Agile & Scrum Training
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Transcript of Agile & Scrum Training
Copyright Conscires 2011
INTRO TO AGILE & SCRUMPresenter:Bachan Anand
Copyright Conscires 2011
AGENDA SCRUM Framework SCRUM Roles Planning & Estimation Team Engagement SCRUM Simulations SCRUM Myths Class Retrospective
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AGILE MANIFESTO
Individuals and interactions over processes and tools Working software/product over comprehensive
documentation Customer collaboration over contract negotiation Responding to change over following a plan
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AGILE 12 PRINCIPLES
Highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software
Welcome changing requirements Deliver working software (Product) frequently Business people and developers must work
together daily throughout the project Build projects around motivated individuals Most efficient and effective method of
conveying information is face-to-face conversation
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AGILE 12 PRINCIPLES
Working software (product) is the primary measure of progress
Agile processes promote sustainable development (maintain a constant pace indefinitely)
Continuous attention to technical excellence and good design enhances agility
Simplicity (art of maximizing amount of work not done) is essential
Best architectures, requirements, and designs emerge from self-organizing teams
At regular intervals, team reflects on how to become more effective, then tunes and adjusts
http://agilemanifesto.org/principles.html5
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AGILE LEAN ROOTS
Eliminate Waste – Anything that does not add value Build Quality In – Quality if a primary focus Deliver fast – Just as it’s defined Defer Commitment – Learning before commitment Respect People – Give space for others to grow Improve the System – The system is the entire process Create Knowledge – Sharable and Usable Focus on the customer - Needs Continuous improvement - Daily Kaizen - Change for better processes, led by the people
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SCRUM FOUNDATION VALUES
Empiricism Detailed up-front planning and defined processes are
replaced by just-in-time Inspect and Adapt cycles Self-Organization
Small teams manage their own workload and organize themselves around clear goals and constraints
Prioritization Do the next right thing
Rhythm Allows teams to avoid daily noise and focus on
delivery Collaboration
Leaders and customers work with the Team, rather than directing them 7
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SCRUM VALUES
Transparency Everything about a project is visible to everyone
Commitment Be willing to commit to a goal
Courage Have the courage to commit, to act, to be open and to
expect respect Focus
Focus all of your efforts and skills on doing the work that you have committed to doing
Respect Respect and trust the different people who comprise a
team8
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SCRUM FRAMEWORK
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SCRUM AND WATERFALL DIFFERENCES
SCRUM Traditional (Waterfall)
Plan what you expect to happen with detail appropriate to the horizon
Plan what you expect to happen
Control happens through inspection and adaption
•Reviews and Retrospectives•Self-organizing Teams
Enforce what happens is the same as what is planned
•Directive management•Control
Use Agile Practices to manage change•Continuous feedback loop•Iterative and incremental development•Prioritized backlogs
Use change control to manage change•Change Control Board•Defect Management
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SCRUM ROLES DETAILS
Product Owner Maximize the value of the work done by prioritizing
the features by market value SCRUM Master
Manages the SCRUM framework Team
Self-organizing empowered individuals motivated by business goals
Other Stakeholders Anyone who needs something from the team or the
team something from
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SCRUM ROLES DETAILS – PRODUCT OWNER
Thought Leader and Visionary Drives the Product Vision (for example, with Story
Mapping) Prioritizes the User Stories Maintains the Product Backlog with the team Accepts the Working Product (on behalf of the customer)
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SCRUM ROLES DETAILS – SCRUM MASTER
Servant Leader Facilitates the Process Supports the Team Removes Organizational Impediments Socializes Scrum to Management Enable close collaboration across all roles and functions
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SCRUM ROLES DETAILS – SCRUM TEAM
Cross-Functional 5-8 Members Self-Organizing Focused on meeting Commitments
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ROLES RELATIONSHIP
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MANAGEMENT ROLES (SERVANT LEADERSHIP) Is a servant first and ensures other people – i.e. followers
or stakeholders – highest priority needs are being served Empowers others and supports an environment of trust Has empathy and sensitivity to the needs and interest of
all stakeholders Is open to the voice of others by supporting discussions
that includes those without a voice Accept risks; takes the risk of failure along with the
chance of success, while trusting others My cup is always full – my focus is now; I’ve learned
from yesterday and I’m planning for tomorrow16
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PRE-SCRUM PLANNING
Pre-SCRUM is where projects are approved, budgets and resources assigned
Project Portfolio’s are expensive They are risky
Do we have the right people with the right experience and skills?
Can we afford the project? What are the objectives of the project? Clear goals. Lack of commitment Can we verify the promise was met?
