GAC - Agile and Scrum Training
- 1. AGILE & SCRUM GULF AGENCY COMPANY Rasmus Runberg
- 2. Introduction Rasmus Runberg β’ +10 years of project experience - past 8 working agile β’ Background as Scrum Facilitator and Project Manager β’ Member of Agile Alliance and host of Agile ME RASMUS@TELETRONICS.AE
- 3. Why Agile
- 4. Introduction Practicalities β’ Please interrupt! β’ Let me know if it is time for a break (Lunch at noon) β’ Presentation will be available for download
- 5. Introduction Gulf Agency Company β’ Do you have experience with Agile? β’ What are your expectations to this workshop?
- 6. Introduction Gulf Agency Company Your best project? β’ Think of the best project you have ever been part of β’ Write down why you enjoyed this project so much β’ Save for later
- 7. AGENDA
- 8. AGILE
- 9. WHAT IS AGILE? 2001 βWe are uncovering better ways of developing softwareβ HTTP://AGILEMANIFESTO.ORG/
- 10. WHAT IS AGILE? βAgile processes are iterative and employ specific project management and engineering practices to sustain the delivery of new functionality every one to four weeksβ AND βA philosophy that great products are created by collaborative, empowered teams that work with their customers, utilizing value- driven delivery, adaptive planning and continuous improvement techniquesβ
- 11. THE AGILE MANIFESTO Individuals and Interactions Working⨠Software Customer Collaboration Responding to Change Processes⨠and Tools Comprehensive⨠documentation Contract⨠Negotiation Following⨠a plan That is, while there is value in the items on the right, we value the items on the left more. over over over over
- 12. THE AGILE MANIFESTO Individuals and Interactions Working⨠Software Customer Collaboration Responding to Change Could you apply these principles in your current way of working?
- 13. THE AGILE MANIFESTO Individuals and Interactions Workingβ¨ Software Customer Collaboration Responding to Change Talk to people Only follow process if it adds value Do what you know is right not what youβre told
- 14. THE AGILE MANIFESTO Individuals and Interactions Working⨠Software Customer Collaboration Responding to Change Measure progress in deliveries, not time or resources spend Deliver continuously in small iterations
- 15. THE AGILE MANIFESTO Individuals and Interactions Working⨠Software Customer Collaboration Responding to Change Deliver what the customer need, not what was agreed in the contract Get feedback from your client or users
- 16. THE AGILE MANIFESTO Individuals and Interactions Workingβ¨ Software Customer Collaboration Responding to Change If the plan doesnβt make sense any longer - change it! Do not fear changes - embrace them
- 17. GROUP WORK AGILE MANIFESTO In groups β’ Discuss each of the 12 principles β’ Link each principle to one of the four manifesto items
- 18. THE DARK SIDE OF AGILE AGILE MANIFESTO
- 19. THE DARK SIDE OF AGILE AGILE MANIFESTO
- 20. THE AGILE MANIFESTO Individuals and Interactions Working⨠Software Customer Collaboration Responding to Change Processes⨠and Tools Comprehensive⨠documentation Contract⨠Negotiation Following⨠a plan That is, while there is value in the items on the right, we value the items on the left more. over over over over
- 21. THE AGILE MANIFESTO Individuals and Interactions Working⨠Software Customer Collaboration Responding to Change Processes⨠and Tools Comprehensive⨠documentation Contract⨠Negotiation Following⨠a plan That is, while there is value in the items on the right, we value the items on the left more. over over over over
- 22. THE AGILE MANIFESTO Individuals and Interactions Working⨠Software Processes⨠and Tools Comprehensive⨠documentation Contract⨠Negotiation Following⨠a plan That is, while there is value in the items on the right, we value the items on the left more. over over over over Customer Collaboration Responding to Change
- 23. THE DARK SIDE OF AGILE AGILE MANIFESTO
- 24. THE GOOD SIDE OF AGILE AGILE MANIFESTO In groups β’ What benefits do you think you could achieve from agility? β’ For the team? β’ For the company? β’ For the client?
- 25. THE GOOD SIDE OF AGILE AGILE MANIFESTO β’ Visibility β’ Adaptability β’ Business Value β’ Low risk SOURCE: HTTPS://WWW.VERSIONONE.COM/AGILE-101/AGILE-SOFTWARE-DEVELOPMENT-BENEFITS/
- 26. THE GOOD SIDE OF AGILE AGILE MANIFESTO Still remember you best project?
- 27. BEING AGILE Agile is not a framework or process - Itβs a mindset
- 30. SCRUM
- 31. SCRUM Gulf Agency Company β’ Do you have experience with SCRUM? β’ Any Rugby fans / players?
