Practical Scrum course day 2
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Transcript of Practical Scrum course day 2
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Practical ScrumDay IIIlan Kirschenbaum
Agile coach co-founder @ practical-agile
twitter: @_kirschi email: [email protected]
blog: http://fostnope.com/
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Exercise
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• Our Specially Crafted Feedback Forms
• Agile Practitioners IL
• Lifetime Guarantee
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Agenda
• Product owner
• Product backlog
• Planning
• Estimating
• Sprint planning
• Sprint backlog
• Burndown charts
• Daily scrum
• Sprint review
• Sprint retrospective
• Scrum simulation
• Scaling Scrum
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Product Owner
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Exercise: The painters game
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Round 1
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Round 2
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Round 3
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QIt’s possible to transfer information effectively on written documents without much of human contact.
Essential knowledge is lost in every handover and human interaction is needed
to overcome it.
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The Product Owner
• The person that represents the customer.
• Should have business knowledge or at least have access to it.
• Has almost no authority over the team in technical aspects.
• Exceptions are non-functional constraints and requirements And the definition of Done.
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Role of the PO
• Defines the features of the product
• Defines release dates and content
• Responsible for ROI.
• Prioritizes feature according to value.
• Can change features and priority once every predefined interval.
• Decides what will be worked on in each iteration
• Accepts or rejects results.
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Concept Change
• Traditionally throws content “over the fence”– no more!
• Takes an active role throughout the development lifespan.
• Needs to make decisions regarding ROI every sprint.
• The single wringable neck.
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Product Backlog
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The Product Backlog
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The Product Backlog
• List of features, Technology, issues.
• Items should deliver value for customer.
• Constantly prioritized & Estimated.
• Anyone can contribute.
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The Product Backlog
• Visible to all.
• Derived from business plan, may be created together, with the customer.
• Can be changed every sprint!!!
• Customer is not “programmed” to think of everything in advance.
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The Product Backlog - Example
Description Estimate Acc. test sprint
As a user I would like to register 3 1
As a user I would like to login 5Show successful
login & Show failing login
1
As a buyer I would like to make a bid 3 1
As a buyer I would like to pay with a credit card 8 2
As a seller I would like to start an auction 8 2
…
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The Product Backlog - Example
Description Value Estimate Acc. test sprint Wiki link
As a user I would like to register 1200 3 1 www…..
As a user I would like to login 1100 5
Show successful login &
Show failing login1
As a buyer I would like to make a bid
1000 3 1
As a buyer I would like to pay with a credit card
700 8 2
As a seller I would like to
start an auction10 8 2
... …
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The Product Backlog
• Can be defined in any way that serves best the PO.
• User stories are recommended for functional requirements.
• Usually contains the fields: ID, area, description, value, estimate, test criteria.
• Common other fields: dependency details, source of item.
• Remember to “KISS” - Keep it simple, stupid sweetheart!
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User Stories
• Are not use cases!
• Describe requirements from the user’s POV
• A defined format:As a …. I would like to…. [so that….]
• Should not include too many details.
• Modeled for discussion, to overcome the communication gap.
• Guidelines for a good story are: Independent, Valuable, Properly sized, Testable.
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User Stories - Example
• As a customer I want to be able to check my current balance.
• As a manager I would like to be able to see the overall balance of the customers.
• As a manager I would like to see trends in sales.
• As a sales person I would like to have a report of past activity for specific customers.
• As a customer I would like to reprint receipts of past purchases.
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Exercise
As a <WHO> I want to <WHAT> so that <WHY>
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QIt is possible to “collect” or even “know” all the requirements up-
front
Requirements evolve as customers and our knowledge increases – based on
experience
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Backlog Items Size
• The product backlog items (PBI) become more granular the higher they are in the backlog.
• Usually the PBI starts as very big items (Epics) and are split into smaller sized items.
• It is common that the PBIs for the next 2-3 sprints are split so that:
• 3-5 PBIs fit within a single sprint.
