close to agile
DESCRIPTION
a overview scrum introductionTRANSCRIPT
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© Copyright 2010 Hewlett-Packard Development Company, L.P. 1© Copyright 2010 Hewlett-Packard Development Company, L.P.
CLOSE TO AGILE-SCRUM INTRODUCTION
Wu GangiSAP, HPIT GADSC
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© Copyright 2010 Hewlett-Packard Development Company, L.P. 2
BEFORE START
1. Have you touched Agile / Scrum before?
2. What do you want to learn from this session ?
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AGENDA
– Why Agile
– What is Agile• Agile Value
• Agile Principle
• Scrum
– How Scrum • Scrum process
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AGILE
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WHY AGILE
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AGILE IS POPULAR
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IT REALITIES– IT project delivered late 90% Aberdeen
– IT project delivered over budget 50% Gartner
– IT project that fail to meet objectives 50% Gartner
– IT project cancelled prior to completion 30% Aberdeen
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SITUATION FOR TRADITION SOFTWARE DEV– 35% project complete on-time within budget
– 31% project cancelled
– 64% feature rarely never used
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COMPLEXITY
Can you understand enough in the beginning?
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1 2 3 4 5
6 7 8 9 10
2. Requirement Metioned by Customer
3. Requirement Understanded by Project Manager4. Design given by Designer
5. Coding performed by programer
1. Promise Made by Sales 7. This is Installation Package
8. This is Cost
9. This is Support
10. This is What Really Want by Customer
6. This is document
LOSING INFORMATION
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WHAT IS PROJECT SUCCESS
– Cover scope
– On time (before dead line)
– Under budgetScope
TimeCost
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DEFINITION OF SUCCESS HAS CHANGED– Functionality
• 83% of respondents believe that meeting actual needs of stakeholders is more important that building the system to specific action
– Quality• 82% believe that delivering high quality is more important that delivering on time and
on budget.
– Money• 70% believe that providing the best ROI is more important that delivering under budget
– Schedule• 58% believe that delivering when the system is ready to be shipped is more important
that delivering on schedule
Source: software development project success survey, Scott Ambler , 2008
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AGILE IS MOVING INTO MAINSTREAM
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WATERFALL VS. AGILE
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WATERFALL VS. AGILE - CONTManage Change
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BENEFIT OF USING AGILE– Delivers faster time to market
– Increases productivity
– Reduces cost
– Easily adapts to changing requirements and priorities
– Lowers cost of change
– Provides better visibility into project progress
– Reduces risk
– Maximizes ROI
– Reduces waste
– Encourages higher quality and simpler code
– Delivers business value early and often
– Increases team morale
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SURVEY FOR SCRUM PROJECT
– 88% increase productivity
– 93% increase quality
– 83% increase stakeholder satisfaction
– 49% reduce cost
Agile Methodologies: Survey Results, by Shine Technologies, 2003
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AGILE
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WHAT IS AGILE
– Ag-ile (adj.) Characterized by quickness, lightness and ease of movement; nimble
– Agile is simple (not easy)
– Agile is about doing the important things first and taking small steps
– It’s about people, values, principles, and practices that foster team communication and learning and improving as you go along to regularly deliver customer value through working software
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AGILE MANIFESTO
1 2 3 4
Individuals and interactions over processes and tools
Customer collaboration over contract negotiation
Working software over comprehensive documentation
Responding to change over following a plan
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AGILE PRINCIPLES1. Satisfy the Customer
2. Welcome Change
3. Deliver Frequently
4. Work as a Team
5. Motivate People
6. Communicate Face-to-Face
7. Measure Working Software
8. Maintain Constant Pace
9. Excel at Quality
10. Keep it Simple
11. Evolve Designs
12. Reflect Regularly
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WHAT IS SCRUM
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SCRUM
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Scrum
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SCRUM 100 WORDS
– Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time
– It allows us to rapidly and repeatedly inspect actual working software ( every two weeks to one month).
– The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.
– Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.