The business want value and a return on investment
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PRE-SCRUM PLANNING
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Pre-Portfolio
Active Portfolio
Post-Portfolio
Projects Being formulatedEvaluated Pending approval
Projects ApprovedPending Kick-off Executing
Projects ExecutedM & E
Reject
Success or
Failure
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PRODUCT VISION & ROLE ENGAGEMENT
A goal to aspire to Can be summarized in a short statement of intent Communicate it to the team Common format:
For: (Our Target Customer) Who: (Statement of need) The: (Product/Product name) is a (Product/Product category) That: (Product/Product key benefit, compelling reason to buy
and/or use) Unlike: (Primary competitive alternative) Our Product: (Final statement of primary differentiation)
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RELATIVE ESTIMATION
Humans are better at relative estimates than absolute estimates
Many heads are better than one Estimates are made by those who perform the work Estimate size/complexity – Derive duration The goal is to get useful estimates with minimal effort Estimates are not commitments Planning Poker is the common method for estimation
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RELATIVE ESTIMATION
Story Points: Commonly used in Agile estimation No real-world dimensions Compare one story to another Based on effort, complexity, risk Precision is not critical
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PRODUCT BACKLOG
A living list of requirements captured in the form of User Stories
Represents the WHAT of the system Prioritization with respect to business value is essential! Each story has estimated Story Points, which represent
relative size, and is determined by those actually doing the work
Higher priority items are decomposed and lower priority items are left as larger stories (epics)
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USER STORIES
Product requirements formulated as one or more sentences in the everyday or business language of the user As a <user>, I would like <function> so that I get
<value> Each User Story has an associated Acceptance Criteria
that is used to determine if the Story is completed
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SPRINT BACKLOG
List of stories, broken down into tasks, that is committed for any particular Sprint
Owned and managed by the Team Any team member can add, delete or change the sprint
backlog with additional tasks
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USER STORIES
Independent Not overlap in concept and be able to schedule and
implement them in any order Negotiable
Not an explicit contract for features; rather, details will be co-created by Product Owner and Team
Valuable Add business value
Estimated Just enough to help the Product Owner rank and
schedule the story's implementation Sized Appropriately
Need to be small, such as a few person-days Testable
A characteristic of good requirements25
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SPRINT PLANNING
Sprint Planning meeting held at beginning of each Sprint Time and Resources are fixed in any given Sprint Goal is to have prioritized Sprint Backlog, broken down
into tasks, that the Team can commit to During planning, Team commits to scope that can be
completed in the Sprint, taking into account the definition of Done
Story points may be refined
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TASK BOARD Active visual indicator of flow
of work Should be visible to team
members at all times Should be kept current Encourages self-organization,
and collaboration
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DOD - (DEFINITION OF DONE) Team creates its own definition of Done in the interest of
creating quality software Definition can evolve over sprints Example checklist (not exhaustive):
Unit tests pass (ideally automated) Customer Acceptance tests pass User docs written UI design approved by PO Integrated into existing system Regression test/s pass (ideally automated) Deployed on staging server Performance tests pass
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SPRINT BURN-DOWN
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Shows daily progress in the Sprint
X-axis is the number of days in the Sprint
Y-axis is the number of remaining stories
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RELEASE BURN-DOWN
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Shows progress across Sprints
X-axis is the number of Sprints
Y-axis is the total number of stories
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DAILY STANDUP MEETINGS
Meetings held in same location, same time, every day Time-boxed at 15 minutes Encourages self-organization, rhythm, and collaboration Not a status meeting Each Team member speaks to:
What did I accomplish in the last 24 hours What do I plan to accomplish in the next 24 hours Any impediments getting in the way of my work
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SPRINT REVIEW
Occurs at the end of each Sprint Inspect and Adapt the product (Empiricism) The team meets with the Product Owner (and
Stakeholders) to demonstrate the working software from the Sprint
This is a hands-on software demo (not a PowerPoint) that usually requires some prep beforehand
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RETROSPECTIVES
Occurs at the end of each Sprint Inspect and Adapt the process (Empiricism) Team and ScrumMaster meet to reflect on what went well
and what can be improved Tone of the meeting is that everyone did their best and
now look to how can we improve Retrospectives must conclude with team commitments to
action
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SCRUM RELEASE - VELOCITY
Total number of story points completed by a team in a Sprint
Can be used by the team as a reference during Sprint Planning
Used by Product Owner to plan out the releases
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SCRUM RELEASE PLANNING
Product Owner, in conjunction with the team, formulates Release Plans by applying the team Velocity to the Product Backlog
Release Plans are revisited after every Sprint Two ways to approach
Fix scope and determine how many sprints are needed Fix time and determine how much scope can be
completed
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SCRUM MYTHS
SCRUM Myths: No quality/no testing People burnout because of short and frequent delivery
cycles (sprints) No culture change is needed Will make a better team SCRUM is the only Agile method Solution to all
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SCRUM MYTHS
SCRUM Myths: A silver bullet Management believes it will solve all problems Easy to implement Will replace waterfall method Cowboy coding No documentation Simple but not easy
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SCRUM MYTHS
SCRUM:Exposes issues soonerIncreases visibility, leading to faster issue resolutionFacilitates complete feedback & continuous
improvementsAllows people to fail and learn from failureMoves away from the blame cultureEmbraces small incremental changes
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TAKE AWAY
Scrum is a lightweight framework with a simple set of rules, built on foundations and values
Scrum enables teams to discover their true potential and deliver quality software that adds business value
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APPENDIX - ROLES
Product Owner Thought Leader and Visionary, who drives the Product
Vision, maintains the Product Backlog, prioritizes the User Stories, and accepts the Working Software (on behalf of the customer)
ScrumMaster Servant Leader, who facilitates the process, supports
the Team, removes organizational impediments, and socializes Scrum to Management
Team Cross-Functional group of 5-8 Members that is self-
organizing and focused on meeting Commitments40
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APPENDIX – ARTIFACTS
Product Backlog A living list of requirements captured in the form of
User Stories, prioritized according to business value Sprint Backlog
List of stories, broken down into tasks, that is committed for any particular Sprint; owned and managed by the Team
Taskboard Active visual indicator of flow of work
Sprint Burndown Chart Shows daily progress in the Sprint
Release Burndown Chart Shows progress across Sprints
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APPENDIX - CEREMONIES
Sprint Planning Held at beginning of each Sprint, with the goal to have
prioritized Sprint Backlog, broken down into tasks, that the Team can commit to
Daily Standup Meetings held in same location, same time, every day,
with the goal of ensuring that team members are in synch (not a status meeting)
Sprint Review Occurs at the end of each Sprint, with the goal of
inspecting and adapting the Product Retrospective
Occurs at the end of each Sprint, with the goal of inspecting and adapting the process 42