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Splitting User Stories
• Different scenarios
• Stubbing\mocking external dependencies
• Splitting across the data model. E.g Support only a subset of attributes
• Splitting across operationsE.g CRUD \ parts of a protocol
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Splitting User Stories
• Splitting on results E.g Success and failure scenarios.
• Splitting cross-cutting concernsE.g Logging \ Security.
• Splitting functional & non-functional requirements
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Exercise
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Backlog Grooming
• Also called backlog refactoring.
• Done by the team and the PO.
• The goal is to have the backlog ready for the sprint planning.
• Grooming = Splitting, clarifying & estimating.
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Backlog Grooming
• Usually grooming just enough for 2-3 sprints ahead.
• Recommended to allocate ~5% of sprint time for this task.
• NEVER allow the PO to reach a sprint planning meeting with a backlog not in good shape.
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Agile Planning with Scrum
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The “Planning Onion”
Daily
Iteration
Release
Product
Portfolio
Strategy
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Why Plan?
• Reduce risk.
• Reduce uncertainty.
• Gather data to assist in decision making.
• Provide external stake holders with data.
• Establish expectation to measure progress against.
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Estimating
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–John Maynard Keynes
“It’s better to be roughly right than precisely wrong.”
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Persistance of Time
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Exercise: Relative Estimations
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34.4
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Why Relative?
• We are not good in measuring absolute values.
• We are good in comparing things.
• We have the basic math skills (or a calculator).
• High accuracy has a high toll.
• Estimates become commitments
• Time is not persistent.
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Story Points
• Name is derived from user stories.
• They reflect the “bigness” of a user story.
• How hard it is ? How risky it is ? How much of it there is ?
• Relative values matters.
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Planning Poker
1. Each person gets a deck of cards (Fibonacci).
2. The item to be estimated is read to all.
3. Attendants ask clarifications for the item.
4. Each person selects a card and puts it on the table facing down.
5. When everyone is done, cards are exposed.
6. If the estimations do not match a short discussion is done – Highest & Lowest estimators speak first. -> Goto 4.
7. Handle next item.
12 3 5 8 13 2040
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Why Use Planning-Poker?
• Those who do the work estimate it.
• Emphasizes relative estimation
• Estimates are within one order of magnitude.
• Reduces anchoring - Everyone's opinion is heard.
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Specification Length
•One page spec•Group A
•7 Pages spec•Group B
173 hours
117 hours
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Irrelevant Information
•Group A
•added irrelevant details:•End user desktop apps•Usernames & passwords•Etc.
•Group B
39 hours
20 hours
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Extra Requirements
•Requirements 1-4
•Group A
•Requirements 1-5•Group B 4 hours
4 hours
•Requirements 1-5 but told to estimate 1-4 only
•Group C8 hours
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Anchoring•Group A
•Customer thinks 500 •customer has no technical knowledge•Don’t let the customer influence you
•Group B555 hours
456 hours
•Same as B customer thinks 50
•Group C99 hours
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Why Use Planning-Poker?
• Those who do the work estimate it.
• Emphasizes relative estimation
• Estimates are within one order of magnitude.
• Reduces anchoring - Everyone's opinion is heard.
• Modelled for open discussion – forces thinking.
• It’s quick & fun !
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Exercise
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Velocity
• How many points can the team complete in one iteration.
• Easy to measure.
• Fixes estimation errors.
• Easily reflects the project status.
• Primary parameter in planning.
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Iteration Planning
Description Estimate
As a user I would like to register 3
As a user I would like to login 5
As a buyer I would like to make a bid 3
As a buyer I would like to pay with a
credit card8
As a seller I would like to start an
auction8
…
This Iteration
3 5 3
Next Iteration
8 8
Average Velocity = ~14
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Release Planning
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Calculating Release Time
S
T
V
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http://artparty4u.wix.com/xtremeaverage/apps/blog/wtc-ceo-andrew-messick-on-ironman-swim :מקור
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Release Planning
• Given that: – the items for the release are estimated. – The velocity is known (or predicted) – We know the scope or deadline.
