Agile SCRUM presentation HJT_Final
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The document discusses the Scrum framework, an agile methodology for project management. It describes Scrum practices like sprint planning meetings, daily stand-ups, sprint reviews and retrospectives. The Scrum framework uses product backlogs, sprint backlogs and increments to organize work into short cycles. Key Scrum roles include the Product Owner, Scrum Master and development team. The goals of Scrum are to deliver working software frequently through self-organizing teams, transparency and inspection/adaptation of the process.
![Elements of Agile Planning
EPIC
Business Goal
USER
Stories
Planning
As a <user role>
I can <do something>
So that <I get some
Value>
Card – Conversation - Confirmation
FRONT
As a registered court user, I can
Login to the JBSIS web portal and
Upload my case data so that I do
Not have to manually fill in excel
Sheets and fax them to be uploaded
Product Backlog
Maintained by PO Sprint Backlog
Maintained by TEAM
PBI – Product
Back log Items
by Priority
•MUST
•SHOULD
•COULD
•WONT – OUT OF SCOPE
BACK
Story 1 Acceptance Criteria
[] Shows logo and site banner at top
[] Has copyright information at bottom
[] Has login username password entry
[] Consistent look and feel
TASKS
With Estimates
5hrs (1- 8 hrs)
Estimates:
•Done by Team at both high and low level
•Used for planning and for tracking
•Estimates are not commitments
How we
Know when
A Story is DONE
Quality
Assurance and
Control
Release
Backlog –
Multiple sprints](https://image.slidesharecdn.com/341ce783-87aa-4835-b616-2a53bd96a987-150515222438-lva1-app6891/85/Agile-SCRUM-presentation-HJT_Final-10-320.jpg)
Agile SCRUM presentation HJT_Final
- 1. Agile SCRUM
- 2. Objectives • The SCRUM framework • Common SCRUM practices • SCRUM Master responsibilities and Skills
- 3. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: • INDIVIDUALS AND INTERACTIONS over processes and tools • WORKING SOFTWARE over comprehensive documentation • CUSTOMER COLLABORATION over contract negotiations • RESPONDING TO CHANGE over following a plan That is, while there is value in the items on the right, we value the items on the left more. Manifesto for Agile Software Development 2001
- 4. Agile software development • Team Based • Incremental • Iterative • Value Driven • Frequent Delivery • Fully Visible • Production Quality
- 5. Agile Principles • Agile software development implements Lean principles and dynamics. • Scrum is one form of Agile, designed initially for software development but applicable to other kinds of work.
- 6. Agile Brands LEAN AGILE SCRUM Collaboration Framework XP Kanban Workflow Management Development •LEAN – Looking at value and reducing waste 6-Sigma •XP – Extreme Programming (only for development) •Kanban – Like ITIL all about optimizing process no deliverables
- 7. Scrum Framework Scrum has 4 Meetings and 3 Artifacts Scrum has 3 roles that share the responsibility of creating in small increments The roles complement each other to create a balanced team
- 9. •Sets Vision •Manages Product Backlog •Elaborates Release Dates •Reviews Work •Improve Team ROI •Gathers input from Stakeholders The Scrum Team •5-9 Members •Cross Functional •Full-Time •Self- Organizing •Empowered •Selects how much to do in each sprint •Facilitate •Protect •Coach •Teach •Administer
- 10. Elements of Agile Planning EPIC Business Goal USER Stories Planning As a <user role> I can <do something> So that <I get some Value> Card – Conversation - Confirmation FRONT As a registered court user, I can Login to the JBSIS web portal and Upload my case data so that I do Not have to manually fill in excel Sheets and fax them to be uploaded Product Backlog Maintained by PO Sprint Backlog Maintained by TEAM PBI – Product Back log Items by Priority •MUST •SHOULD •COULD •WONT – OUT OF SCOPE BACK Story 1 Acceptance Criteria [] Shows logo and site banner at top [] Has copyright information at bottom [] Has login username password entry [] Consistent look and feel TASKS With Estimates 5hrs (1- 8 hrs) Estimates: •Done by Team at both high and low level •Used for planning and for tracking •Estimates are not commitments How we Know when A Story is DONE Quality Assurance and Control Release Backlog – Multiple sprints
- 11. SCRUM EXECUTION •Scrum organizes work into 1-4 week time boxes called sprints •Each Sprint has 4 primary meetings •The bulk of the time is spent creating value in the form of a product Design Initiation Planning Execution Monitoring Control Closing Concept Requirements Implementation Test Release
- 12. SCRUM EXECUTION/SDLC • Feasibility – project vision/ establish business case and high level estimates. • Initiation – Project charter, Identify resources, create backlog, high level estimates, user stories and road map. • Release planning – Story estimation, build a release plan • Sprint – Iteration planning, Run acceptance tests, prepare test cases, run automated tests (Coding – Test based development), prepare stories for next iteration, retrospective meeting, daily standup meeting, update burn up chart, questions and sign-off. If end of project go to close out otherwise we go to release planning. • Close Out – Project close out activities.
