Online class intro to agile & scrum - final
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This document provides an overview of Agile and Scrum frameworks. It discusses the Agile Manifesto and 12 principles, Scrum roles like Product Owner and Scrum Master, Scrum artifacts like Product Backlog and Sprint Backlog, and Scrum ceremonies like Sprint Planning, Daily Standup, Sprint Review and Retrospectives. The goal of Scrum is to deliver working software frequently through an empirical and iterative process that is transparent, inspectable and adaptable.
Online class intro to agile & scrum - final
- 1. Copyright Conscires 20111Intro to Agile & ScrumPresenter:BachanAnandT: @bachananandE: bachan.anand@conscires.com
- 2. Agenda2Intro to Agile & ScrumScrum FrameworkScrum RolesPlanning & EstimationTeam EngagementQ&A - Class feedbackCopyright Conscires 20112
- 3. Agile Manifesto3Individuals and interactions over processes and tools Working software/product over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Copyright Conscires 20113
- 4. Class Agenda - Taskboard4
- 5. Agile 12 Principles5Highest priority is to satisfy the customerthrough early and continuous deliveryof valuable softwareWelcome changing requirementsDeliver working software (Product) frequentlyBusiness people and developers must work together daily throughout the projectBuild projects around motivated individualsMost efficient and effective method of conveying information is face-to-face conversationCopyright Conscires 20115
- 6. Agile 12 Principles6Working software (product) is the primary measure of progressAgile processes promote sustainable development (maintain a constant pace indefinitely)Continuous attention to technical excellence and good design enhances agilitySimplicity (art of maximizing amount of work not done) is essentialBest architectures, requirements, and designs emerge from self-organizing teamsAt regular intervals, team reflects on how to become more effective, then tunes and adjustshttp://agilemanifesto.org/principles.htmlCopyright Conscires 20116
- 7. Scrum Foundation7Empiricism Detailed up-front planning and defined processes are replaced by just-in-time Inspect and Adapt cyclesSelf-OrganizationSmall teams manage their own workload and organize themselves around clear goals and constraintsPrioritizationDo the next right thingRhythmAllows teams to avoid daily noise and focus on deliveryCollaborationLeaders and customers work with the Team, rather than directing themCopyright Conscires 20117
- 8. Scrum Values8TransparencyEverything about a project is visible to everyoneCommitmentBe willing to commit to a goalCourageHave the courage to commit, to act, to be open and to expect respectFocusFocus all of your efforts and skills on doing the work that you have committed to doingRespectRespect and trust the different people who comprise a teamCopyright Conscires 20118
- 9. Scrum Framework9Copyright Conscires 20119
- 10. Scrum and Waterfall Differences10Copyright Conscires 201110
- 11. Scrum Roles11Product OwnerMaximize the value of the work done by prioritizing the features by market valueScrum MasterManages the Scrum frameworkTeamSelf-organizing empowered individuals motivated by business goalsOther StakeholdersAnyone who needs something from the team or the team something fromCopyright Conscires 201111
- 12. Scrum Roles Details – Product Owner12Thought Leader and VisionaryDrives the Product Vision (for example, with Story Mapping)Prioritizes the User Stories Maintains the Product Backlog with the teamAccepts the Working Product (on behalf of the customer)Copyright Conscires 201112
- 13. Scrum Roles Details – Scrum Master13Servant LeaderFacilitates the ProcessSupports the TeamRemoves Organizational ImpedimentsSocializes Scrum to ManagementEnable close collaboration across all roles and functionsCopyright Conscires 201113
- 14. Scrum Roles Details – Scrum Team14Cross-Functional 5-8 MembersSelf-OrganizingFocused on meeting CommitmentsCopyright Conscires 201114
- 15. Roles Relationship15Copyright Conscires 201115
- 16. Management Roles (Servant Leadership)16Is a servant first and ensures other people – i.e. followers or stakeholders – highest priority needs are being served Empowers others and supports an environment of trust Has empathy and sensitivity to the needs and interest of all stakeholders Is open to the voice of others by supporting discussions that includes those without a voiceAccept risks; takes the risk of failure along with the chance of success, while trusting others My cup is always full – my focus is now; I’ve learned from yesterday and I’m planning for tomorrowCopyright Conscires 201116
