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מבט לפרויקט סדרת הרצאות Introduction to  Agile & Scrum Elad Sofer - Agile coach http://www.TheScrumster.com [email_address]
 
Changes in basic assumptions  1/2 Division of work to specialized teams (specification, design and testing) is efficient It is possible to “collect” or even “know” all the requirements up-front The harder we plan and analyze in the beginning, the less there’s change in the project and the more successful the project. Multiple parallel programs speed up the development Multiple programs create big management overhead and risk of overloading the pipeline, R&D works most efficiently in continuous mode There is change always and responding to it is vital. Uncertainty is best reduced by learning from actual implementation Requirements evolve as customers’ and our  knowledge increases – based on experience Cross-functional teams reduce the amount of handovers and are more productive
Changes in basic assumptions 2/2 Product development process can be defined as a predictable and repeatable process Product development is an evolving and adaptive process You can save time by “good-enough” development. Any technical debt will slow development down and thus we don’t allow technical debt to accumulate. It’s possible to transfer information effectively on written documents without much of human contact.  Essential knowledge is lost in every handover and human interaction is needed to overcome it.  Resource usage and cost optimization is the key to increased productivity Concentrating on value stream optimization, removing waste and sustainable flow increases productivity
Wishful thinking No matter how hard you try, it ain’t gonna happen
Values
Agile Principles 1/2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Agile Principles 2/2
Misconceptions Don't believe anything you hear
Agile does not mean: No planning No requirement analysis  No visibility to end target No documentation No processes No design Hacking
Agile development means:   Adaptive planning Evolving requirements Good design  Sufficient documentation  High degree of self-discipline  skillful software engineering Adaptive processes
 
Philosophy behind scrum ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Scrum process overview Product backlog Business Vision Customer Sprint backlog Working software Feedback 2-4 weeks 24 hours
Product backlog ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Product backlog example  Backlog item Estimate As a user I would like to register 20 As a user I would like to login 13 As a buyer I would like to make a bid 8 As a buyer I would like to pay with a credit card 20 As a seller I would like to start an auction 20 ... …
Burndown chart – project tracking made easy
The scrum master. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Sprint planning & Sprint Backlog
Sprint Backlog - Example As a user I would like to register Code the middle tier (8 hours) Code the user interface (4) Write test fixtures (4) Code the foo class (6) Update performance tests (4)
The responsibility is in the  teams  hands. ,[object Object],[object Object],[object Object],[object Object],[object Object]
The team ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The sprint ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sequential vs. overlapping development Source: “The New New Product Development Game” by Takeuchi and Nonaka.  Harvard Business Review,  January 1986. Rather than doing all of one thing at a time... Requirements Design Code Test ...Scrum teams do a little of everything all the time
Sprint review meeting ,[object Object],[object Object],[object Object],[object Object],[object Object]
What is “DONE” ? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Scrum process revisited ,[object Object],[object Object],[object Object],[object Object],Ceremonies ,[object Object],[object Object],[object Object],Roles ,[object Object],[object Object],[object Object],[object Object]
What you need to know before starting scrum. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
"Scrum is easy..." Ken Schwaber - co-creator of Scrum "... Dealing with the  problem it exposes is very very very hard"
 

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Introduction to Agile & scrum

  • 1. מבט לפרויקט סדרת הרצאות Introduction to Agile & Scrum Elad Sofer - Agile coach http://www.TheScrumster.com [email_address]
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  • 3. Changes in basic assumptions 1/2 Division of work to specialized teams (specification, design and testing) is efficient It is possible to “collect” or even “know” all the requirements up-front The harder we plan and analyze in the beginning, the less there’s change in the project and the more successful the project. Multiple parallel programs speed up the development Multiple programs create big management overhead and risk of overloading the pipeline, R&D works most efficiently in continuous mode There is change always and responding to it is vital. Uncertainty is best reduced by learning from actual implementation Requirements evolve as customers’ and our knowledge increases – based on experience Cross-functional teams reduce the amount of handovers and are more productive
  • 4. Changes in basic assumptions 2/2 Product development process can be defined as a predictable and repeatable process Product development is an evolving and adaptive process You can save time by “good-enough” development. Any technical debt will slow development down and thus we don’t allow technical debt to accumulate. It’s possible to transfer information effectively on written documents without much of human contact. Essential knowledge is lost in every handover and human interaction is needed to overcome it. Resource usage and cost optimization is the key to increased productivity Concentrating on value stream optimization, removing waste and sustainable flow increases productivity
  • 5. Wishful thinking No matter how hard you try, it ain’t gonna happen
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  • 9. Misconceptions Don't believe anything you hear
  • 10. Agile does not mean: No planning No requirement analysis No visibility to end target No documentation No processes No design Hacking
  • 11. Agile development means: Adaptive planning Evolving requirements Good design Sufficient documentation High degree of self-discipline skillful software engineering Adaptive processes
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  • 14. Scrum process overview Product backlog Business Vision Customer Sprint backlog Working software Feedback 2-4 weeks 24 hours
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  • 16. Product backlog example Backlog item Estimate As a user I would like to register 20 As a user I would like to login 13 As a buyer I would like to make a bid 8 As a buyer I would like to pay with a credit card 20 As a seller I would like to start an auction 20 ... …
  • 17. Burndown chart – project tracking made easy
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  • 20. Sprint Backlog - Example As a user I would like to register Code the middle tier (8 hours) Code the user interface (4) Write test fixtures (4) Code the foo class (6) Update performance tests (4)
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  • 24. Sequential vs. overlapping development Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986. Rather than doing all of one thing at a time... Requirements Design Code Test ...Scrum teams do a little of everything all the time
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  • 29. "Scrum is easy..." Ken Schwaber - co-creator of Scrum "... Dealing with the problem it exposes is very very very hard"
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Editor's Notes

  1. http://agilemanifesto.org/
  2. http://agilemanifesto.org/principles.html
  3. http://agilemanifesto.org/principles.html