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Evan Leybournevan@theagiledirector.comIntro to ScrumPart 1: History & Core Concepts

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Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.comAdd ABM/GDAC logo2What does Being Agile actually mean?The agile ManifestoIndividuals and interactionsover processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan

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 behaviour accordingly.Inspect Adapt Inspect How DoesAgileWork

Workflow and Project ManagementAUP, Crystal Clear, DSDM, Kanban, RUP, Scrum

SCRUM* Iterative Product Development* 1-4 week Sprints* Formal Roles (Product Owner & Scrum Master)* Timeboxed MeetingsDevelopment MethodsBDD, FDD, RAD, Lean Software, XP

Extreme ProgrammingActivitiesWriting the SoftwareTesting the SoftwareListening to the Customer Designing & RefactoringDevelopmentPair ProgrammingCommon Code StandardsClear System MetaphorQuality MethodsTest Driven Development

Test-Driven Development1. Create a test2. Add the test to the test catalogue3. Write the code4. Run the tests (all of them)5. Clean up the code as required. (Refactor)Mura: UnevennessMuRi: OverburdenMuda: WasteUnderstanding WasteTransportationThe 7 WastesinventoryThe 7 WastesmotionThe 7 WasteswaitingThe 7 WastesOver productionThe 7 Wastesover processingThe 7 Wastesdefects The 7 Wastes

1. Agile means no documentationcommon Agile Mistakes

2. Not measuring, monitoring or correctingCommon Agile Mistakes

Common Agile Mistakes3. Assuming you can do more with less

Common Agile Mistakes4. Skimping on training and education

Common Agile Mistakes 5. Lacking an executive sponsor

Common Agile Mistakes6. Thinking Agile is faster or easy

7. Start With a ToolCommon Agile Mistakes

8. Failing to scaleCommon Agile Mistakes

9. Assuming Agile = ScrumCommon Agile MistakesTo learn more, check out

Directing the Agile Organisationby Evan Leybourn

available at amazon and all good book stores

CLICK HERE TO DISCOVER MORELets finish off by looking at our original definition of business growth; Business growth comes from applying profitability to customer growth. Profitability comes from delivering services to your customers, accurately and efficiently. Over the last 15 minutes we have looked at some of the mechanisms from the lean and agile traditions that we can apply for adaptable businesses and sustainable business growth.

And Ill leave you on that note. Any questions. 44Evan Leybournevan@theagiledirector.comIntro to ScrumPart 2: Roles & Responsibilities

Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.comCLICK TO DISCOVER MOREAdd ABM/GDAC logo46Users WillUse the software, Identify issues & Provide feedbackUsers Can be There are no Typical UsersUsers Do NotSet Scope Or Test WorkCustomers Willdefine, Start& End the project Customers Can BeInternal managers or External ClientsCustomers Do NotDirect WorkThe Product Owner Willmanage the product backlog, set the scope & approve ReleasesThe Product Owner Can BeProject Manager, Product manager or CustomerThe Product Owner Does NotManage the TeamThe Scrum Master Willmanage the Agile process & Report on progressThe Scrum Master Can BeProject manager, Team Leader Or Team memberThe Scrum Master Does NotPrioritise featuresDevelopers WillDevelop features, and Resolve issuesDevelopers Can Bedevelopers, designers, writers, or administratorscross functionalDevelopers Do NotPrioritise featuresTesters WillTest, Approve or Reject features for releaseTesters can beexisting developers or Dedicated testersTesters Do NotTest their own code7 +/- 2Typical team size Has an interest in the work & is Kept up to dateinvolved Parties (Chickens)Committed Parties (Pigs)"Do" the work & Are Responsible for the release

Value Stream MappingDefines the As-is steps & roles for each task

To learn more, check out

Directing the Agile Organisationby Evan Leybourn

available at amazon and all good book stores

CLICK HERE TO DISCOVER MORELets finish off by looking at our original definition of business growth; Business growth comes from applying profitability to customer growth. Profitability comes from delivering services to your customers, accurately and efficiently. Over the last 15 minutes we have looked at some of the mechanisms from the lean and agile traditions that we can apply for adaptable businesses and sustainable business growth.

And Ill leave you on that note. Any questions. 73Evan Leybournevan@theagiledirector.comIntro to ScrumPart 3: Project Initiation

Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.comCLICK TO DISCOVER MOREAdd ABM/GDAC logo75Also Known AsFeasibility, Sprint 0 (Scrum) Or Iteration 0 (XP)Reduce Risk & UncertaintyBy defining the high level scopeAlign to strategic goals, & technical frameworksskills gap Analysis & recruitmentBeginning the processAgile projects have minimal initiationThe development team should be engaged during initiationcustomer is fully aware of their responsibilitiescustomers share accountability for deliveryRemove any potential impedimentsAdd training tasks to the backlog

Friends dont let friends use Microsoft ProjectCreate the initial Product Backlog (in low detail)allow customers to slowly define their needsEstimate the product BacklogFirst order estimate - using story points

