AGILE - SCRUMBy Samir Chitkara

OBJECTIVES Traditional Development – Waterfall Vs Agile Agile – Concepts Scrum - Theory Scrum - Roles Scrum – Events Scrum – Artifacts

TRADITIONAL SOFTWARE DEVELOPMENT Relay Race Teams hand work off

to other teams as steps are completed

BA-Dev-QA- Imp-Support

WATERFALL VS AGILE

Deploy

Requirement Change Takes Longer

Poor Visibility

Poor Quality

High RiskAnalyse Design Implement Test

DeployAnalyse Design Implement Test Short

Cycles

Early Visibilit

y

Better

Quality

Low Risk

DeployAnalyse Design Implement Test

DeployAnalyse Design Implement Test

DeployAnalyse Design Implement Test

DeployAnalyse Design Implement Test

Embrace

Change

SUCCESS RATESuc-cess-ful; 14%

Chal-lenged; 57%

Failed; 29%

Successful42%

Challenged49%

Failed9%

Traditional Agile

3X

AGILE - MANIFESTOIndividuals and

interactions

Contract negotiation

Processes and tools

Following a plan

Comprehensive documentation

Working software

Customer collaboration Responding to change

AGILE UMBRELLA

Extreme Programming - XP

Lean SoftwareFeature Driven Development

Scrum

Behaviour Driven Development

Crystal Clear

SCRUM Ruby Approach to software

development NOT RELAY Team = Unit, passes Back &

Forth and takes it forward

WHAT IS SCRUM“A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.” – Scrum.org

Lightweight Simple to understand Difficult to master

ProcessTechnique Artefacts

Events

SCRUM THEORY Empirical process control theory Knowledge comes from experience Making decisions based on what is known Iterative, incremental approach to optimize

predictability and control risk.

InspectionAdaptationTransparency

TRANSPARENCY Key aspects of the process

must be visible to those responsible for the outcome.

Common Language Common Definition of Done

INSPECTION Inspect Scrum Artefacts Check the Deviation from

Goal Optimal Frequency By skilled inspector At Point of Work

Peer Reviews

ADAPTABILITY Monitor Deviations. Adjust

Sprint planning Daily Scrum Sprint Review Sprint Retrospective

ROLES Pigs: PO SM TeamChickens: Stakeholder Customers Management

What will we call

it?

Ham n Eggs

NO! Thanks

I’d be COMMITTED

& You’d INVOLVED

Let’s Open a

Restaurant

THE CHICKEN AND THE PIG

PRODUCT OWNER Maximize Value of the Product Maintain Product Backlog Order Maximum Value from Team Ensuring Team Understand the Backlog items

Delegate this work 1 Person Not a committee VOC

SCRUM MASTER Scrum is understood and enacted Team adheres to Scrum theory, practices,

and rules. Facilitator Servant Leader

Coach Self-organization and cross-functionality

Removing impediments  Facilitating Scrum events

Team Scrum Adoption Scrum Implementations Causing change that

increases the productivity of the Scrum Team

Collaborate with Other SM

Organisation

Effective Product Backlog Management

Understanding product planning

in an empirical environment Understanding and

practicing agility Ensuring the PO arrange the Product Backlog

to maximize value

PO

DEVELOPMENT TEAM

Work on creating Potentially Shippable Increment “Done” Product

Self Organising No Titles No sub Teams Accountable as a Whole Cross Functional

Size: Optimal – 3-9 PO & SM not included

SCRUM EVENTSCreate RegularityMinimise need of meetingsAll Event = TIME BOXEDSprint duration = FIXEDAll Other EVENT = END = when purpose is

AchievedOpportunity for INSPECTION & APATATIONEnable TRANPARENCY

THE SPRINT

Daily ScrumDevelopment WorkReviewRetrospectivePlanning

Heart of the SCRUM Reduce RISK Increase Predictability MAX = 1 Month MUST be Fixed No GAP

No Change that endangers the GOAL Scope may be refined as more is learned

CANCEL? Only PO GOAL = OBSELETE

PLANNING Work to be performed in the Sprint Collaborative work of the entire Scrum

Team MAX = 8 Hrs

Sprint BacklogSprint Goal

Constraints

Velocity

Product Backlog

• The Product Owner discusses the objective

• Only the Development Team can assess what it can accomplish

• Development Team forecasts the Product Backlog items it will deliver in the Sprint, the Scrum Team crafts a Sprint Goal

DAILY SCRUM 15-minute time-boxed To synchronize activities and create a

plan for the next 24 hours Same time and place each day to

reduce complexity. Inspect progress toward the Sprint

Goal Decide how it intends to work

together as a self organizing team to accomplish the Sprint Goal and create the anticipated Increment by the end of the Sprint Mandatory for All Development Team

SM Ensure It Happens

What did I do yesterday?

What will I do today ?

Impediments

improve communications eliminate other meetings

SCRUMBOARD

0

100

200

300

400

500

600

500480440

400360

320280

240200

160120

8040

0

500470465

420410390380360

220150

8050

10 0

Sprint Burndown

SPRINT REVIEWEnd of SprintInspect the IncrementAdapt the Backlog if needed

PO: Product Backlog items “Done” Discuss the Product Backlog as it

stands

Dev Team: What went well, problems

it ran into, and how those problems were solved;

demonstrates the work that it has “Done”

All : What to do next (Most valuable) Review of the timeline, budget, potential capabilities, and marketplace for

the next anticipated release

What went well? What Could be Improved?

SPRINT RETROSPECTIVE Formal opportunity inspection and adaptation. 3 hrs Time Box After the Sprint Review But prior to the next

Sprint Planning The Scrum Master ensures that the event

takes place

 Identified improvements that it will implement in the next Sprint. 

Inspect Last Sprint People, Relationships, Process Tools

Potential improvements Action Plan

ARTIFACTS Scrum relies on transparency Scrum’s artifacts represent work or value to provide transparency and

opportunities for inspection and adaptation.  Artifacts are not transparent, these decisions can be flawed, Value may diminish and risk may increase. The Scrum Master’s job is to work with the Scrum Team and the

organization to increase the transparency of the artifacts. Involves learning, convincing, and change. Transparency doesn’t occur overnight, but is a path.

PRODUCT BACKLOG

Ordered list of everything that might be needed in the product

Owner – PO Never Complete , Dynamic & Evolves Feature, Functions, Enhancements, Fixes Item may have attributes of –

Description, Order, Estimate Value

One Product Backlog Product Backlog refinement – detail, estimates, order to items  Ongoing process ~10% of time

Curre

nt

Sprin

t

Subs

eque

ntSp

rints

Sprin

ts

Curre

nt

Relea

se

Futu

re

Relea

ses

Task

Groomed User Stories+ Story Points + AC

User Stories- AC

Epics / User Stories

Feature EpicsPriority

SPRINT BACKLOG Set of Product Backlog items selected for the Sprint+ Plan product Increment + Sprint Goal

Enough detail that changes in progress can be understood in the Daily Scrum. Dev Team modifies the Sprint Backlog throughout the Sprint Emerges during the Sprint Highly visible, real-time picture of the work that the Development Team

DEFINITION OF DONE Assess when work is complete on the product Increment Everyone must understand what “Done” mean Vary significantly per Scrum Teams Guides the Development Team in knowing how many Product Backlog

to Pick DoD will expand to include more stringent criteria for higher quality

with Maturity

REFERENCES https://www.versionone.com/assets/img/files/CHAOSManifesto2013.pdf Photo credit: Foter.com