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WHAT SCRUM LOOK LIKE
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SCRUM CHARACTERISTICS
– Self-organizing teams
– Product progresses in a series of time boxed Sprints
– Requirements are captured as items in a list of Product backlog
– No specific engineering practices prescribed
– Uses generative rules to create an agile environment for delivering projects
– One of the Agile processes.
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HOW SCRUM
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•Product owner•Scrum Master•Team
Roles
•Sprint•Sprint planning•Sprint review•Sprint retrospective•Daily scrum meeting
Ceremonies
•Product backlog•Sprint backlog•Burndown charts
Artifacts
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WHAT SCRUM LOOK LIKE
Product Owner
Team
ScrumMaster
Image available at www.mountaingoatsoftware.com/scrum
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•Product owner•Scrum Master•Team
Roles
•Sprint•Sprint planning•Sprint review•Sprint retrospective•Daily scrum meeting
Ceremonies
•Product backlog•Sprint backlog•Burndown charts
Artifacts
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PRODUCT OWNER
– What he is• Owner of project vision
• Represents the customer
– What he can do• Define features (according to vision)
• Prioritize features (according to ROI)
• Pick release dates• Give feedback• Manage stakeholders• Accept or reject results
Define Success
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TEAM
– What he is• Typically 5-9 people
• Cross functional
• Full Time
• Self-Organized
– What he can do• Define tasks
• Estimate effort
• Develop product
• Ensure quality
• Evolve processes
Deliver Success
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SCRUM MASTER
– What he is• Servant leader
• Team protector
• Troubleshooter
• Scrum guide
– What he can do• Remove impediments• Prevent interruptions• Facilitate the team• Support the process• Manage management
Ensure Success
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PIGS AND CHICKENS
Product OwnerScrum MasterTeam Members
UsersManagersMarketing
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•Product owner•Scrum Master•Team
Roles
•Sprint•Sprint planning•Sprint review•Sprint retrospective•Daily scrum meeting
Ceremonies
•Product backlog•Sprint backlog•Burndown charts
Artifacts
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PRODUCT BACKLOG– The requirements
– A list of all desired work on the project
– Ideally expressed such that each item has value to the users or customers of the product
– Prioritized by the product owner
– Reprioritized at the start of each sprint
Product Backlog
OrderedValuedEstimated
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PRODUCT BACKLOGBacklog item Estimate
Allow a guest to make a reservation 3
As a guest, I want to cancel a reservation. 5
As a guest, I want to change the dates of a reservation. 3
As a hotel employee, I can run RevPAR reports (revenue-per-available-room)
8
Improve exception handling 8
... 30
... 50
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USER STORIES
– As a <user> I want <functionality>( so that <benefit> )
• As a guest, I want to cancel a reservation,
• As a hotel employee, I can run RevPAR reports so that I can help to improve the quality of service
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TYPICAL FIELDS
•Auto-incremented number
•Decomposed stories often use point technology
ID
•Short, descriptive name
Name
•Importance to product owner
Importance or priority
•Effort of story points, H/M/L
•Relative and consistent
Estimate
•Condition of satisfaction being placed on the system
•How to demonstrate? Example ?
Acceptance Test
•Anything else of note
•Details discovered through discussion and conversation between the team and product owner
Detail/conversation
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PRINCIPLE OF CREATE USER STORY
Independent
Negotiable
Valued
Estimable
Small
Testable
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SPRINT BACKLOG– Individuals sign up for work of
their own choosing• Work is never assigned
– Estimated work remaining is updated daily
– Any team member can add, delete or change the sprint backlog
– Work for the sprint emerges
– If work is unclear, define a sprint backlog item with a larger amount of time and break it down later
– Update work remaining as more becomes known
Sprint Backlog
AssignableSmall (1-16hours)Team Estimated
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SPRINT BACKLOGTasksTasks
Code the user interface
Code the middle tier
Test the middle tier
Write online help
Write the foo class
MonMon
8
16
8
12
8
TuesTues
4
12
16
8
WedWed ThurThur
4
11
8
4
FriFri
8
8
Add error logging
8
10
16
8
8
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TASK BOARD
– Visible
– Editable
– Update Daily
– Own By team
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PRODUCT BACKLOG VS SPRINT BACKLOG
Product Backlog Sprint Backlog
Large Small
More Business More Technical
Product Owner Team
User Story Task
Before Sprint planning
During Sprint planning
As a vacation planner, I want to see photos of the hotels.