1, 2, 3, 5, 8, 13, 20, 40, 100Fibonacci sequenceExpert opinionThe team member with specific domain knowledgee.g. A DBA estimating database tasks.ComparisonComparing a task to another, estimated, task.e.g. Task A is about twice the effort of Task BComponentsBreak a large task into small sub-taskse.g. break User management into interface, login, access control, etc.Planning pokereach team member plays a card representing their estimateeveryone participates to reach consensus

Estimates must not be mentioned during planning discussion to avoid anchoringStaff Overhead: Non project timeEstimated leave, illness, breaks, meetings etc.Generic industry modifier: 25%Duration calculationStory Cost x (Overhead + 1) x (Estimate Risk + 1)Estimate Risk is OptionalFor example4 x (25% + 1) x (50%+ 1)= 4 x 1.25 x 1.5= 5 to 7.5 hoursSprints should be Between 1 & 4 weeksshorter Sprints provide More opportunities to inspect & adapt

- How much is this going to cost?- As much as youre willing to spend.

- How long is this going to take?- As long as is necessary.

- What am I going to get?- Whatever you tell us you want.Work in priority order, Release quickly & Monitor burn rateFixed CostWork in priority order & Enforce Sprint lengthFixed TimeFixed ScopeFocus on backlog definition and estimationFixed Cost and TimeCalculate total cost as cost per SprintFixed Cost and ScopeIncrease the estimate risk during Sprint 0Fixed Time and scopePre-assign work to Sprints & Pad schedule with extra SprintsFixed Cost, Time and scopeCancel the projectTo learn more, check out

Directing the Agile Organisationby Evan Leybourn

available at amazon and all good book stores

CLICK HERE TO DISCOVER MORELets finish off by looking at our original definition of business growth; Business growth comes from applying profitability to customer growth. Profitability comes from delivering services to your customers, accurately and efficiently. Over the last 15 minutes we have looked at some of the mechanisms from the lean and agile traditions that we can apply for adaptable businesses and sustainable business growth.

And Ill leave you on that note. Any questions. 108Evan Leybournevan@theagiledirector.comIntro to ScrumPart 4: Sprints

Evan LeybournLean / Agile Business Leader and AuthorMelbourne, Australia@eleybournhttp://theagiledirector.comCLICK TO DISCOVER MOREAdd ABM/GDAC logo110Convert the Backlog into a realistic goalSprint PlanningThis is a creative process: Prepare beforehandsupply paper, a whiteboard and internet access.Prioritise the product backlogBefore the planning workshopDefine the Business goal for the SprintPart 1: Business PlanningEncourage a stable & consistent workflowSprint scope is limited by team velocityPart 2: Technical PlanningDecompose user stories into tasks (< 1 day)

Create the Sprint Backlog (in High detail)owned & maintained by the developersPlan, Design & Estimate tasksTechnical SpecificationsGet Highest Priority FeatureAllow developers to choose their tasksKanban ()Workflow monitoring & visualisationCan be as simple or complex as requiredThe flow of Value through the system

Kanban: Class of ServiceExpediteFixed Delivery Standard ClassIntangible Class

Test Driven DevelopmentTest coverageFunctions, Boundary cases, user interface & PerformanceTest TypesDefect, usability, Functionality & DataPair Programming:Coder + ReviewerBuildCode Standards: A Common Coding StyleBuildSystem Metaphor:Clear naming standardsBuildRegular commitsVersion controlAutomated: Unit Testing, coverage, Documentation, standards & BuildContinuous IntegrationWhat did you do yesterday?Daily ScrumWhat will you do today?Daily ScrumAre there any issues?Daily ScrumScrum of ScrumsFor Large TeamsCustomers can always see progressPromoting Transparency through the scrums and backlogView Progress against the ReleaseImprove future estimatesProgress MonitoringBurnUp ChartsBurndown ChartsCumulative Flow Statistical RunEffort visualisationPlot Delivered functionality against velocity

Burnup Chart

Burndown ChartVelocityHow much work can be delivered per Sprint

Don't manage by numbersIdentify problem trends early

Discovery

Scope creep

Plateau

Too Many Features

Tracking EpicsDiffers by OrganisationWhat Does Done Mean?Definition of DoneDocumentation?UAT?Built / Compiled?What DoesNot DoneMean?Remember the primary measure of progressPer Sprint or Across SprintsDeployPresent & Review completed work to the Customer Sprint ReviewRetrospective & Kaizen ()Continuous ImprovementWhat Went Well?Sprint RetrospectiveAdd actionable Tasks to the product backlogWhat could be improved?Kaizen emphasisesTeamwork, Discipline & Morale

To learn more, check out

Directing the Agile Organisationby Evan Leybourn

available at amazon and all good book stores

CLICK HERE TO DISCOVER MORELets finish off by looking at our original definition of business growth; Business growth comes from applying profitability to customer growth. Profitability comes from delivering services to your customers, accurately and efficiently. Over the last 15 minutes we have looked at some of the mechanisms from the lean and agile traditions that we can apply for adaptable businesses and sustainable business growth.

And Ill leave you on that note. Any questions. 164