MASTER An individualon the team who: ◦ Facilitates the team through planning, doing, checking and reacting to change Rock Pool Solutions
- 21. ARTIFACTS Global information importantto the scrum team. Rock Pool Solutions ARTIFACT
- 22. ARTIFACTS Product Backlog ◦ Aprioritized list of user stories or features yet to implement Sprint Plan ◦ A list of tasks with initial estimates of time for each Tasks and tracking ◦ A list of tasks with initial estimates, revised estimates, work done and work remaining Progress chart ◦ A burndown chart showing the effort remaining with the ideal burn rate for reference Retrospectives ◦ A document updated at the end of a sprint, identifying the good work and areas for improvement Rock Pool Solutions
- 23. BACKLOG of UserStories User stories have the form: ◦ As a <role>, I want to <do this> so I can <achieve this goal> Examples: ◦ As a user, I want to be able to change my password so I can control my access. ◦ As an admin, I want to be able to reset passwords so users who have lost their passwords can have self-controlled access again. ◦ As a site manager, I want to see a report of the number of password resets per day to determine the administrative load. Rock Pool Solutions
- 24. SPRINT PLAN Summary Hours Sue17 Sammy 20 John 5 Judy 12 Team 54 Duration 80 Velocity needed per day 5.4 Task Owner Initial Update user interface with feature Sue 11 Update measurement algorithm Sammy 17 Check functionality and accuracy John 5 Implement unit tests Judy 12 Design User Interface Sue 5 Implement Database Sammy 3 What is to be done Capacity accountingReconciled with Rock Pool Solutions
- 25. TRACKING with spreadsheet TaskOwner Initial Revised (updated) Worked (reported) Remaining (= Revised-worked) Update user interface with feature Sue 11 9 8 1 Update measurement algorithm Sammy 17 21 7 14 Check functionality and accuracy John 5 5 0 5 Rock Pool Solutions
- 26. BURNDOWN 0 20 40 60 80 100 120 140 160 1 2 34 5 6 7 8 Burndown Remaining Ideal Rock Pool Solutions
- 27. RETROSPECTIVE Went well …Went poorly … Must improve … Initial estimates were generally close We were too conservative in our estmates, finishing early Paul discovered and fixed a significant bug in the live waveform display John needed to refactor the USB driver which was unplanned Fixed more bugs due to early completion Elaine feels that the refactored code is poorly tested refactored code should have at least some unit tests Unit tests were written before the code was completed - and worked! The internal documentation of the measurement algorithm is very detailed and complete thanks to Paul Rock Pool Solutions
- 28. AGILE PATTERNS Skills thatenable the agile methodology Rock Pool Solutions ACTIVITY
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- 30. Managing Backlog A listof features to implement… User story As a .. I want to.. So I can.. Story Points Priority 1 User Change my password Control my access 5 1 2 Admin Reset passwords Gain access to accounts 10 3 3 Manager Audit password changes See any policy violations 50 2 4 5 6 Managed by Product Owner Rock Pool Solutions
- 31. Estimating effort Estimates shouldhave consistent bounds ◦ Time works better than story points ◦ 2-8 hours per task ◦ If task is greater than 20 hours, it should be broken down ◦ Some are hard to break down.. Like refactoring or initial design ◦ Tracking should be 15 min precision Team planning using “planning poker” can be very effective … and fun Owned by Developers Rock Pool Solutions
- 32. Sprint planning User storiesare selected for detailed estimation ◦ Strategic importance may include one big feature versus bug fixes or a balance ◦ Story points guide what will fit Length of SPRINT depends on business needs ◦ Choose a fixed duration based on the organizational need ◦ Should allow a complete cycle of Planning – Doing – Checking – Improving for a completed feature Owned by Team Rock Pool Solutions
