Session Abstract:
Agile framework is based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. It’s a set of values and principles that help teams respond to unpredictability through incremental, iterative work cadences and continuous feedback.
Scrum is the most popular methodology under the Agile umbrella. Scrum emphasizes empirical feedback, team self-management, and striving to build shippable product increments within short iterations.
Kanban is another popular flavor of Agile that focuses on visualizing and managing the flow of work, in order to balance demand with available capacity and remove bottlenecks.
Learning Objectives:
> Gain a broad understanding of the Agile framework
> Discover Scrum and Kanban, the two most widely used Agile methodologies, and see how they can be used in construction industry
> Find out how Scrum and Kanban can be combined to have the best of both worlds (Scrumban)
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Agile Scrum Training (+ Kanban), Day 2 (2/2)Jens Wilke
Training materials for Agile Scrum. This presentation goes into more detail how to manage you product backlog, bug inflow and resolution and technical debt. Benefits of test driven development and continuous integration and live deployment are also discussed. Kanban is introduced in more detail, and the benefits of Scrum, Kanban and Scrum-Ban are compared.
Session Abstract:
Agile framework is based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. It’s a set of values and principles that help teams respond to unpredictability through incremental, iterative work cadences and continuous feedback.
Scrum is the most popular methodology under the Agile umbrella. Scrum emphasizes empirical feedback, team self-management, and striving to build shippable product increments within short iterations.
Kanban is another popular flavor of Agile that focuses on visualizing and managing the flow of work, in order to balance demand with available capacity and remove bottlenecks.
Learning Objectives:
> Gain a broad understanding of the Agile framework
> Discover Scrum and Kanban, the two most widely used Agile methodologies, and see how they can be used in construction industry
> Find out how Scrum and Kanban can be combined to have the best of both worlds (Scrumban)
Training materials for Agile Scrum. Starts with an overview of Agile and Lean. Followed with the Agile Scrum key concepts like Product Owner, Scrum Master, Scrum Team and Product Backlog. Theory is complemented with learnings and best practices from real life software development.
Agile Scrum Training (+ Kanban), Day 2 (2/2)Jens Wilke
Training materials for Agile Scrum. This presentation goes into more detail how to manage you product backlog, bug inflow and resolution and technical debt. Benefits of test driven development and continuous integration and live deployment are also discussed. Kanban is introduced in more detail, and the benefits of Scrum, Kanban and Scrum-Ban are compared.
Drafted presentation to encourage changes to Development processes considering the crises brought on by injecting a start-up into an enterprise environment
Agile transformation with Scrum. Where to start
1. Agile vs Waterfall
2. What is Scrum
3. Scrum team
4. Scrum artefacts (with activities for easier learning)
5. Scrum events
6. Is Scrum enough?
Integrate Scrum and Kanban to maximize business value as early as possible by analyzing, developing, delivering, and maintaining complex products and IT services.
Open ScrumBan Manifesto
Delivering the finished product
Over reviewing the artifacts
On-demand release
Over scheduled release
Value flow
Over following dogmas
Progressive improvement
Over mutation driven by Model
Open ScrumBan Principles
Lean Agile
Implement lean thinking into agile practice, pursue value-added and eliminate waste, such as workflow, stable system, etc.
Pursue system thinking, identify various systems and systems of systems, and make decisions based on context
Iteration Rhythm
Pursue single-piece flow, single-piece can be entered into the plan, but single-piece release is not mandatory, and batch delivery is performed at fixed intervals by default
Focus on value delivery, each iteration must have an actual release increment, no longer requiring only potential release increments like Scrum
Respect present
Use Kanban to show the delivery value stream, and analyze improvement opportunities from the perspective of the value stream, such as lead time
When starting, it is not required to immediately change the team according to any team model, and choose the roles and practice according to the situation of the team
Evolutionary optimization
Use evolution instead of revolution to optimize and help teams develop various practices that are suitable for them
Not to tolerate the deficiencies and dysfunctions exposed by Scrum, but to combine the specific environment of different teams to find effective ways to solve them
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
Collaboration Through Conflict - SFAA 2013Mark Kilby
Session at South FL's first agile conference where we talked about the 5 sources of conflict and various tools to help your team navigate it for better collaboration
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Scrum is an efficient framework within which you can develop software with teamwork. It is based on agile principles.
This presentation will help you understand agile development in general and Scrum in specific. You will get familiar with its associated terminology along with appropriate examples.
