Agile Scrum Training

From M Jagannathun

2© 2010, Cognizant Technology Solutions. | Confidential

Intro to Agile Development using Scrum

What???

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Why Scrum

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Agile Manifesto

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Iterative Vs Scrum

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What is SCRUM?• The Power of Teamwork

• Referred to as the “Rugby Approach".

• Actively Used in SW Industry since late 1990s

• Perfect Fit to Facilitate Business Agility – Enables the Project to Change its Requirements

According to Changing Needs

Agile - Scrum

Scrum - Key Concepts / Benefits• Team Perspective – Technical Perspective

• High Velocity (Sprint)

• Quality Deliverables

• Impediment Removal Focus

• Backlogs – Pull Method

• Burn Down – Feedback - Empowers/Motivates

Iterative Development CyclesC

LA

RIT

Y

TIME

RELEASES(4-6 MONTHS)

SPRINTS(1 MONTH)

SCRUMS(1 DAY)

The Scrum Cycle • Backlog Planning

• Sprint Planning

• Sprint Execution

• Sprint Scrum

• Sprint Review

• Sprint Retrospective

Scrum Development Process

4-6 Sprints per Release

4 weeks

Backlogs: Product and Sprint • Product Backlog – User Stories (Scenarios)– Fulfills Objectives of Product (Customer)– Priority Based on Value– Requires Planning

• Sprint Backlog– “Pull” items from Product Backlog– Breakdown of work packages– Fulfill Objectives of the Sprint (Product)– Requires Planning

Backward Compatibility Sprint Burndown Chart

Product Demo and Retrospective#1) Product Demo and Review w/ Product Owner plus other interested parties#2) Sprint Retrospective (“Lessons Learned”)

Scrum Master – Retrospective

• Leading and Facilitating the team to be adaptive and improving effectiveness each daily stand up (Scrum) meeting– Coach and protect team to keep focused on sprint tasks and

effectively burning the tasks down– Adding creative solutions or facilitate the team toward

creative solutions– Be more of an individual contributor to the success of the

team – Reporting on what I have done to progress the burn down –

not just remove obstacles (PIG, not Chicken)

• Facilitating the team to be adaptive and improving effectiveness each Sprint

• Facilitate the planning with the team to assure that the plan is effective and produces the highest value and quality deliverables

Keys to Successful Sprint

• Test Driven Development (Acceptance Criteria)• Planning is an ongoing activity• Leading progress – not monitoring• Embrace change - Adapt• Testing Early and Frequently• Front Load High Value• Reduce Risk Early and Remove Risk Over Time• Quality of Estimates – Improve Predictability• Impediments Removed Quickly• Highly Motivated Teamwork (Sprint Beans)

Retrospective• Team had good vision of who does what and when• Planning was not as effective as could• Specifics to tasks was not available• Objectives for the sprint should apply directly to Data

Storage• Make sure technical domain expert is available to

answer questions during planning (or else during early analysis in sprint.

• Customer must supply what the use case and acceptance criteria

• More effective Plan – Clear objectives and technical detail for each use/technical case

• Estimates need to include unit test development and documentation

• Time allocated for Integration (Scrum of Scrum)

Functional DeliverablesCurrent Team Status- Test Coverage- Burn-down Velocity - Morale- Open Issues / Defects

Status of Projects- Burn-Down- Impediments

Process Improvements- Planning- Execution- Adaptation

SCRUM – An overview• Full-Time Product Owner (with Expertise and Authority) Identified• Product Owner Works With Team and All Other Stakeholders• Product Backlog Created and Managed by Product Owner• Daily Scrum Meeting with 3 Questions (Completed? Will Complete? Obstacles?• Daily Scrum Meeting Same Place and Time and Less Than 15 Minutes• Regular Sprint Length (no more than 30 days)• Sprint Planning Meeting to Create Sprint Backlog of Estimated Tasks• Sprint Burn-down Chart• Team Room with All Needed Equipment and Supplies• Retrospective Meeting for Process Improvements• Definition of "Done“• Commitment Velocity Calculated (from Sprint Backlog Estimates)• Team Size 7 +/-2, Maximum of 12• Cross-Functional Team Including Scrum-Master and Product Owner• Team Self-Organization - Team Members Volunteer for Tasks• Scrum-Master Tracking and Removing Obstacles• Team Safety - No Interruptions to Team's Work During Sprints• No "Break" Between Sprints• Sustainable Pace - Timebox Effort, Not Just Schedule• Quality is Not Negotiable - Defects Go on Top of Product Backlog

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Scrum Roles• The Product Owner

– Defines the features of the product, decides on release date and content– Is responsible for the profitability of the product (ROI)– Prioritizes features according to market value– Can change features and priority every 30 days– Accepts or rejects work results

• The Scrum Master– Ensures that the team is fully functional and productive– Enables close cooperation across all roles and functions and removes

barriers– Shields the team from external interferences– Ensures that the process is followed. Invites to daily scrum, iteration review

and planning meetings• The Team

– Cross-functional, seven plus/minus two members– Selects the iteration goal and specifies work results– Has the right to do everything within the boundaries of the project

guidelines to reach the iteration goal– Organizes itself and its work– Demos work results to the Product Owner

What is Scrum ?•Scrum is commitment-oriented: You’ll be introduced to chickens later.

•Scrum is results-oriented: projects produce increments of a shippable product, activities are time boxed, and ceremony is discouraged.

•Scrum is disciplined. There are practices you must follow on a specified time table.

Scrum Artifacts• The Product Backlog

– Derived from Business Plan or Vision Statement, which sometimes have to be created with customer

– List of functionality, technology, issues– Issues are placeholders that are later defined as work– Product Owner responsible for priority– Maintained and posted visibly

• The Sprint Backlog– Tasks to turn product backlog into working product functionality– Tasks are estimated in hours, usually 1-16– Tasks with more than 16 hours are broken down later– Team members sign up for tasks, they aren’t assigned (be patient, just wait!)– Estimated work remaining is updated daily– Any team member can add, delete or change the Sprint Backlog (theirs or new)– Work for the Sprint emerges– The Sprint Burn-down Chart– The Product Increment

Scrum Artifacts (Contd…)• The Sprint Burn

down Chart– To create a burn down chart, each day the

Scrum Master records the estimated remaining work for the Sprint and records it on a chart

– Start at day zero, the day of the Sprint planning meeting

– End at the day of the Sprint review

0.0200.0400.0600.0800.01000.01200.01400.01600.01800.02000.02200.02400.02600.02800.03000.03200.03400.03600.03800.04000.04200.0

Day0Day1Day2Day3

Day4Day5Day6Day7

Day8Day9Day10

Day11

Day12

Day13

Day14

Day15

Day16

Day17

Day18

Day19

Day20

Day21

Day22

Day23

Day24

Day25

Day26

Day27

Day28

Day29

Day30

Day31

Days

Est

imat

ed R

emai

nin

g H

ou

rs

Actual Planned

Sep 25 2006 Oct 03 2006

Actual hours:2646Estimated hours:2517

Deviation:129 Deviation:

+

Sample Sprint Burndown Chart

Daily SCRUM

– Daily 15 minute status meeting;– Same place and time every day;– Chickens and pigs; (Pigs are Scrum team members

committed to the sprint, Chickens are members who are involved but not committed to the sprint

– Three questions;

• What have you done since last meeting?• What will you do before next meeting?• What is in your way?

– Impediments; and– Decisions

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