online class intro to agile & scrum - final

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C o p y r i g h t C o n s c i r e s 2 0 1 1 1 Intro to Agile & Scrum Presenter: Bachan Anand T: @bachananand E: [email protected]

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Page 1: Online class   intro to agile & scrum - final

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Intro to Agile & Scrum

Presenter: Bachan Anand T: @bachananand E: [email protected]

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Agenda

Intro to Agile & ScrumScrum FrameworkScrum RolesPlanning & EstimationTeam EngagementQ&A - Class feedback

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Agile Manifesto

Individuals and interactions over processes and tools

Working software/product over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

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Class Agenda - Taskboard

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Agile 12 Principles

Highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software

Welcome changing requirements Deliver working software (Product) frequently Business people and developers must work

together daily throughout the project Build projects around motivated individuals Most efficient and effective method of

conveying information is face-to-face conversation

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Agile 12 Principles

Working software (product) is the primary measure of progress

Agile processes promote sustainable development (maintain a constant pace indefinitely)

Continuous attention to technical excellence and good design enhances agility

Simplicity (art of maximizing amount of work not done) is essential

Best architectures, requirements, and designs emerge from self-organizing teams

At regular intervals, team reflects on how to become more effective, then tunes and adjusts

http://agilemanifesto.org/principles.html

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Scrum Foundation

Empiricism Detailed up-front planning and defined processes are replaced

by just-in-time Inspect and Adapt cyclesSelf-Organization

Small teams manage their own workload and organize themselves around clear goals and constraints

Prioritization Do the next right thing

Rhythm Allows teams to avoid daily noise and focus on delivery

Collaboration Leaders and customers work with the Team, rather than

directing them

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Scrum Values

Transparency Everything about a project is visible to everyone

Commitment Be willing to commit to a goal

Courage Have the courage to commit, to act, to be open and to

expect respectFocus

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

Respect Respect and trust the different people who comprise a team

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Scrum FrameworkC

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Scrum and Waterfall DifferencesC

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Scrum Traditional (Waterfall)

Plan what you expect to happen with detail appropriate to the horizon

Plan what you expect to happen

Control happens through inspection and adaption•Reviews and Retrospectives•Self-organizing Teams

Enforce what happens is the same as what is planned•Directive management•Control

Use Agile Practices to manage change•Continuous feedback loop•Iterative and incremental development•Prioritized backlogs

Use change control to manage change•Change Control Board•Defect Management

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Scrum Roles

Product Owner Maximize the value of the work done by prioritizing the

features by market valueScrum Master

Manages the Scrum frameworkTeam

Self-organizing empowered individuals motivated by business goals

Other Stakeholders Anyone who needs something from the team or the team

something from

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Scrum Roles Details – Product Owner

Thought Leader and VisionaryDrives the Product Vision (for example, with Story

Mapping)Prioritizes the User Stories Maintains the Product Backlog with the teamAccepts the Working Product (on behalf of the

customer)

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Scrum Roles Details – Scrum Master

Servant LeaderFacilitates the ProcessSupports the TeamRemoves Organizational ImpedimentsSocializes Scrum to ManagementEnable close collaboration across all roles and

functions

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Scrum Roles Details – Scrum Team

Cross-Functional 5-8 MembersSelf-OrganizingFocused on meeting Commitments

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Roles RelationshipC

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Management Roles (Servant Leadership)

Is a servant first and ensures other people – i.e. followers or stakeholders – highest priority needs are being served

Empowers others and supports an environment of trust Has empathy and sensitivity to the needs and interest of all

stakeholders Is open to the voice of others by supporting discussions that

includes those without a voice Accept risks; takes the risk of failure along with the chance of

success, while trusting others My cup is always full – my focus is now; I’ve learned from

yesterday and I’m planning for tomorrow

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Scrum roles vrs tradition roles

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Pre-Scrum Planning

Pre-Scrum is where projects are approved, budgets and resources assigned

Project Portfolio’s are expensive They are risky

Do we have the right people with the right experience and skills?

Can we afford the project? What are the objectives of the project? Clear goals. Lack of commitment Can we verify the promise was met?

