WHY WE DO AGILE

1. OUR REALITY2. AGILE AND

AGILE HABITS3. SCRUM

OUR DAY-TO-DAY REALITY

WE FACE A LOT OF CHANGES REQUIREMEN

TSNEEDS

PRIORITIES

TECHNOLOGY

FASHION

THREE THINGS WE WISHED TO BE TRUECUSTOMERS KNOW WHAT THEY WANTSDEVELOPERS KNOW HOW TO BUILD ITNOTHING CHANGES ALONG THE WAY

THREE THINGS WE HAVE TO LIVE WITHCUSTOMERS

DISCOVER WHAT THEY WANTSDEVELOPERS DISCOVER HOW TO BUILD ITA LOT CHANGES ALONG THE WAY

TRADITIONAL APPROACHES DO NOT WORK

THE WATERFALL MODEL

COST OF CHANGE IN TRADITIONAL APPROACHES

WHERE TRADITIONAL METHODS SPEND EFFORT

TRADITIONAL APPROACHES ASK THE WRONG QUESTIONS

TRADITIONAL APPROACHES PUT ALL RISKS AT THE END

TRADITIONAL APPROACHES FAIL MORE OFTEN

TRADITIONAL APPROACHES LEAD TO BAD QUALITY

TRADITIONAL APPROACHES LEAD TO SMALLER ROI

THEN, HOW CAN WE BE SUCCESFUL?

1SUPPORT

FROM EXECUTIVE

MANAGEMENT

2INVOLVE USERS

3OPTIMIZE PROJECTS

4SKILLED

RESOURCES

5PROJECT

MANAGEMENT EXPERTISE

6USE AGILE

PROCESSES

SO, AGILE IS THE SOLUTION ?

AGILE ISAgile is the choice to work with simple, iterative processes, that emphasize creativity and collaboration

AGILE ISAgile is changing your habits and your state-of-mind

THE AGILE MIND-SHIFT

INDIVIDUALS AND INTERACTIONOVER PROCESSEN EN TOOLS

WORKING SOFTWAREOVER COMPREHENSIVE

DOCUMENTATION

CUSTOMER COLLABORATIONOVER CONTRACT NEGOTIATIONS

RESPONDING TO CHANGEOVER FOLLOWING A PLAN

THE 12 AGILE HABITS

1SATISFY THE CUSTOMER

2COMMUNICATE FACE-TO-FACE

3WELCOME CHANGE

4DELIVER

FREQUENTLY

5WORK AS A

TEAM

6MOTIVATE

EACH OTHER

7MAINTAIN A

STEADY PACE

8EXCEL IN QUALITY

9KEEP IT SIMPLE

10EVOLVE DESIGN

11REFLECT OFTEN

12MEASURE

RESULTS WITH WORKING PRODUCTS

HOW SCRUM WORKS

SCRUM IS A PROJECT MANAGEMENT FRAMEWORK

NOT A METHODOLOGY

TEAM AS A UNIT

SELF-ORGANIZED TEAMS

BUSINESS SETS PRIORITIES

AND ACCEPTS RESULTS

EVERYONE CAN SEE REAL WORKING PRODUCTS

PIGS AND CHICKENS

THE SCRUM FRAMEWORK

4 ROLES4 CEREMONIES4 ARTIFACTS

SCRUM ROLES

picture by exfordy

THE TEAM

THE TEAM

Define tasks Estimate effort Develop product Ensure quality Evolve process

SCRUM MASTER

Remove impediments

Prevent interruptions

Facilitate the team

Support the process

Manage management

SCRUM MASTER

PRODUCT OWNER

PRODUCT OWNER Define features

(according to vision)

Prioritize features (according to ROI)

Pick release dates Give feedback Manage

stakeholders Accept or reject

results

STAKEHOLDERS

Interested in the outcome

Add items to the backlog(through product owner)

Everyone that’s not ‘on the team’

Contribute to the project (through product owner and sprint planning activities)

STAKEHOLDERS

SCRUM CERE-MONIE

S

SPRINT PLANNING

andproduct owner

The team sets the sprint goal

Selects sprint backlog

Defines tasks And discusses

design Negotiation

between team and product owner

SPRINT PLANNING

DAILY SCRUM

DAILY SCRUM What did you achieve

yesterday? What will you achieve today? What is in your

way? Everybody is

welcome, only pigs can speak

SPRINT DEMO

Tell the sprint story

Let the stakeholders accept your product

Show that you have reached your goal

SPRINT DEMO

RETROSPECTIVE

The team tells what they will keep

doing they will start

doing they will stop

doing they will do less

of they will do more

of

RETROSPECTIVE

SCRUM ARTI-FACTS

PRODUCT BACKLOG

PRODUCT BACKLOG

Tool of the product owner

Business vision Deliverables,

stories and functionalities

Prioritized and estimated

Anyone can contribute

Continuously changed

SPRINT BACKLOG

Tool of the team Selected product

backlog items Stories split into

tasks Sprint plan and

goal Equals one

product increment Never changed

during sprints

SPRINT BACKLOG

BURNDOWN CHART

BURNDOWN CHART Tool of the team Work left to do vs

time Tracks progress

and predicts completion

Actual work line vs Ideal work line

Updated every day

SCRUM BOARD

Tool of the team Status of the sprint Tracks progress Only tasks are

moved Visual

management Updated

continuously

SCRUM BOARD

SCRUM PROCE

SS

PRODUCT BACKLOG AS PLANNING TOOL

As a <user> I want <goal/desire>,(so that <benefit>)

As a librarian I want to be able to search for books by publication year

VALUE DRIVENUSER STORIES

PROSAND

CONS

Tested, working features Simple process Clearly defined rules Increased productivity Very adaptive process The team is responsible Improved communication Focus on products

PROS OF SCRUM

Need of skilled staff Scalability Involves a lot of trust Can lead to quick and dirty

approach Product owner is the critical role Product-orientation

CONS OF SCRUM

More Fun, Happy Teams