- 13. Product Backlog Sprint Planning Meeting Goal 1: What? •Which PBIs can we can we commit to? •What is our Sprint Goal? Ex. Build the login interface Sprint Backlog 2-4 hours for a 2 week sprint Prioritized/Ordered Story To Do In Progress Done Goal 2: How? •What tasks can we identify for each story? •How long do we think each will take? Attended by: •Product Owner, Development Team, ScrumMaster •Other Interested Stakeholders
- 14. Sprint Time Box Focus No one can change the Sprint plan except the Scrum Team to add or remove a PBI. Sprint is a fixed length of time. S1 Abnormal Termination If a Sprint Goal cannot or should not be reached for unexpected reasons, stop and plan a new Sprint. 1 to 4 weeks S2 S3 S4
- 15. Daily Scrum Three Questions: •What did you do yesterday? •What do you plan to do today? •Is there anything blocking you? Inspect and Adapt •What do we need to reach our Sprint Goal? •Do not pre-assign all tasks. Put it up on the board Let people pick. 15 mins Story To Do In Progress Done
- 16. Sprint Review Purpose: •Demonstrate the completed story •Get feedback from the Stakeholders Attendees: •Product Owner, Development Team, ScrumMaster •Any other Stakeholders Last Day of Sprint: •2 hours for a 2 week sprint •Working software is demoed here Preparation •Who will show what? •Deploy to a preview Server •Any documentation needed? •Update and show release burnup/burndown chart. 2 Hours Dilbert Comic Slide - http://dilbert.com
- 17. Sprint Retrospective Format: Gather Data Reflect on what worked well, what didn’t Generate Insights Discuss results and new ideas Decide Action Items Consider adapting new practices Stop doing things that are not working Team Meets Privately PO Included! Keep It Interesting •Appreciation •Food •Variety 1.5 hours
- 18. Story Time Fifth recommended meeting: Product grooming/ Refinement meeting “Development team spends 5-10% of Sprint with Product Owner preparing for future sprints” •2.5 % is story time (1 hour per week) •PO calls this meeting •Not too far out in the Sprint and not in the beginning Purpose: •Choosing Candidate Stories •Getting Details and acceptance criteria •Initial Design •Looking at new Stories •Considering new Ideas •Getting Estimates 1 hour per Week Limit “Chicken” Participation: Known as Chickens – Stakeholders Limit the number of chickens in The grooming session. Ex 6 Stakeholders invite 3 to one Meeting and 3 to another. The fable was referenced to define two types of project members by the scrum agile management system: pigs, who are totally committed to the project and accountable for its outcome, and chickens, who consult on the project and are informed of its progress. - Wikipedia Dilbert Comic Slide - http://dilbert.com
- 19. Continuous Improvement PDCA Diagram Wikipedia - http://en.wikipedia.org/wiki/PDCA Deming Cycle INSPECT And ADAPT •The Cycle repeats for every sprint •Agile Success relies on “ Empirical Process “ •Improvement comes from a continuous learning cycle we call “Inspect and Adapt”