Drafted presentation to encourage changes to Development processes considering the crises brought on by injecting a start-up into an enterprise environment
Agile transformation with Scrum. Where to start
1. Agile vs Waterfall
2. What is Scrum
3. Scrum team
4. Scrum artefacts (with activities for easier learning)
5. Scrum events
6. Is Scrum enough?
Integrate Scrum and Kanban to maximize business value as early as possible by analyzing, developing, delivering, and maintaining complex products and IT services.
Open ScrumBan Manifesto
Delivering the finished product
Over reviewing the artifacts
On-demand release
Over scheduled release
Value flow
Over following dogmas
Progressive improvement
Over mutation driven by Model
Open ScrumBan Principles
Lean Agile
Implement lean thinking into agile practice, pursue value-added and eliminate waste, such as workflow, stable system, etc.
Pursue system thinking, identify various systems and systems of systems, and make decisions based on context
Iteration Rhythm
Pursue single-piece flow, single-piece can be entered into the plan, but single-piece release is not mandatory, and batch delivery is performed at fixed intervals by default
Focus on value delivery, each iteration must have an actual release increment, no longer requiring only potential release increments like Scrum
Respect present
Use Kanban to show the delivery value stream, and analyze improvement opportunities from the perspective of the value stream, such as lead time
When starting, it is not required to immediately change the team according to any team model, and choose the roles and practice according to the situation of the team
Evolutionary optimization
Use evolution instead of revolution to optimize and help teams develop various practices that are suitable for them
Not to tolerate the deficiencies and dysfunctions exposed by Scrum, but to combine the specific environment of different teams to find effective ways to solve them
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
Collaboration Through Conflict - SFAA 2013Mark Kilby
Session at South FL's first agile conference where we talked about the 5 sources of conflict and various tools to help your team navigate it for better collaboration
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Scrum is an efficient framework within which you can develop software with teamwork. It is based on agile principles.
This presentation will help you understand agile development in general and Scrum in specific. You will get familiar with its associated terminology along with appropriate examples.
Overview on Agile, Scrum, Kanban, Extreme programming (XP) and Scaled Agile F...Hyder Baksh
Unlock the power of Agile methodologies with this concise overview. Delve into the core principles and practices of Agile, Scrum, Kanban, Extreme Programming (XP), and the Scaled Agile Framework (SAFe) in just a few slides.
Discover how Agile methodologies revolutionize project management, emphasizing adaptability, collaboration, and customer-centricity. Learn about Scrum's structured framework, Kanban's visualized workflow, XP's engineering practices, and SAFe's scalable enterprise implementation.
Explore the benefits and challenges each methodology brings, and gain insights into selecting the right approach for your projects. Real-world case studies offer a glimpse into successful Agile transformations. Join us to uncover the essentials of Agile methodologies in today's fast-paced business landscape
the presentation gives brief description about a methodology of software engineering which is most using software engineering process in today's IT world and helps student to know how a software company runs and build software product using various software engineering methodologies.
Agile and Scrum Overview for PMs, Designers and Developers Aaron Roy
This is an overview of the flavor of agile/scrum I had my team use at Bond in Q2 2017. We heavily emphasized the importance of having a shared language between cross-functional teams and this deck was meant as a primer that could be shared between product managers, designers, and developers.
1. An Intro to Agile
& Scrum
Amelia Schmidt
UX developer, Equiem
2. An Introduction to Agile using the Scrum
Framework
WHAT YOU’LL LEARN TODAY
‣ What Agile is
‣ What Scrum is
‣ We’ll run through some example sprints
‣ You can ask questions
2
3. INTRODUCTION 3
About me
‣ I’m a UX/front-end software developer
‣ I work for Equiem (equiem.com.au)
‣ I’ve had about three years’ experience with Agile & Scrum
6. 5What is Agile?
Working software over
comprehensive documentation
Individuals and interactions
over processes and tools
Customer collaboration over
contract negotiation
Responding to change over
following a plan
— agilemanifesto.org
7. What is Agile? 3
Agile is:
‣ A response to the waterfall method
‣ A philosophy for team management
‣ A way to make sure the end result is relevant to changing expectations
and needs
‣ Based on the concept of breaking something in to smaller parts to
make it more manageable
8. Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.
Welcome changing requirements, even
late in development. Agile processes
harness change for the customer's
competitive advantage.
Deliver working software frequently,
from a couple of weeks to a couple of
months, with a preference to the shorter
timescale.
Business people and developers must
work together daily throughout the
project.
Build projects around motivated
individuals.
Give them the environment and support
they need, and trust them to get the job
done.
The most efficient and effective method
of conveying information to and within a
development team is face-to-face
conversation.
Working software is the primary measure
of progress.
Agile processes promote sustainable
development.
The sponsors, developers, and users
should be able to maintain a constant
pace indefinitely.