• We can estimate one of the two: – how much can we do until the deadline. – How many sprints it will take to complete the
content. • The more data we will have, the more accurate will
be our estimate.
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Sprint Planning & Sprint Backlog
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Sprint Planning
• The first meeting of the sprint.
• Divided into two parts
• Part I
• Part II
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Sprint Planning
• Lasts between 2-8 hours.
• Participants: PO, Team, Scrum Master.
• Product backlog should be in good shape.
• PO should have good understanding of the top backlog items.
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Sprint Planning Part I
• Goal: Decide what the team takes to part II in order to commit for sprint content.
• PO Explains the top items from the backlog.
• Team and PO selects the sprint goal.
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Sprint Planning Part II
• Goal: Generate the sprint backlog & commit on the sprint’s content.
• The team splits each of the stories into smaller tasks and estimates each task.
• Some design decisions are done.
• Verify that the goal is achievable.
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The Sprint Backlog
• An artefact that belongs to the team.
• Assists the team in tracking the sprint’s progress.
• Maximum task length should not exceed 16h for a 4 week sprint.
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The Sprint Backlog
• Updated throughout the sprint
• Every team member can add, remove or change the sprint backlog.
• Status of tasks & remaining work is updated daily.
• Sprint content emerges.
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The Sprint Backlog - Example
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The Sprint Backlog - Example
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More Task Board Examples
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Exercise
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Task Board
To do In progress Done
PBI # 1
PBI # 2
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Task Board
To do In progress Done
PBI # 1
PBI # 2
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Task Board
To do In progress Done
PBI # 1
PBI # 2
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Task Board
To do In progress Done
PBI # 1
PBI # 2
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Task Board
To do In progress Done
PBI # 1
PBI # 2
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Sprint Planning
• Part I
• Velocity based planning.
• Commitment based planning.
• Part II
• Trust velocity
• Hours & capacity based.
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QMultiple parallel programs speed up the development
Multiple programs create big management overhead and risk of overloading the
pipeline, R&D works most efficiently in continuous mode
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Burndown Charts
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Burndown Charts
• A simple way of tracking progress.
• Used in different levels:
• Sprint.
• Release.
• Product.
• Shows the amount of work left to reach target.
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Release Burndown ChartEf
fort
rem
aini
ng
0
25
50
75
100
Sprint
1 2 3 4 5 6 7 8
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Sprint Burndown Chart
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Sprint Burndown Chart
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Daily Scrum
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Daily Scrum
• Daily
• No longer than 15 minutes
• Same place \ same time.
• Stand up.
• All the team must attend.
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Daily Scrum
• 3 Questions:
• What have we accomplished since the last daily
• What will we complete until the next daily
• What are my/our impediments.
• Only team members are allowed to speak.
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Daily Scrum
• Keep asking
• Is this meeting useful ?
• If not, find out why?
• Is the team reporting to the SM ?
• Does the team share their work ?
• Are impediments removed ?
• Are the reports unclear ?
• Does it take longer than 15 minutes ?
• Etc.
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Exercise
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Sprint Review
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Sprint Review
• Held At the end of each sprint.
• This is —-NOT—- a Sprint Demo
• During this meeting the team presents to the management\customers\users\product owner, what work has been DONE and what was not.
• The only form of “automated” presentations allowed is working software, Slideware is banned.
• The things that were not accomplished will be returned to the product backlog.
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Retrospective
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Sprint Retrospective
• Key feature of inspect & adapt
• Periodically take a look at what is and is not working
• Typically 1-2 hours
• Done after every sprint (for sprint retrospective)
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Sprint Retrospective
• Who participates ?
• Scrum Master - facilitates
• Product owner
• Team – all of the team.
• Possibly customers and others
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Sprint Retrospective
• The goal of the meeting is to generate action items (Experiments) to execute next sprint
• Things to stop doing.
• Things to keep doing.
• Things to start doing.