- 17. Scrum roles vrs tradition roles17
- 18. Pre-Scrum Planning18Pre-Scrum is where projects are approved, budgets and resources assigned Project Portfolio’s are expensiveThey are riskyDo we have the right people with the right experience and skills?Can we afford the project?What are the objectives of the project? Clear goals.Lack of commitmentCan we verify the promise was met?The business want value and a return on investmentCopyright Conscires 201118
- 19. Pre-Scrum Planning19Pre-PortfolioActive PortfolioPost-PortfolioRejectSuccess orFailureCopyright Conscires 2011Projects Being formulated
- 20. Evaluated
- 22. Pending Kick-off
- 24. M & E 19
- 25. 20
- 26. Product Vision & Role Engagement21A goal to aspire toCan be summarized in a short statement of intentCommunicate it to the teamCommon format:For: (Our Target Customer)Who: (Statement of need)The: (Product/Product name) is a (Product/Product category)That: (Product/Product key benefit, compelling reason to buy and/or use)Unlike: (Primary competitive alternative)Our Product: (Final statement of primary differentiation)Copyright Conscires 201121
- 27. Product Backlog22A living list of requirements captured in the form of User StoriesRepresents the WHAT of the systemPrioritization with respect to business value is essential!Each story has estimated Story Points, which represent relative size, and is determined by those actually doing the workHigher priority items are decomposed and lower priority items are left as larger stories (epics)Copyright Conscires 201122
- 28. Relative Estimation23Humans are better at relative estimates than absolute estimatesMany heads are better than oneEstimates are made by those who perform the workEstimate size/complexity – Derive durationThe goal is to get useful estimates with minimal effortEstimates are not commitmentsPlanning Poker is the common method for estimationCopyright Conscires 201123
- 29. Fruit Salad – Relative estimation24
- 30. Relative Estimation25Story Points:Commonly used in Agile estimationNo real-world dimensionsCompare one story to anotherBased on effort, complexity, riskPrecision is not criticalCopyright Conscires 201125
- 31. Scrum Release - Velocity26Total number of story points completed by a team in a SprintCan be used by the team as a reference during Sprint PlanningUsed by Product Owner to plan out the releasesCopyright Conscires 201126
- 32. Scrum Release Planning27Product Owner, in conjunction with the team, formulates Release Plans by applying the team Velocity to the Product BacklogRelease Plans are revisited after every SprintTwo ways to approachFix scope and determine how many sprints are neededFix time and determine how much scope can be completedCopyright Conscires 201127
- 33. User Stories28Product requirements formulated as one or more sentences in the everyday or business language of the userAs a <user>, I would like <function> so that I get <value>Each User Story has an associated Acceptance Criteria that is used to determine if the Story is completedCopyright Conscires 201128
- 34. Sprint Backlog29List of stories, broken down into tasks, that is committed for any particular SprintOwned and managed by the TeamAny team member can add, delete or change the sprint backlog with additional tasksCopyright Conscires 201129
- 35. User Stories30IndependentNot overlap in concept and be able to schedule and implement them in any orderNegotiableNot an explicit contract for features; rather, details will be co-created by Product Owner and TeamValuableAdd business valueEstimatedJust enough to help the Product Owner rank and schedule the story's implementationSized AppropriatelyNeed to be small, such as a few person-daysTestableA characteristic of good requirementsCopyright Conscires 201130
- 36. Task Board31Active visual indicator of flow of workShould be visible to team members at all timesShould be kept currentEncourages self-organization, and collaborationCopyright Conscires 201131
- 37. DOD - (Definition of Done)32Team creates its own definition of Done in the interest of creating quality softwareDefinition can evolve over sprintsExample checklist (not exhaustive):Unit tests pass (ideally automated)Customer Acceptance tests passUser docs writtenUI design approved by POIntegrated into existing systemRegression test/s pass (ideally automated)Deployed on staging serverPerformance tests passCopyright Conscires 201132