Continuous attention to technical
excellence and good design enhances
agility.
Simplicity--the art of maximizing the
amount of work not done--is essential.
The best architectures, requirements,
and designs emerge from self-organizing
teams.
At regular intervals, the team reflects on
how to become more effective, then tunes
and adjusts its behavior accordingly.
6What is Agile?
12. What is Agile? 3
Agile for agencies
‣ Agencies using Agile face some interesting challenges
‣ Clients are an integral part of Agile and a successful approach requires
client buy-in and a high level of their participation at regular intervals
‣ Agile can be adapted to work with fixed budget, fixed scope or fixed
timeline projects (not all three at once), but it can be hard to explain
this
‣ Agile challenges the core ideas of tenders
‣ Agile means constantly re-assessing requirements
14. What is Agile? 3
Agile for product
development
‣ Agile works best in an internal team with limited involvement from
external stakeholders
‣ Agile only makes sense if high quality projects are the ultimate goal –
this isn’t always the case
‣ Agile allows for revisions, refactoring and regular grooming of a project
‣ Agile is built around the idea of disrupting hierarchical work
environments and providing a psychologically safe environment to
work in
16. What is Scrum? 3
Scrum is a type of Agile
methodology
‣ Crystal Clear
‣ Extreme Programming (XP)
‣ Feature-driven development
‣ Dynamic Systems Development Method (DSDM)
‣ Kanban
17. 5What is Scrum?
It provides a structure of roles,
meetings, rules and artifacts.
Teams are responsible for
creating and adapting their
processes from within this
framework.
Scrum is a management
framework for incremental
product development using one
or more cross-functional, self-
organising teams of about seven
people each.
Scrum uses fixed-length
iterations, called Sprints, which
are typically 1-2 weeks long
(never more than 30 days).
Scrum teams attempt to build a
potentially shippable (properly
tested) product increment every
iteration.
— scrumreferencecard.com
18. What is Scrum? 3
Some key terms
‣ Cross functional teams
‣ Incremental product development
‣ Fixed-length iterations
‣ Potentially shippable
19. What is Scrum? 3
Scrum roles
‣ Product owner
‣ ScrumMaster
‣ Development team
20. What is Scrum? 3
Product owner
‣ Single person responsible for maximizing the return on investment (ROI) of the development effort
‣ Responsible for product vision
‣ Constantly re-prioritizes the Product Backlog, adjusting any long term expectations such as release plans
‣ Final arbiter of requirements questions
‣ Accepts or rejects each product increment
‣ Decides whether to ship
‣ Decides whether to continue development
‣ Considers stakeholder interests
‣ May contribute as a team member
21. What is Scrum? 3
Development team
‣ Cross-functional (e.g., includes members with testing skills, and often others not traditionally called developers: business analysts,
domain experts, etc.) Self-organizing / self-managing, without externally assigned roles
‣ Negotiates commitments with the Product Owner, one Sprint at a time
‣ Has autonomy regarding how to reach commitments
‣ Intensely collaborative
‣ Most successful when located in one team room, particularly for the first few Sprints
‣ Most successful with long-term, full-time membership. Scrum moves work to a flexible learning team and avoids moving people or
splitting them between teams.
‣ 3-9 members (originally 7 ± 2 members)
22. What is Scrum? 3
ScrumMaster
‣ Facilitates the Scrum process
‣ Helps resolve impediments
‣ Creates an environment conducive to team self-organisation
‣ Captures empirical data to adjust forecasts
‣ Shields the team from external interference and distractions to keep it in group flow (a.k.a. the zone)
‣ Enforces timeboxes
‣ Keeps Scrum artifacts visible
‣ Promotes improved engineering practices
‣ Has no management authority over the team (anyone with authority over the team is by definition not its ScrumMaster)
23. What is Scrum? 3
Scrum meetings
‣ Sprint planning
‣ Daily scrum
‣ Sprint review
‣ Sprint retrospective
‣ Backlog refinement meeting
‣ All meetings are facilitated by the
ScrumMaster, who does not have
decision-making authority
24. What is Scrum? 3
The product backlog
‣ This is a list of Product Backlog Items, which are chunks of functionality that shouldn’t take more than a couple of days to complete
‣ The smaller a Product Backlog Item, the better
‣ Often written in User Story format
‣ May include specific acceptance criteria
‣ The team estimates each item
‣ The Product Backlog is always organised in top to bottom order of priority
‣ The Product Backlog is constantly being re-organised
‣ The Product Backlog is visible to all stakeholders and the whole team
25. What is Scrum? 3
The sprint backlog
‣ A subset of the product backlog that contains the items to be completed in the current sprint
‣ Visible to the whole team
‣ Used as the main reference during the Sprint and at Daily Scrums
‣ Often organised in a Kanban-style task board
‣ Additional tasks can be added to satisfy the fixed scope of the Sprint
27. What is Scrum? 3
Sprint planning
‣ Everyone in: the Product Owner, Dev team and Scrum master all attend
‣ The purpose of the meeting is to decide which Product Backlog Items the team will try to complete in the iteration
‣ The Product Owner has the responsibility of declaring which items are priority for the project from a business standpoint
‣ This meeting has a maximum time limit of 8 hours
‣ Some guesswork is involved, and each time you do this you get better at it
‣ Product Backlog Items are moved from the Product Backlog to the Sprint Backlog and they make up the requirements for the current
sprint.
