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 OwnerScrum 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 clientFacilitate 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 BacklogTeam & 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