- 39. Sprint Burn-down34Shows daily progress in the SprintX-axis is the number of days in the SprintY-axis is the number of remaining storiesCopyright Conscires 201134
- 40. Release Burn-down35Shows progress across SprintsX-axis is the number of SprintsY-axis is the total number of storiesCopyright Conscires 201135
- 41. Daily Standup Meetings36Meetings held in same location, same time, every dayTime-boxed at 15 minutesEncourages self-organization, rhythm, and collaborationNot a status meetingEach Team member speaks to:What did I accomplish in the last 24 hoursWhat do I plan to accomplish in the next 24 hoursAny impediments getting in the way of my workCopyright Conscires 201136
- 42. Sprint Planning37Sprint Planning meeting held at beginning of each SprintTime and Resources are fixed in any given Sprint Goal is to have prioritized Sprint Backlog, broken down into tasks, that the Team can commit toDuring planning, Team commits to scope that can be completed in the Sprint, taking into account the definition of DoneStory points may be refinedCopyright Conscires 201137
- 43. Sprint Review38Occurs at the end of each SprintInspect and Adapt the product (Empiricism)The team meets with the Product Owner (and Stakeholders) to demonstrate the working software from the SprintThis is a hands-on software demo (not a PowerPoint) that usually requires some prep beforehandCopyright Conscires 201138
- 44. Retrospectives39Occurs at the end of each SprintInspect and Adapt the process (Empiricism)Team and ScrumMaster meet to reflect on what went well and what can be improvedTone of the meeting is that everyone did their best and now look to how can we improveRetrospectives must conclude with team commitments to actionCopyright Conscires 201139
- 45. Scrum Myths40Scrum Myths:No quality/no testingPeople burnout because of short and frequent delivery cycles (sprints)No culture change is neededWill make a better teamScrum is the only Agile methodSolution to allCopyright Conscires 201140
- 47. Scrum Myths42Scrum Myths:A silver bulletManagement believes it will solve all problemsEasy to implementCowboy codingNo documentationCopyright Conscires 201142
- 50. Increases visibility, leading to faster issue resolution
- 51. Facilitates complete feedback & continuous improvements
- 52. Allows people to fail and learn from failure
- 53. Moves away from the blame culture
- 54. Embraces small incremental changes
- 55. Simple but not easyCopyright Conscires 201143
- 56. Take Away44Scrum is a lightweight framework with a simple set of rules, built on foundations and values
- 57. Scrum enables teams to discover their true potential and deliver quality software that adds business valueCopyright Conscires 201144
- 58. Appendix - Roles45Product OwnerThought Leader and Visionary, who drives the Product Vision, maintains the Product Backlog, prioritizes the User Stories, and accepts the Working Software (on behalf of the customer)ScrumMasterServant Leader, who facilitates the process, supports the Team, removes organizational impediments, and socializes Scrum to ManagementTeamCross-Functional group of 5-8 Members that is self-organizing and focused on meeting CommitmentsCopyright Conscires 201145
- 59. Appendix – Artifacts46Product BacklogA living list of requirements captured in the form of User Stories, prioritized according to business valueSprint BacklogList of stories, broken down into tasks, that is committed for any particular Sprint; owned and managed by the TeamTaskboardActive visual indicator of flow of workSprint Burndown ChartShows daily progress in the SprintRelease Burndown ChartShows progress across SprintsCopyright Conscires 201146
- 60. Appendix - Ceremonies47Sprint PlanningHeld at beginning of each Sprint, with the goal to have prioritized Sprint Backlog, broken down into tasks, that the Team can commit toDaily StandupMeetings held in same location, same time, every day, with the goal of ensuring that team members are in synch (not a status meeting)Sprint ReviewOccurs at the end of each Sprint, with the goal of inspecting and adapting the ProductRetrospectiveOccurs at the end of each Sprint, with the goal of inspecting and adapting the processCopyright Conscires 201147