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Retrospective Model Example
• Opening (2-5 minutes)
• Data collection (15-25 minutes)
• Generate insights (15-25 minutes)
• Create experiments (15-25 minutes)
• Closing (2-5 minutes)
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Opening
• 1 word
• SAD \ MAD \ GLAD
• Score the sprint.
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Data collection
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To keep \ To change
• List the things in two columns.
• Prioritize each column.
• Take top 3 from each column.
• Prioritize again.
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Timeline
• Draw a chart on the board.
• Have each team member write meaningful events.
• Put sticky notes on the board at the relevant time.
• Group items based on time\topic\else.
• 1 is also a group.
• Prioritize.
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Spider web
• Draw a spider web on the board.
• Write attributes that are important to you on each edge.
• Have each team member rate each attribute.
• Discuss the most painful one.
• Repeat until the time is over.
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Generate insights
• Silent grouping.
• 5 why’s.
• Spin dating.
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Create Experiments
• Not many experiments.
• Experiment should be:
• S.M.A.R.T Specific, Measurable, Attainable, Relevant, Timely
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Closing
• Action items owners.
• And:
• Rate the retrospective.
• SAD \ MAD \ GLAD.
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QProduct development process can be defined as a predictable and
repeatable process
Product development is an evolving and adaptive process
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Scrum Simulation
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Exercise
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Exercise
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Exercise
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Exercise
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Exercise
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Exercise
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Exercise
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Exercise
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Scaling Scrum
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• Do it only if you must!
• Scrum can be implemented without scaling for ~100 people.
• Sometimes it is better to have less people working on a project.
• Focus on synchronization & communication.
• CI at the top level
• Scrum of scrums.
• Multiple team sprint planning.
• COP – communities of practice.
• The right organizational structure
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Scaling Sprint Planning
Planning part I Product owner
Representative of each team
backlog
Planning part II Team 1
Planning part II Team 2
Planning part II Team 3
Select
backlo
g items
Select items
Select backlog items
sprintbacklog
sprintbacklog
sprintbacklog
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– Every team sends one representative (Not the Scrum master!!!)
Daily Scrum 10:00 am Team 1
Daily Scrum 10:15 am Team 2
Daily Scrum 10:30 am Team 3
Daily Scrum 11:00
Scrum of scrums Team
representatives
Extra question: Do we intend to
create a problem
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Organization Structure
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The Traditional Way - Component Teams
Component A
Component B
Component C
Component D
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The Traditional Way - BottleneckComponent A
Component B
Component C
Component D
Release feature list:
•Feature 1 – A(20%) B(30%) C(50%)
•Feature 2 – A(40%) B(20%) D(40%)
•Feature 3 – B(80%) C(20%)
•Feature 4 – A(50%) C(50%)
•Feature 5 – A(20%) C(70%) D(10%)
Total Effort needed: A – 210 B – 130 C – 190 D – 50
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The Traditional Solutions
• Move people from team to team to match requirements A(5) , B(3), C(5), D(2).
• Decreases job satisfaction, hurts performance.
• What will happen next release ?
• Leave team formation as is:
• Some teams will be “unemployed” – What will they do ?
• Need to “invent” work for them.
• Other teams will have too much pressure.
• Change the scope of the release to equalize efforts:
• Still bottlenecks exists on feature level.
• The problem will be worst next release.
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Feature Teams
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Sources of Requirements
Component A
Component B
Component C
Component D
Security related
Features
User admin related features
Item CRUD related features
Reporting related features
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Feature Teams
• All teams have cross component ability.
• This might take some time.
• All team produce E2E functionality.
• Immediately reduces bottlenecks, reduces waste.
• Long term, eliminate this bottleneck.
• Increases flexibility – allows development by business value.
• Requires increased communication between teams (this is a good thing!)
• Increases business understanding inside teams.
• Requires commitment and effort to implement.
