sprint execution standup-taskboard

SPRINT EXECUTIONSPRINT EXECUTIONBachan Anand Bachan Anand Bachan.anand@conscireBachan.anand@conscires.coms.comhttp://agile.conscires.com/

Slides prepared by Slides prepared by Indu Menon, Neeta Indu Menon, Neeta Singh and Vanessa Singh and Vanessa BrownBrown

AgendaAgenda

Overview of Agile and ScrumOverview of Agile and Scrum

Scrum OverviewScrum Overview

Sprint ExecutionSprint Execution

Q&AQ&A

Dial-in Number: +17759963560 Room #: 699601#http://agile.conscires.com/

Overview of Agile and Overview of Agile and ScrumScrum

http://agile.conscires.com/

Dial-in Number: +17759963560 Room #: 699601#

Agile ManifestoAgile Manifesto

Agile is a set of values:Agile is a set of values:

Individuals and interactions over Individuals and interactions over processes and toolsprocesses and tools

Working software (Products) over Working software (Products) over comprehensive documentationcomprehensive documentation

Customer collaboration over contract Customer collaboration over contract negotiationnegotiation

Responding to change over following a Responding to change over following a planplan

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What is ScrumWhat is Scrum

Scrum is an Agile framework that Scrum is an Agile framework that supports lightweight processes that supports lightweight processes that emphasize:emphasize: Incremental deliveriesIncremental deliveries Quality of ProductQuality of Product Continuous improvementContinuous improvement Discovery of people’s potentialDiscovery of people’s potential

Scrum is simple to understand, but Scrum is simple to understand, but requires discipline in order to be requires discipline in order to be successfulsuccessful

Scrum is Scrum is notnot a methodology a methodology

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Overview of Agile and ScrumOverview of Agile and Scrum Foundations of ScrumFoundations of Scrum

Empiricism Empiricism Detailed up-front planning and defined processes are replaced by Detailed up-front planning and defined processes are replaced by

just-in-time Inspect and Adapt cyclesjust-in-time Inspect and Adapt cycles

Self-OrganizationSelf-Organization Small teams manage their own workload and organize themselves Small teams manage their own workload and organize themselves

around around clear goals and constraintsclear goals and constraints

PrioritizationPrioritization Do the next right thingDo the next right thing

RhythmRhythm Allows teams to avoid daily noise and focus on deliveryAllows teams to avoid daily noise and focus on delivery

CollaborationCollaboration Leaders and customers work with the Team, rather than directing Leaders and customers work with the Team, rather than directing

themthem

TransparencyTransparency Everything about a project is visible to everyoneEverything about a project is visible to everyone

CommitmentCommitment Be willing to commit to a goalBe willing to commit to a goal

CourageCourage Have the courage to commit, to act, to be open and to expect respectHave the courage to commit, to act, to be open and to expect respect

FocusFocus Focus all of your efforts and skills on doing the work that you have Focus all of your efforts and skills on doing the work that you have

committed to doingcommitted to doing

RespectRespect Respect and trust the different people who comprise a teamRespect and trust the different people who comprise a team

Sprint CycleSprint Cycle

Role: Product OwnerRole: Product Owner

Thought Leader and VisionaryThought Leader and Visionary

Drives the Product Vision (for example,Drives the Product Vision (for example,

with Story Mapping)with Story Mapping)

Prioritizes the Goals - User Stories Prioritizes the Goals - User Stories

Maintains the Product Backlog with the teamMaintains the Product Backlog with the team

Accepts the Working Product (on behalf of the Accepts the Working Product (on behalf of the customer)customer)

Role: Role: ScrumMasterScrumMaster

Servant LeaderServant Leader

Facilitates the ProcessFacilitates the Process

Supports the TeamSupports the Team

Removes Organizational ImpedimentsRemoves Organizational Impediments

Socializes Scrum to ManagementSocializes Scrum to Management

Enable close collaboration across all roles Enable close collaboration across all roles and functionsand functions

Role: TeamRole: Team

Cross-Functional Cross-Functional

4-8 Members4-8 Members

Self-OrganizingSelf-Organizing

Focused on CommitmentsFocused on Commitments

Sprint ExecutionSprint Execution

SprintsSprints Basic unit of development in Basic unit of development in

the the Scrum development development methodologymethodology

Scrum projects make progress Scrum projects make progress in a series of in a series of ““sprintssprints””

last between one week and last between one week and one monthone month

Sprints ContinuedSprints Continued

Are a "time-boxed" (i.e. restricted to a specific Are a "time-boxed" (i.e. restricted to a specific duration) effort of a constant length.duration) effort of a constant length.

