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Scqaa sf scrum presentation - final
- 1. WELCOME March 25, 2011
- 2. Introduction Brief about SCQAA for new comers Any job openings Presentation by Kevin Graves AGENDA March 25, 2011
- 3. AGILE / SCRUM 3.23.11 - SCQAA-SF – KEVIN GRAVES
- 4. SCQAA-SF www.scqaa.net chapter sponsors the sharing of information to promote and encourage the improvement in information technology quality practices and principles through networking, training and professional development. Networking: We meet once in 2 months in San Fernando Valley. Check us out on LinkedIn (SCQAA-SF) http://linkd.in/e2HLn2 Contact Sujit at sujit58@gmail.com or call 818-878-0834 ABOUT SCQAA-SF- A NOT-FOR PROFIT ORGANIZATION March 25, 2011
- 5. AGENDA Why Should You Care? What is Agile? What is Scrum? What Real Scrum Feels Like Scrum Challenges Scrum Benefits
- 7. WHY SHOULD YOU CARE? Times are Changing It Could Help Your Current Project It Could help You Land Your Next Job It’s Often More Rewarding Work
- 9. IT’S NOT WATERFALL WHERE… Long Projects have distinct and sequential Phases Requirements -> Design -> Programming-> Testing -> Release Big up-front effort to collect Requirements Multiple Hand-offs between Departments Changing Requirements are discouraged Working Product is available only at the end of the Project Projects are often cancelled with nothing to show Software is released and the Customer doesn’t like it Team members become demoralized
- 10. PROBLEMS WITH THE WATERFALL SDLC Assumes that creating software is like an assembly line Assumes the customer knows exactly what they want up front Doesn’t engage the customer during development Delivers value to the business too late Doesn’t allow the business to respond to changing demands Produces artifacts that don’t provide sufficient value Encourages the blame game and politics Doesn’t leverage the best out of team members
- 11. WHAT IS AGILE?
- 12. AGILE METHODOLOGIES PROMOTE Management processes that encourage frequent inspection and adaptation Leadership philosophy that encourages teamwork, self-organization, and accountability Engineering best practices that allow rapid delivery of high-quality software
- 13. AGILE VALUES & PRINCIPLES Individuals and interactions are more important than processes and tools Working software is more important than comprehensive documentation Customer collaboration is better than contract negotiation Responding to change is better than following a plan
- 14. HOW SCRUM RELATES TO AGILE Scrum (project management) Most common Agile implementation Easiest to learn This is my focus tonight Extreme Programming (technical practices) Lean (business re-engineering)
- 15. KEY SCRUM CONCEPTS An empowered, cross-functional, and self-organizing team of 5-7 individuals are picked to design/build/test software together as one team. The Business nominates a single Product Owner which identifies and stack-ranks high level business requirements. The Team works with the Product Owner to breakdown requirements “just in time” into small client-focused “User Stories”, which could each be designed, developed, tested and potentially released within a 4 week “Sprint”. Aggressive collaboration between team members and the Product Owner works out details within the Sprint on the fly. Completed work is demonstrated after each Sprint to get feedback and allow the product to evolve to something the Customer finds highly desirable.
- 16. SCRUM ROLES Product Owner Individual empowered by the company to represent the the priorities of all stakeholders Identifies the “what” to be done in a Sprint Scrum Master Ensures everyone is following the process & playing by the rules Helps remove roadblocks that the team can’t Team 5-7 empowered individuals with all the skills required to design, program, and test the product Determines “how” to get something done
- 17. SCRUM MEETINGS Sprint Planning Team plans the next 4 weeks of work together Sprint Review Team shows what they built and solicits feedback Sprint Retrospective Team identifies ways to improve at the end of each sprint. Daily Scrum Daily sync-up of the team to stay focused and productive.
- 18. SCRUM ARTIFACTS Product Backlog Sprint Backlog Burndown Chart
- 19. WHAT REAL SCRUM FEELS LIKE Work is More Enjoyable You feel a greater sense of Ownership You feel a greater sense of Creativity You feel great being on a highly functional team You get a chance to “win” as a team each 3-4 weeks You Learn more about how to create software You are proud of what you build
- 20. SCRUM CHALLENGES Education of team and others Buy-in from Team and Management Flexible Architecture is difficult Long-term Estimating & Planning Team empowerment Requires strong team members Requires Discipline
- 21. SCRUM BENEFITS Better end product Earlier delivery of value to customers Less waste / more productivity Happier Employees Less risk of a big failure More flexible to changing priorities
- 22. RESOURCES Scrum and XP from the Trenches (Henrik Kniberg) * Succeeding with Agile (Mike Cohen) Agile Testing: A Practical Guide for Testers (Janet Gregory) User Stories Applied (Mike Cohen) Extreme Programming Explained (Kent Beck)
Editor's Notes
- #4: Rapattoni Secure Logon September 5, 2006
- #6: Before starting.. 1) Give them some background on who I am and why I’m qualified to speak on this topic. I’ve been managing I.T. Teams and Projects for 20 years now Managed both Waterfall and Agile/Scrum projects Over the past 2.5 years, I’ve mentored 7 teams through 150 sprints I love Scrum, but I understand that it doesn’t fit everywhere Rapattoni Secure Logon September 5, 2006
- #7: What is your current Role? QA Professional, Project Manager, Developer, or ? What is your current exposure to Agile / Scrum? Why are You Here Tonight? Looking for Knowledge Looking for a Job Is there anything specific you would like me to cover? Rapattoni Secure Logon September 5, 2006
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- #9: Rapattoni Secure Logon September 5, 2006
- #10: Joke and/or an exercise to involve the audience. Group exercise could be the “computers are stupid and only follow instructions – let’s try it. Ted will be the program, let’s write the instructions. Ted comes in the door and I read the instructions to him. Rapattoni Secure Logon September 5, 2006
- #11: Joke and/or an exercise to involve the audience. Group exercise could be the “computers are stupid and only follow instructions – let’s try it. Ted will be the program, let’s write the instructions. Ted comes in the door and I read the instructions to him. Rapattoni Secure Logon September 5, 2006
- #12: Rapattoni Secure Logon September 5, 2006
- #13: Joke and/or an exercise to involve the audience. Group exercise could be the “computers are stupid and only follow instructions – let’s try it. Ted will be the program, let’s write the instructions. Ted comes in the door and I read the instructions to him. Rapattoni Secure Logon September 5, 2006
- #14: Rapattoni Secure Logon September 5, 2006
- #15: End with….Scrum can be described by 3 Roles, 4 Meetings, and 3 Artifacts Rapattoni Secure Logon September 5, 2006
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- #19: Rapattoni Secure Logon September 5, 2006
- #20: End with….Scrum can be described by 3 Roles, 4 Meetings, and 3 Artifacts Rapattoni Secure Logon September 5, 2006
- #21: Rapattoni Secure Logon September 5, 2006
- #22: Happier Employees include; More “ownership” in the end product Higher degree of creativity More opportunities for learning and collaboration More enjoyable work environment Better chance of being successful Rapattoni Secure Logon September 5, 2006
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- #24: Rapattoni Secure Logon September 5, 2006