- 32. SCRUM VALUES Focus Courage Openness Commitment Respect Because we focus on only a few things at a time, we work well together and produce excellent work. We deliver valuable items sooner. Because we work as a team, we feel supported and have more resources at our disposal. This gives us the courage to undertake greater challenges. As we work together, we express how we're doing, what's in our way, and our concerns so they can be addressed. Because we have great control over our own destiny, we are more committed to success. As we work together, sharing successes and failures, we come to respect each other and to help each other become worthy of respect.
- 33. SCRUM VALUES Focus Courage Openness Commitment Respect Because we focus on only a few things at a time, we work well together and produce excellent work. We deliver valuable items sooner. Because we work as a team, we feel supported and have more resources at our disposal. This gives us the courage to undertake greater challenges. As we work together, we express how we're doing, what's in our way, and our concerns so they can be addressed. Because we have great control over our own destiny, we are more committed to success. As we work together, sharing successes and failures, we come to respect each other and to help each other become worthy of respect.
- 35. THE SCRUM PROCESS PLAN BUILD TEST REVIEW DEPLOY WATERFALL β’ Visibility β’ Adaptability β’ Business Value β’ Low risk REMINDER!
- 37. THE 3 ROLES
- 38. THE TEAM Development Team βThe Development Team consists of professionals who do the work of delivering a potentially releasable Increment of βDoneβ product at the end of each Sprint.β¨ Only members of the Development Team create the Incrementβ AND βDevelopment Teams are structured and empowered by the organization to organize and manage their own work. The resulting synergy optimizes the Development Teamβs overall efficiency and effectivenessβ
- 39. THE TEAM Development Team Self- organized Cross Functional No Titels No Sub- teams Shared Accountability
- 40. GROUP WORK THE DEVELOPMENT TEAM In groups β’ Pick one of the statements β’ Discuss what the statement means to you and why you think it is important Self- organized Cross Functional No Titels No Sub- teams Shared Accountability
- 41. THE TEAM Development Team Self- organized Cross Functional No Titels No Sub- teams Shared Accountability No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality Development Teams are cross-functional, with all the skills as a team necessary to create a product Increment Scrum recognizes no titles for Development Team members, regardless of the work being performed by the person Scrum recognizes no sub-teams in the Development Team, regardless of domains that need to be addressed like testing, architecture, operations, or business analysis Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole
- 42. THE SM Scrum Master βThe Scrum Master is responsible for promoting and supporting Scrum as defined in the Scrum Guide. Scrum Masters do this by helping everyone understand Scrum theory, practices, rules, and valuesβ AND βThe Scrum Master is a servant-leader for the Scrum Team. The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which arenβt. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Teamβ
- 44. THE PO Product Owner βTheΒ ScrumΒ product owner is typically a project's key stakeholder. Part of the product owner responsibilities is to have a vision of what he or she wishes to build, and convey that vision to the scrum team. This is key to successfully starting any agile software development project. The product owner does this in part through the product backlog, which is a prioritized features list for the productβ Mike Cohn
- 45. THE PO Product Owner Backlog Delivery Feedback Expectations⨠Sale Strategy⨠Value New Tech⨠Trends
- 46. THE PO Product Owner ⒠The one person ultimately responsible for the success of the product ⒠Liaison between all stakeholders⨠(Team, Clients, Management etc.) ⒠The Product Owner is the sole person responsible for managing the Product Backlog
- 47. THE PO Product Owner β’ Only by standing together and utilizing skills from the development teams, the organization, the clients etc. the PO will stand a chance β’ The Product Owner should see himself more as a facilitator, that ensures things get done, and dots are connected, rather than the single entity (single point of failure) that has to do it all β’ Self-Organized and Empowered teams
- 49. BACKLOG Idea
- 51. BACKLOG Idea MAJOR ELEMENT1 MAJOR ELEMENT2 MAJOR ELEMENT4 MAJOR ELEMENT5 MAJOR ELEMENT3 FEATURE 1 FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 1 FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 1 FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5
- 52. BACKLOG Vision EPIC EPIC EPIC EPIC EPIC USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY
- 53. BACKLOG Vision EPIC EPIC USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY
- 54. BACKLOG EPICEPIC USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY PRIORITY β’ Top of backlog should be well-known user stories ready to be picked for next sprint β’ Items in the bottom of the backlog can be with high uncertainty - but should still be something we actually believe we will do β’ Priority of items in the backlog can always change β’ All items in the backlog should be value based
- 55. BACKLOG EPICEPIC USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY USER STORY PRIORITY β’ All items in the backlog should be value based β’ How to write a User Story βAS A {PERSONA}, I WANT {OBJECTIVE}, SO THAT {BENEFIT}.βΒ "GIVEN THAT I AM A {PERSONA}, AND {PRE- CONDITIONS}, AND {PRE-CONDITIONS}, THEN {VALIDATION}"
- 56. STORY MAPPING Tell A Story Group Into Activities Test For Gaps Prioritize Deο¬ne Iterations Walk through the problem by telling a story of the activities and tasks a user would perform Identify groupings and define those as activities Look for missing tasks by walking through another scenario or from a different perspective (persona) As a team review the story map and prioritize Outline iterations or releases of the map
- 62. GROUP WORK STORY MAPPING In groups β’ Build your own story β¦
- 63. THE CEREMONIES Before the Sprint During the Sprint After the Sprint β’ Daily Scrum β’ Sprint Reviewβ’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective
- 64. WHERE ARE THE CEREMONIES?