A constant duration leads to a better rhythmA constant duration leads to a better rhythm

Product is designed, coded, and tested during Product is designed, coded, and tested during the sprintthe sprint

Timeboxing …why?Timeboxing …why?

helps the team and organization in focusing helps the team and organization in focusing on clear goals.on clear goals.

to cause movement and to set to cause movement and to set an expectation that we will limit the time and an expectation that we will limit the time and energy spent in any one directionenergy spent in any one direction

guide line in how we break work down into guide line in how we break work down into tasks or execution. tasks or execution.

to avoid gold platting or excessive polishing to avoid gold platting or excessive polishing of an item or thing.of an item or thing.

Plan your sprintPlan your sprint

Sprint Planning WorkshopSprint Planning Workshop

Decide Your Sprint DurationDecide Your Sprint Duration

Keep Sprint Duration ConsistentKeep Sprint Duration Consistent

Select Target Backlog for SprintSelect Target Backlog for Sprint

Clarify Sprint Requirements Clarify Sprint Requirements

Sprint PlanningSprint Planning

Team selects items from the product Team selects items from the product backlog they can commit to completingbacklog they can commit to completing

Sprint backlog is createdSprint backlog is created Tasks are identified and each is estimated Tasks are identified and each is estimated

(1-16 hours)(1-16 hours) Collaboratively, not done alone by the Collaboratively, not done alone by the

ScrumMasterScrumMaster

High-level design is consideredHigh-level design is considered

Sprint planning meeting

Sprint prioritization• Analyze and evaluate product backlog

• Select sprint goal

Sprint planning• Decide how to achieve sprint goal (design)

• Create sprint backlog (tasks) from product backlog items (user stories / features)

• Estimate sprint backlog in hours

Business conditionsBusiness conditions

Team capacityTeam capacity

Product backlogProduct backlog

TechnologyTechnology

Current productCurrent product

The Sprint GoalThe Sprint Goal

A short statement on what the work A short statement on what the work will be will be

focused on during the sprintfocused on during the sprint

A sprint backlogA sprint backlog

Commit to the Sprint Backlog Commit to the Sprint Backlog

Pull out next priority item from Pull out next priority item from Product Backlog Product Backlog

Once work in a Sprint Backlog is Once work in a Sprint Backlog is completed , pull work from Product completed , pull work from Product BacklogBacklog

Managing the Sprint Managing the Sprint BacklogBacklog

Individuals sign up for work of their own Individuals sign up for work of their own choosingchoosing Work is never assignedWork is never assigned

Estimated work remaining is updated Estimated work remaining is updated dailydaily

Any team member can add, delete or Any team member can add, delete or change the sprint backlogchange the sprint backlog

Work for the sprint emergesWork for the sprint emerges If work is unclear, define a sprint backlog If work is unclear, define a sprint backlog

item with a larger amount of time and item with a larger amount of time and break it down laterbreak it down later

Update work remaining as more becomes Update work remaining as more becomes knownknown

No changes during a No changes during a sprintsprint

Plan sprint durations around how long you Plan sprint durations around how long you can commit to keeping change out of the can commit to keeping change out of the sprintsprint

ChangeChange

Daily Stand-up meetingDaily Stand-up meeting Also referred to as the Also referred to as the morning morning

rollcallrollcall or the or the daily daily scrum..

Meeting is usually held at the same Meeting is usually held at the same time and place every working daytime and place every working day

Crucial features is that the meeting is Crucial features is that the meeting is intended to be a intended to be a status update to status update to other team members other team members and and not a not a status update to the status update to the management or other management or other stakeholdersstakeholders

Each member talks about their Each member talks about their progress since the last stand-up, the progress since the last stand-up, the anticipated work until the next stand-anticipated work until the next stand-up and any impediments they up and any impediments they foresee.foresee.

Daily Stand-up Daily Stand-up (Cont.)(Cont.)

ParametersParameters DailyDaily 15-minutes 15-minutes Stand-upStand-up

Not for problem solvingNot for problem solving Whole world is invitedWhole world is invited Only team members, ScrumMaster, Only team members, ScrumMaster,

product owner, can talkproduct owner, can talkHelps avoid other unnecessary Helps avoid other unnecessary

meetingsmeetings

Everyone answers 3 Everyone answers 3 questionsquestions

What is This Meeting What is This Meeting For?For?

TasksTasks Synchronize the various team membersSynchronize the various team members Identify required help and common areas of workIdentify required help and common areas of work

ImpedimentsImpediments Raise new impedimentsRaise new impediments Pair impediments with peoplePair impediments with people Ensure past impediments are being taken care ofEnsure past impediments are being taken care of

To identify technical issuesTo identify technical issues

Come PreparedCome Prepared

The Parking LotThe Parking Lot

Capture items for discussionCapture items for discussion

The 15 minute timebox is The 15 minute timebox is notnot the place the place for long discussionfor long discussion

Review the parking lot after the dailyReview the parking lot after the daily

The Impediments ListThe Impediments List

““Anything that prevents a team member from Anything that prevents a team member from performing work as efficiently as possible” - from performing work as efficiently as possible” - from Victor Szalvay’s article Victor Szalvay’s article “Glossary of Scrum Terms”