Code the middle tier (8 hours)Code the user interface (4)Write test fixtures (4)Code the foo class (6)Update performance tests (4)
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BURNDOWN CHARTS
Date
Eff
ort
Left
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BRUNDOWN CHARTS
– Update daily, usually during the daily stand-up
– Represent the amount of work remaining
– Different approaches to create burndown charts• Estimated remaining time
• Track done
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Hou
rs
40
30
20
10
0Mon Tue Wed Thu Fri
TasksTasks
Code the user interfaceCode the middle tier
Test the middle tier
Write online help
MonMon
8
16
8
12
TuesTues WedWed ThurThur FriFri
4
12
16
7
11
8
10
16 850
BURNDOWN CHARTS
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BURNDOWN CHARTS
Possible over commitment
Possible Under
commitmentCommitment
achieved. Keep this
velocity for next Sprint
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•Product owner•Scrum Master•Team
Roles
•Sprint•Sprint planning•Sprint review•Sprint retrospective•Daily scrum meeting
Ceremonies
•Product backlog•Sprint backlog•Burndown charts
Artifacts
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Cancel
Gift wrap
Return
Sprint2-4 weeks
Return
Sprint goal
Sprint backlog Potentially shippableproduct increment
Productbacklog
CouponsGift wrap
Coupons
Cancel
24 hours
Image available at www.mountaingoatsoftware.com/scrum
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SPRINT
– Scrum projects make progress in a series of “sprints”
• Analogous to Extreme Programming iterations
– Typical duration is 2–4 weeks or a calendar month at most
– A constant duration leads to a better rhythm
– Product is designed, coded, and tested during the sprint
Sprint2-4 weeks
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SPRINT
– Plan sprint durations around how long you can commit to keeping change out of the sprint
Change
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SPRINT PLANNING– Team selects items from the
product backlog they can commit to completing
– Sprint backlog is created
• Tasks are identified and each is estimated (1-16 hours)
• Collaboratively, not done alone by the Scrum Master
– High-level design is considered
Sprint backlog
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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
Sprintbacklog
Business conditions
Team capacity
Product backlog
Techno-logy
Current product
Sprint goal
SPRINT PLANNING
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DAILY SCRUM MEETING– Parameters
• Daily
• 15-minutes
• Stand-up
– Not for problem solving• Whole world is invited
• Only team members, ScrumMaster, product owner, can talk
– Helps avoid other unnecessary meetings
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DAILY SCRUM MEETING
– Only the team talks
– Not to Scrum Master
– No problem solving
– Max 15 minutes
– Standing up
What have you done yesterday?11
What will be done today?22
Is anything in your way?33
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SPRINT REVIEW – Team presents what it
accomplished during the sprint
– Typically takes the form of a demo of new features or underlying architecture
– Informal• 2-hour prep time rule
• No slides
– Whole team participates
– Invite the world
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SPRINT RETROSPECTIVE– Periodically take a look at what is and is not working
– Typically 15–30 minutes
– Done after every sprint
– Whole team participates• ScrumMaster
• Product owner
• Team
• Possibly customers and others
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SPRINT RETROSPECTIVE
What to start doing
What to stop doing
What to continue doing
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REVIEW
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3 – 3 – 5
•Product owner•Scrum Master•Team
Roles
•Sprint•Sprint planning•Sprint review•Sprint retrospective•Daily scrum meeting
Ceremonies
•Product backlog•Sprint backlog•Burndown charts
Artifacts
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SCRUM PROCESS
Product Owner
Team
ScrumMaster
Image available at www.mountaingoatsoftware.com/scrum
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THERE’S NO SILVER BULLETS
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THANK YOU