- 65. THE CEREMONIES Before the Sprint During the Sprint After the Sprint β’ Daily Scrum β’ Sprint Reviewβ’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective
- 66. THE CEREMONIES β’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review β’ Story Writing / Story Telling β’ Planning Poker β’ SPIDR TOOLS β’ Prepare the backlog for Sprint Planning PURPOSE β’ Shared understanding of backlog items β’ Estimates OUTCOME
- 67. THE CEREMONIES One or more iterations on designing an implementation of the value of a user story. With at least one of your colleagues, investigate what you know you need to do to implement the value. and prepare a presentation for the team and seek feedback actively. STORY WRITING β’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review Session(s) where the imagined implementation of the value is presented to relevant colleagues with the intent of getting feedback. When all comments and questions has been handled you should be able to estimate the user story using planning poker. STORY TELLING
- 68. THE CEREMONIES β’ How long time does it take to drive to Sharjah? β’ How fast can you run 10 miles? STORY POINTS β’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review A consensus-based estimating technique PLANNING POKER A unit of measure for expressing an estimate of the overall effort that will be required to fully implement a product backlog item or any other piece of work.
- 69. THE CEREMONIES SPIDR β’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review
- 70. THE CEREMONIES β’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review β’ Velocity TOOLS β’ Identify the backlog items for the following sprint PURPOSE β’ Sprint Backlog β’ Team Commitment OUTCOME
- 71. THE CEREMONIES β’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review β’ An average of the amount of work done in the past sprints VELOCITY Sprints WorkDone Velocity
- 72. THE CEREMONIES JIRA β’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review
- 73. GROUP WORK SPRINT PLANNING In groups β’ What does it mean to you when you team give a commitment to success?
- 74. THE CEREMONIES Before the Sprint During the Sprint After the Sprint β’ Daily Scrum β’ Sprint Reviewβ’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective
- 75. THE CEREMONIES β’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review β’ What did I achieve yesterday towards meeting our goal? β’ What will I achieve today towards meeting our goal? β’ Do I see any impediment? TOOLS β’ Optimize collaboration and performance by inspecting the work since yesterday and forecasting upcoming Sprint work. PURPOSE β’ Alignment and understanding OUTCOME
- 76. GROUP WORK DURING THE SPRINT In groups ⒠What do we do if things⨠change?
- 77. THE CEREMONIES Before the Sprint During the Sprint After the Sprint β’ Daily Scrum β’ Sprint Reviewβ’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective
- 78. THE CEREMONIES Feedback and collaboration by presenting the increment. Alignment and transparency. PURPOSE Input to a revised Product Backlog that defines the probable Product Backlog items for the next Sprint - potentially also adjusted to meet new opportunities. OUTCOMEβ’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review
- 79. THE CEREMONIES INCREMENT β’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review β’ The sum of all the backlog items finished in the sprint β’ Potentially shippable
- 80. THE CEREMONIES β’ Start - Stop - Continue β’ Popcorn Flow TOOLS β’ For the team to inspect and adapt PURPOSE β’ Action items on experiments / improvements to implement OUTCOME β’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review
- 81. THE CEREMONIES β’ Problem and observations β’ Options β’ Possible Experiments β’ Commitment β’ Ongoing β’ Review β’ Next POPCORN FLOW β’ Daily Scrum β’ Sprint Planning β’ Backlog Refinement / Grooming β’ Sprint Retrospective β’ Sprint Review
- 83. INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS
- 84. RETROSPECTIVE
- 85. READING MATERIAL β’ https://www.mountaingoatsoftware.com/ MIKE COHEN β’ https://www.scrumalliance.org/learn-about-scrum SCRUM ALLIANCE β’ https://www.youtube.com/watch?v=QbPkcfzi2HI&t=142s β’ https://www.youtube.com/watch?v=eNe0UEsBalA β’ https://www.youtube.com/watch?v=502ILHjX9EE&t=118s YOUTUBE