Rule of thumbRule of thumb: at least one impediment a day: at least one impediment a day

How do we generate impediments?How do we generate impediments? Understand what an impediment is and make sure Understand what an impediment is and make sure

the team understands as wellthe team understands as well Ask "why are there no impediments today?"Ask "why are there no impediments today?" Hanging notes from the ceiling to entice the teamHanging notes from the ceiling to entice the team If all else fails…beg If all else fails…beg

Dealing with Dealing with ImpedimentsImpediments

Bad Smells of Daily Bad Smells of Daily ScrumScrum

StorytellingStorytelling Reporting to the SMReporting to the SM Accounting for time rather Accounting for time rather then goalsthen goals Invisible (electronic) task Invisible (electronic) task boardboard Not raising impedimentsNot raising impediments Not handling impedimentsNot handling impediments Not helping each otherNot helping each other Low EnergyLow Energy Who goes first?Who goes first? Cell phones on. Laptops Cell phones on. Laptops open. People “checked out.”open. People “checked out.”

Loss of Rhythm - Loss of Rhythm - SymptomsSymptoms

Daily Scrums are skipped or meeting times Daily Scrums are skipped or meeting times vary vary

Sprint durations are inconsistent or change Sprint durations are inconsistent or change arbitrarily mid-sprint arbitrarily mid-sprint

Sprint planning is inconsistent or drifts Sprint planning is inconsistent or drifts

Sprint planning meetings are skipped Sprint planning meetings are skipped

Promote RhythmPromote Rhythm

Sustainable paceSustainable pace

Leads to focusLeads to focus

Be consistent Be consistent

Reference: Reference: http://www.scrumalliance.org/articles/34

CollaborationCollaboration

Visit other teamsVisit other teams

Ask other people to join your daily standupAsk other people to join your daily standup

Use the retrospective to brainstormUse the retrospective to brainstorm

Identify best practices for working with remote team Identify best practices for working with remote team mates(multiple time zones, cultural differences and tools)mates(multiple time zones, cultural differences and tools)

Monitor SprintsMonitor Sprints

Burndown and Burn Rate ReportBurndown and Burn Rate Report

TaskboardTaskboard

Mid-Sprint checkpoint.Mid-Sprint checkpoint.

Reference: Reference: http://developagile.com/post/760http://developagile.com/post/760163969/monitoring-a-sprint-in-163969/monitoring-a-sprint-in-the-agile-scrum-worldthe-agile-scrum-world

A sprint burndown chartA sprint burndown chart

Task BoardTask Board

Most important information radiator that an Most important information radiator that an agile team has. agile team has.

Illustrates the progress that an agile team is Illustrates the progress that an agile team is making in achieving their sprint goals.making in achieving their sprint goals.

Located in an area that is central to the teamLocated in an area that is central to the team

Task BoardTask Board

The Sprint ReviewThe Sprint Review

Team presents what it accomplished during Team presents what it accomplished during the sprintthe sprint

Typically takes the form of a demo of new Typically takes the form of a demo of new features or underlying architecturefeatures or underlying architecture

Sprint RetrospectiveSprint Retrospective InformalInformal

2-hour prep time rule2-hour prep time rule No slidesNo slides

Whole team participatesWhole team participates Invite the worldInvite the world

How do you learn Scrum – By How do you learn Scrum – By Doing?Doing?

Apply few practices at a Apply few practices at a timetime

Understand the values and Understand the values and foundationsfoundations

Inspect and AdaptInspect and AdaptExperience the Joy of Experience the Joy of

Doing ScrumDoing Scrum41

How do you learn Scrum ? How do you learn Scrum ? Experiential Training Experiential Training

42http://agile.conscires.com/

Pay-it-forward / Pay-it-forward / Donation only trainingsDonation only trainings

1 day Agile & Scrum Training1 day Agile & Scrum Training

• September 30th – Boston, MA

• October 1st - Irvine, CA

• October 20th - Phoenix, AZ

• October 21stst – Denver, CO – Denver, CO

• Nov 11Nov 11thth – Seattle, WA – Seattle, WA

• Nov 14Nov 14thth – Portland, OR – Portland, OR

User groups User groups /Communities/Communities

ALN – Agile Leadership NetworkALN – Agile Leadership Network

Scrum Alliance – Scrum User GroupsScrum Alliance – Scrum User Groups

Online User GroupsOnline User GroupsScrum AllianceScrum Alliance

Scrum Certifications Scrum Certifications

Q & AQ & A

Thank you !Thank you !

More Resources atMore Resources at http://agile.conscires.com/suggested-reading-http://agile.conscires.com/suggested-reading-

list-and-resources/list-and-resources/

Contact InfoContact InfoBachan AnandBachan Anand

Bachan.anand@conscires.comBachan.anand@conscires.com

949-232-8900949-232-8900

http://www.linkedin.com/in/bachanhttp://www.linkedin.com/in/bachan

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