- 33. Daily scrum Questions foreach team-member: ◦ 1. What has been completed? ◦ 2. What is being worked on? ◦ 3. Where do we need help? Notes: - The meeting is for tracking and identifying blocks – it’s not a design meeting Facilitated by Scrum-master Owned by Team A common problem Rock Pool Solutions The team reviews and discusses the burn-down each day. It is never too early to consider what to do when the effort looks to exceed the plan. We will see how to do this next…
- 34. Measuring progress -TRACKING Logging time to produce a burn-down chart ◦ Initial estimate remains for the record ◦ Revised estimate acknowledges discovery or “found a better way” ◦ Worked shows that a task is in process ◦ Remaining shows the time left to complete << This data is used to show the burn-down Task Owner Initial Revised (updated) Worked (reported) Remaining (= Revised-worked) Update user interface with feature Sue 11 9 8 1 Update measurement algorithm Sammy 17 21 7 14 Check functionality and accuracy John 5 5 0 5 Total Remaining LOG Owned by team Rock Pool Solutions Captured in a simple spreadsheet
- 35. Measuring progress -LOGGING Day Date Remaining Planned 1 11/1/15 21 21 2 11/2/15 19 19 3 11/3/15 17 17 4 11/4/15 12 15 5 11/5/15 8 13 6 11/6/15 8 11 7 11/7/15 8 9 8 11/8/15 3 7 9 11/9/15 0 3 10 11/10/15 0 1 11 11/11/15 0 0 today LOG Planned is calculated at start. Ideal = #hours – (day*rate) Ideal = #hours – (day*rate) 21-(9*2) = 3 Rock Pool Solutions
- 36. Date Remaining Planned 11/1/201521 20 11/2/2015 19 18 11/3/2015 17 16 11/4/2015 12 14 11/5/2015 8 12 11/6/2015 8 10 11/7/2015 8 8 11/8/2015 3 6 11/9/2015 0 4 11/10/2015 0 2 11/11/2015 0 0 0 5 10 15 20 25 Burn-down Remaining Planned BURNDOWN Rock Pool Solutions
- 37. WARNING! This pattern occursfrequently Rock Pool Solutions
- 38. Measuring progress –REVIEW & ANALYSIS -500 0 500 1000 1500 2000 2500 3000 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61 64 67 70 Rock Pool Solutions
- 39. Demonstration The scrum-master setsthe demo meeting time and location, sends the invitation ◦ The entire team is present The team demonstrates the new feature to the product owner for feedback ◦ A chosen team-member demonstrates working examples from the user’s perspective The product owner comments on fitness for use and declares the feature done or incomplete ◦ This may impact the backlog of the next sprint Rock Pool Solutions
- 40. Retrospectives Questions to answerat the end of a sprint: ◦ What went well? ◦ What went poorly? ◦ What must we improve? Owned by the team List all but choose no more than 3 items to improve Rock Pool Solutions
- 41. And that’s theend of the sprint cycle .. All steps are done.
- 42. Final thoughts Teams shouldfeel that improving is always in their control Keeping things simple by design and clear in documentation is an ingredient of success Working transparently is needed to become a high performing team Rotating roles and responsibilities builds strong teams Rock Pool Solutions
- 43. Conclusion It’s all aboutteamwork… ◦Behaviors of collaboration ◦The discipline of planning and tracking.. ◦With any tools that work for the team Leave your ego at the door. Rock Pool Solutions
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- 45. ABOUT Rock PoolSolutions Consulting on multi-level agile coaching and project management. 30+ years project management experience ◦ Product development for Test and Measurement instruments and systems, ERP, SaaS and Web applications ◦ Engineering services providing custom systems for Government and commercial customers in Aerospace, Energy, Air sampling for treaty verification ◦ Introduced agile to 4 companies Projects include: ◦ AP5xx platform for Audio Precision, Video test products, General purpose test equipment, telecom and communications test products at Tektronix. ◦ Molten salt test loops at Sandia National Labs, Backup generator control for URENCO, Harvester UAV pod for USAF, Beta detector for INL, Iron bird for UTAS, Construction software for Viewpoint, Beverage distribution for Insight, Web-store and online services for Tektronix, Rock Pool Solutions