Agile - Scrum Presentation

Waterfall & Agile – Scrum (By: Gihan Wijesinghe – Professional Software Developer)
TOPICS:
Waterfall & various other methodologies
History of Agile, Manifesto, 12 Rules
Various processes of Agile
Introduction to Scrum framework
Key roles in Scrum
Key artefacts in Scrum
Scrum ceremonials
Conclusion

Software Development Models
Linear Flow Iterative Flow
Linear & Iterative
Flow
Waterfall Prototyping
Incremental
Agile
Spiral
Rapid Application Development

By Dr. Winston Royce (1970)
Waterfall Model

Waterfall Model best suite for:
Project requirements & objectives are clear, not ambiguous and very rarely changing
Project is large, expensive & complicated, client expect the formal approaches
Project’s cost is pre-defined, fixed-price
Immediate implementation is not required
When resources need to be conserved

Bureaucratic
Over Regimented
Slow
Difficult to enhance
SD models develop in
1970 – 1990 have
been criticized by
users as:
Industrial Experts / Thought Leaders
Promote innovative approaches to developments
Embracing requirement changes
Continual planning, Empowering teams, Frequent delivery of a
working part

In 2001, 17 Software consultants gathered to Snowbird, Utah (USA) & defined AGILE SOFTWARE
DEVELOPMENT
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the
project.
Build projects around motivated individuals. Give them the environment and support
they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation
Working software is the primary measure of progress
Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely
Continuous attention to technical excellence and good design enhances agility
Simplicity — the art of maximizing the amount of work not done — is essential
The best architectures, requirements, and designs emerge from self-organizing
teams.
At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behavior accordingly

Various subsets of Agile
Scrum is a management and control
process that cuts through complexity to
focus on building software that meets
business needs
Extreme Programming (XP) is a pragmatic
approach to program development that
emphasizes business results first and takes an
incremental, get-something-started approach
to building the product, using continual
testing and revision.
Crystal is a family of human
centric, adaptive, ultralight,
“stretch-to-fit” software
development methodologies

SCRUM Framework
Part of an Agile movement use for product development
Introduced by Jeff Sutherland in 1993 (before describe the Agile)
Project management framework applicable to any project (not only for software)
Project move forward by series of iterations called sprints
3 Roles
3 Artefacts
4
Ceremonials

Key Roles in SCRUM
Product Owner
Scrum Master
Team
Only one person, Responsible for maximizing
the value of the product
Responsible for managing the product backlog
Person who lead the development team & create
a bridge between customer and developer
parties.
Need a wide range of knowledge & Skills,
Sometimes act as a business requirement analyst
Represents the interests of client
Facilitate the PO & team, facilitate to Scrum
ceremonials
Eliminate any obstacles which restrict the
team when achieving the sprint goal
He / She might be a dedicated full time scrum
master or a team member
Not a project manager / does not manage the
team, But help to take the decisions
Make sure that everything is happening
according to the scrum process
Self organizing, Cross functional
No sub teams
Software engineers, QA engineers,
Architectures, UI designers etc.

Key Artefacts (1. Product Backlog)
Contain the user stories (sample shows below) written by stakeholders & developers
All the user stories are unimplemented yet, No need to arrange them when starting point
Entire responsible of this backlog is up to Product Owner
Need to arrange the features / user stories according to the priority level, before planning the sprints
Never complete, will change consistently, will become larger when requirements are changing
HR executive assign the salaries to new
employees
HR ex. Select the employee and assign basic
salary, add fixed allowances, deductions &
variable allowances, update data. Sometimes it
is need to assign an entire salary scale.
UI: http://demo.treinetic.com/Rentchefnew
Tester will select employees and enter basic
salaries & other info. Click the update button.
Updated data will display
Name
Description
Screens
How to test
As a HR Executive I can assign salaries to employees
so that useful when preparing pay sheets

Key Artefacts (1. Product Backlog)
Simple example

Key Artefacts (2. Sprint Backlog)
Contain the PBIs (Product backlog items) which are selected to particular Sprint, Items selected on Sprint Planning Meeting
Also contain a plan for deliver the relevant product increment
Development team can change the SB during the sprint
Must sort according to the priority order – up to product owner
Time period will define for each member for each item

Key Artefacts (3. Burn down Chart)
Graphical representation of the project progress with time will indicate here
Updating the burn down chart should done by the scrum master
X axis represents the time by Sprints, Y axis represents the work load by story points (mentioned on PB)
Release burn down chart is essential & team also can use spring burn down charts for each sprints.

Scrum Ceremonials (1. Sprint planning meeting)
Product owner, Scrum master & Team will attend, Although not compulsory it is better to attend stakeholders as well
Sort / Priorities the product backlog items (backlog refinement) by PO for upcoming sprint, Whole team must help him
2 hours for the 2 weeks sprint / 4 for 4 weeks……………
What is to be develop on the up coming sprint?
How we are going to achieve that goal?
Sprint Planning
Meeting
Product Backlog
Team & PO
Sprint Backlog
Sprint Goals

Scrum Ceremonials (2. Daily Scrum Meeting)
Every day during the sprint this meeting must held and discuss the progress
Scrum master & Team will attend, Scrum master should facilitate the meeting, PO is not compulsory
Maximum time will be 15 minutes
Every member need to explain three things:
What I have
accomplish after
last meeting
What I’m going
to do before the
next meeting
What are the
obstacles I have
encounter?
Improve the communication
Identify the problems &
obstacles
Improve the project knowledge
of every one
Scrum master MUST note all
impediments & resolve them

Scrum Ceremonials (3. Sprint Review Meeting)
Product owner, Scrum master, Team & Customers / Stake holders will attend
1.5 hours for the 2 weeks sprint / 3 for 4 weeks……………
End of the each sprint this meeting will held with working software part to
inspect by customer
Team should demonstrate the increment with focus on the sprint goal
PO, Team & stake holders will review the working part, Should not
use slides, Working part is essential
Customer / Stakeholders might ask some amendments, PO must note
down them
New requirements might proposed & product backlog might be
change as well as the priority order will change

Scrum Ceremonials (4. Sprint Retrospective Meeting)
Product owner, Scrum master, Team will participate
1 hours for the 2 weeks sprint / 2 for 4 weeks……………
After the review meeting & before the next sprint meeting, this will held
Team might revise their way of working in the past in order to make future works more efficiently
Scrum master encourage the team to adopt best practice for the improvements of the next sprint
What should Start
What should Stop
What should Continue
Even works are going well NEVER stop restrospective

CONCLUSION

Agile - Scrum Presentation

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Agile - Scrum Presentation