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Component A
Component B
Component C
Component D
Release feature list:
•Feature 1 – A(20%) B(30%) C(50%)
•Feature 2 – A(40%) B(20%) D(40%)
•Feature 3 – B(80%) C(20%)
•Feature 4 – A(50%) C(50%)
•Feature 5 – A(20%) C(70%) D(10%)
Feature 1
Feature 2
Feature 3
Feature 4
Total Effort needed: A – 210 B – 130 C – 190 D – 50
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Scaling the PO Role
• Easy when feature teams exists.
• Instead of a PO have a PO team.
• Each team member is an APO – Area product owner.
• Area product owner focuses on one or more requirement areas.
• Team decides together how the general prioritization of the back log is.
• Each APO has the responsibility to support, follow and prioritize within his area\s.
• APOs report back to the team for adaptations.
• Usually an APO deals with the same teams for a long period of time.
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Appendix
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Recommended Links
• Scrum alliance – www.scrumalliance.org
• Scrum development group on yahoo – groups.yahoo.com\group\scrumdevelopment
• Agile alliance – www.agilealliance.org
• infoQ – www.infoq.com
• Agile Practitioners IL Discussion Group http://www.linkedin.com/groups/Agile-Practitioners-IL-81807
• My blog – http://fostnope.com
• Practical Agile website - http://www.practical-agile.com/
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Recommended Books
• Ken Schwaber & Mike beedle – Agile software development with Scrum
• Ken Schwaber – Agile project management with Scrum.
• Ken Schwaber – Enterprise Scrum.
• Bass Vodde & Craig larman - Scaling Lean & Agile Development (2 books)
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Other Recommended Books
• Tom DeMarco & Timothy lister – Peopleware.
• Frederick P. Brooks - The Mythical Man-Month
• Craig Larman – Agile & Iterative software development.
• Mary Lynn Manns and Linda Rising - Fearless change
• Diana Larsen & Esther Derbey – Agile retrospectives
• Mike Cohn – Agile estimation and planning.
• Mike Cohn – User stories applied.
• Test Driven (java) – Lasse koskalle
• Clean code – Robert C. Martin.
• And many more…
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References and Additional Sources
• 1970 - Managing the development of large software systems (aka Waterfall Model, Winston Royce) http://leadinganswers.typepad.com/leading_answers/files/original_waterfall_paper_winston_royce.pdf
• 1986 – The new, new software development game (Takeuchi & Nonaka) http://files.meetup.com/1671339/The%20New%20New%20Product%20Development%20Game.pdf
• Liker\Hoseus 2008 – The Toyota Way http://www.amazon.com/The-Toyota-Way-Management-Manufacturer/dp/0071392319
• 2001 - Agile Manifesto http://agilemanifesto.org
• 1991-2013 - The Scrum Guide (Schwabber, Sutherland) https://www.scrum.org/Portals/0/Documents/Scrum%20Guides/2013/Scrum-Guide.pdf
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References and Additional Sources
• 1971 - The Psychology of Computer Programming (G. Weinberg) http://www.amazon.com/The-Psychology-Computer-Programming-Anniversary/dp/0932633420
• 1987 - Peopleware, Productive Projects and Teams (T. De-Marco) http://www.amazon.com/Peopleware-Productive-Projects-Teams-3rd/dp/0321934113
• 2003 - Lean Software Development: An Agile Toolkit (M&T Poppendieck) http://www.amazon.com/Lean-Software-Development-Agile-Toolkit/dp/0321150783
• 1999 - Extreme Programming Explained (K. Beck & C. Andres) http://www.amazon.com/Extreme-Programming-Explained-Embrace-Change/dp/0321278658
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References and Additional Sources
• 2004 - Working Effectively with Legacy Code (M. Feathers) http://www.amazon.com/Working-Effectively-Legacy-Michael-Feathers/dp/0131177052
• 1975 - The Mythical Man-Month (F. P. Brooks) http://www.amazon.com/Mythical-Man-Month-Software-Engineering-Anniversary/dp/0201835959
• This is Water video https://www.youtube.com/watch?v=DKYJVV7HuZw
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End of day 2