28. What is Scrum? 3
Daily Scrum
‣ Also known as a “standup” because often teams do this standing up to keep it brief – maximum 15 minutes
‣ Usually done first thing in the morning
‣ Each Development team member must say:
‣ What they did yesterday
‣ What they will do today
‣ Anything blocking them from achieving this
‣ The Product Owner is allowed to join this meeting and is encouraged to do so
‣ Scrum meetings help developers not step on each others’ toes and keeps the ScrumMaster updated on anything that is stopping work
from progressing smoothly.
29. What is Scrum? 3
Sprint review
‣ After the sprint is complete, the dev team demos the functionality to the Product Owner
‣ The Product Owner assesses progress and adds anything back to the Product Backlog if it’s not satisfactory
‣ Feedback at this meeting can often result in scope discovery
‣ Stakeholders can attend this meeting – including end-users
‣ Maximum time for this meeting is four hours
30. What is Scrum? 3
Sprint retrospective
‣ In this meeting, the team reflects on processes, attitudes and behaviours and assesses what worked, what didn’t work, what they can do
better and why.
‣ It’s really important that this is a “safe” meeting where everyone feels comfortable and can reflect honestly without fear of judgment or
conflict.
‣ This meeting should be free from blaming and hostility
31. What is Scrum? 3
Backlog refinement
‣ This meeting helps prepare the backlog for the next Sprint planning
‣ Large items are split in to smaller pieces
‣ Product Backlog items that may have been added can be estimated
‣ Large Product Backlog Items are usually classed as “epics” with sub-tasks
‣ Not everyone has to be present here – but the Product Owner and ScrumMaster must, and sometimes other stakeholders
‣ In this meeting the ScrumMaster defines a strict definition of done on stories
‣ Both business and technical concerns are considered in this meeting.
33. Project details
Due in 12 months
$100k budget
You have a team of 7 devs
Really huge contract with a set
feature list and spec already in
place
You must deliver on the
contract’s feature list within the
deadline and on budget
CASE STUDY
SUMMARY
You’re a digital agency and you just won a tender to develop a new
platform for Centrelink. You are required to commit to a fixed
budget and deadline.
As a client, Centrelink have not worked in an Agile manner before
and require a lot of hand-holding.
It’s up to you to decide how to make this project work – how long
will your sprints be, how much will you involve the client how will
you use Agile to complete the tender requirements while still
delivering a high-quality product?
CENTRELINK
8
34. Project details
CatNanny v1 due in 6 months
Somewhat flexible budget, but
it’s limited because you are a
startup
The deadline is linked to
investment $$ so it’s pretty
important
You have a team of 7 devs
Scope is extremely flexible – you
just want to release something
that people will love
CASE STUDY
SUMMARY
You’re a startup developing a product called CatNanny. It’s basically
a way to take care of your cat while you’re at work using lots of
Internet Of Things technology. It’s lifting off and you’re in high
demand to expand to DogNanny, BabyNanny and GrannyNanny.
You have external investors who shape your roadmap and you have
enterprise-level clients who also have frequent and sometimes
urgent feature requests.
CATNANNY
8
35. Project details
Website relaunch due in three
months
$60k budget
Team of 3 devs
Focus on high quality product
that must meet business needs
Budget is very tight
CASE STUDY
SUMMARY
You’re a digital agency working with dogood.org, who are a not-for-
profit group looking to re-launch their website to target a younger
market.
Dogood.org are keen to work Agile but they do have a very strict
budget. They are focused on making their new website really usable
and have done a lot of UX research with their target market.
They’re willing to put the time and effort in to making this work.
Dogood.org
8
36. CASE STUDY 3
Sprint retrospective
In this simulation we want to explore the positive and negative sides
of working Agile in different situations. Try to imagine something
that worked well and also something that might not work so well.
What went well?
What went badly?
What can we improve on for next sprint?
How did the Agile process work for this project?
