Intro to Agile
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Transcript of Intro to Agile
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Intro to Agile Project ManagementCatalina Movileanu (@catalinamo)
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Agenda
• Part 1: Set the stage
• Part 2: Agile Mindset and Methods – short overview
• Part 3: Scrum Framework – short overview
• Part 4: Case study – part 1
• Part 5: Case study – part 2• Create user stories
• Prioritize the backlog/high level estimation
• Estimate user stories
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Part 1Set the stage
Work in pairs
Tell each other(1) what did you get from the first part of the workshop(2) what are your expectations for today
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Part 2Agile Project Management
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What is Agile?
• Agile is a way of thinking (mindset/philosophy)
NOT a• Process
• Framework
• Tool
• Agile way of thinking can be manifested through many different practices.
Many Practices
12 Principles
4 Values
Agile Mindset
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The Agile Manifesto (4 Values)
• Individuals and interactions over processes and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following a plan
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Agile 12 principles
• Satisfy customer with great products
• Welcome change
• Deliver frequently
• Work with business
• Motivate people
• Face-to-face communication
• Measure work done
• Maintain sustainable pace
• Maintain design
• Keep it simple
• Team creates the best requirements and design
• Reflect and adjust
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Agile Principles 1/12
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Satisfy customer with great software
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Agile Principles 2/12
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Welcome change
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Agile Principles 3/12
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Deliver frequently
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Agile Principles 4/12
Business people and developers must work together daily throughout the project.
Work with business
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Agile Principles 5/12
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
Motivate people
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Agile Principles 6/12
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Face-to-face communication
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Agile Principles 7/12
Working software is the primary measure of progress.
Measure software done
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Agile Principles 8/12
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace
indefinitely.
Maintain sustainable pace
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Agile Principles 9/12
Continuous attention to technical excellence and good design enhances agility.
Maintain design
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Agile Principles 10/12
Simplicity--the art of maximizing the amount of work not done--is essential.
Keep it simple
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Agile Principles 11/12
The best architectures, requirements, and designs emerge from self-organizing teams.
Team creates architecture
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Agile Principles 12/12
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
Reflect and adjust
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Agile Flavors
Scrum - Project Management Framework
XP - Focused on Engineering Practices
Lean and Kanban - Limiting work in progress & optimizing flow
DSDM - Explicit view of teams at the boarder stakeholder view
FDD - Focused on feature delivery
Crystal - Situationally Specific Solutions
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Unifying themes of Agile Methods
• Emerging scope
• Timeboxed development
Cost Time
Scope Cost Time
ScopeVariable
Fixed
100% must have
Must haveShould have
Could have
Traditional ManagementConstraints
AgileConstraints
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Feasibility
Assessing value• NVP
• IRR
• ROI
Project visioning• Design the product box
Business Case
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Initiation
Project chartering• W5H (What, Why, Who, Where, and How) attributes
Aligning stakeholders expectations• Wireframes• Personas• User story /backlog
• As a <Role>, I want <Functionality>, so that <Business Benefit>• Story map/product roadmap
High level estimates • customer value prioritization• risk-adjusted backlog
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Planning
• Backlog and product roadmap• Plan releases
• Release planning• Slicing stories
• Story estimation using planning poker (points, T-shirt size, jelly beans, etc)
• Build a release plan
• Iteration/Sprint planning• Sprint backlog
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Delivering Value
• Task/Kanban boards
• WIP limits
• Incremental delivery
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Incremental vs. Iterative
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Confirming Value
• Prototypes
• Simulations
• Demonstrations
IKIWISI - I know it when I’ll see it
Iteration review meeting
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Tracking and reporting value
• earned value management for agile projects• SPI = completed features/planned
features
• CPI=earned value/actual costs
• cumulative flows diagrams (CFDs)
• risk burn down graphs
• task/kanban boards
• velocity
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Part 3Scrum Project Management Framework
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What is SCRUM?
• A set of practices, roles, events, artifacts• Transparency
• Inspection
• Adaptation
Definition from rugby football:“a scrum is a way to restart the
game after an interruption, where the forwards of each side come together in a tight formation and struggle to gain possession of the ball when it is tossed in among them”
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Scrum teams
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Development Team
• Empowered to manage its own work
• Self-organizing and cross-functional.
• 5-10 members
• Deliver potentially releasable increment of “done” product at the end of each sprint.
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Product Owner
• Responsible for maximizing the value of the products
• Manages the product backlog (including its prioritization, accuracy, shared understanding, value and visibility).
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Scrum Master
• Responsible for ensuring that Scrum is understood and used
• Servant leader to the development team
• Scrum coach
• Removing impediments
• Facilitate meetings
• Assist the product owner
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Scrum events
• Sprints
• Sprint planning meeting
• Daily Scrum - 15-minute timeboxed daily meeting
• Sprint Review
• Sprint Retrospective
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Artifacts
• Product backlog
• Sprint backlog
• Definition of done
• Burn down charts
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Part 4Case study – Oversight Steering Committee Meeting Tool
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Oversight Steering Committee Meeting Tool
Part 1 (feasibility)
• Create a vision (elevator) statement
• Design the product box
Part 2 (initiating and planning)
• Create backlog – min 7 stories (10 min)
• Prioritize backlog (MOSCOW) (7 min)
• Estimate backlog stories (Fibonacci) (10 min)
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Elevator statement
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Design the Box
Front of the box
• Product name
• Logo/graphic
• 3-4 key selling points or objectives
Back of the Box• Product description
• Features list
Think of your project as a product you have to sell, using limited space on front/back of the packaging box. What would you say?
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Part 5: Case study – part 2
• Create backlog
• Prioritize the backlog/high level estimation
• Estimate user stories
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Create product backlog
• A product backlog contains descriptions of the functionality (user stories) desired in an end product.
User stories are short, simple description of a feature told from the perspective of the person who desires the new capability, usually a user or customer of the system.
• As a <type of user>, I want <some goal> so that <some reason>.
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Twitter case study
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Define backlog – 10 mins
• Write at least 7 user stories for your product
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Prioritize backlog – MoSCoWTime – 10 min
• M - Must have: Describes a requirement that must be satisfied in the final solution for the solution to be considered a success.
• S - Should have: Represents a high-priority item that should be included in the solution if it is possible. This is often a critical requirement but one which can be satisfied in other ways if strictly necessary.
• C - Could have: Describes a requirement which is considered desirable but not necessary. This will be included if time and resources permit.
• W - Would have/WON'T: Represents a requirement that stakeholders have agreed will not be implemented in a given release, but may be considered for the future. (note: occasionally the word "Would" is substituted for "Won't" to give a clearer understanding of this choice)
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Estimate backlog stories (Fibonacci) – 10 min
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