The business want value and a return on investment

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Pre-Scrum PlanningC

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Pre-Portfoli

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Active Portfoli

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Post-Portfoli

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Projects Being formulatedEvaluated Pending approval

Projects ApprovedPending Kick-off Executing

Projects ExecutedM & E

Reject

Success or

Failure

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Product Vision & Role Engagement

A goal to aspire to Can be summarized in a short statement of intent Communicate it to the team Common format:

For: (Our Target Customer) Who: (Statement of need) The: (Product/Product name) is a (Product/Product category) That: (Product/Product key benefit, compelling reason to buy

and/or use) Unlike: (Primary competitive alternative) Our Product: (Final statement of primary differentiation)

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Product Backlog

A living list of requirements captured in the form of User Stories

Represents the WHAT of the systemPrioritization with respect to business value is

essential!Each story has estimated Story Points, which

represent relative size, and is determined by those actually doing the work

Higher priority items are decomposed and lower priority items are left as larger stories (epics)

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Relative Estimation

Humans are better at relative estimates than absolute estimates

Many heads are better than oneEstimates are made by those who perform the workEstimate size/complexity – Derive durationThe goal is to get useful estimates with minimal

effortEstimates are not commitmentsPlanning Poker is the common method for

estimation

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Fruit Salad – Relative estimation

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Relative Estimation

Story Points: Commonly used in Agile estimation No real-world dimensions Compare one story to another Based on effort, complexity, risk Precision is not critical

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Scrum Release - Velocity

Total number of story points completed by a team in a Sprint

Can be used by the team as a reference during Sprint Planning

Used by Product Owner to plan out the releases

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Scrum Release Planning

Product Owner, in conjunction with the team, formulates Release Plans by applying the team Velocity to the Product Backlog

Release Plans are revisited after every SprintTwo ways to approach

Fix scope and determine how many sprints are needed Fix time and determine how much scope can be completed

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User Stories

Product requirements formulated as one or more sentences in the everyday or business language of the user As a <user>, I would like <function> so that I get <value>

Each User Story has an associated Acceptance Criteria that is used to determine if the Story is completed

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Sprint Backlog

List of stories, broken down into tasks, that is committed for any particular Sprint

Owned and managed by the TeamAny team member can add, delete or change the

sprint backlog with additional tasks

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User Stories

Independent Not overlap in concept and be able to schedule and

implement them in any order Negotiable

Not an explicit contract for features; rather, details will be co-created by Product Owner and Team

Valuable Add business value

Estimated Just enough to help the Product Owner rank and schedule

the story's implementation Sized Appropriately

Need to be small, such as a few person-days Testable

A characteristic of good requirements

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Task Board

Active visual indicator of flow of work

Should be visible to team members at all times

Should be kept currentEncourages self-

organization, and collaboration

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DOD - (Definition of Done)

Team creates its own definition of Done in the interest of creating quality software

Definition can evolve over sprintsExample checklist (not exhaustive):

Unit tests pass (ideally automated) Customer Acceptance tests pass User docs written UI design approved by PO Integrated into existing system Regression test/s pass (ideally automated) Deployed on staging server Performance tests pass

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Definition of Done

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Sprint Burn-down

Shows daily progress in the Sprint

X-axis is the number of days in the Sprint

Y-axis is the number of remaining stories

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Release Burn-down

Shows progress across Sprints

X-axis is the number of Sprints

Y-axis is the total number of stories

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Daily Standup Meetings

Meetings held in same location, same time, every dayTime-boxed at 15 minutesEncourages self-organization, rhythm, and

collaborationNot a status meetingEach Team member speaks to:

What did I accomplish in the last 24 hours What do I plan to accomplish in the next 24 hours Any impediments getting in the way of my work

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Sprint Planning

Sprint Planning meeting held at beginning of each Sprint

Time and Resources are fixed in any given Sprint Goal is to have prioritized Sprint Backlog, broken

down into tasks, that the Team can commit toDuring planning, Team commits to scope that can

be completed in the Sprint, taking into account the definition of Done

Story points may be refined

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Sprint Review

Occurs at the end of each Sprint Inspect and Adapt the product (Empiricism)The team meets with the Product Owner (and

Stakeholders) to demonstrate the working software from the Sprint

This is a hands-on software demo (not a PowerPoint) that usually requires some prep beforehand

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Retrospectives

Occurs at the end of each Sprint Inspect and Adapt the process (Empiricism)Team and ScrumMaster meet to reflect on what

went well and what can be improvedTone of the meeting is that everyone did their best

and now look to how can we improveRetrospectives must conclude with team

commitments to action

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Scrum Myths

Scrum Myths: No quality/no testing People burnout because of short and frequent delivery

cycles (sprints) No culture change is needed Will make a better team Scrum is the only Agile method Solution to all

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Class Retrospective

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Scrum Myths

Scrum Myths: A silver bullet Management believes it will solve all problems Easy to implement Cowboy coding No documentation

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Scrum Facts

• Scrum:• Exposes issues sooner• Increases visibility, leading to faster issue resolution• Facilitates complete feedback & continuous improvements• Allows people to fail and learn from failure• Moves away from the blame culture• Embraces small incremental changes• Simple but not easy

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Take Away

� Scrum is a lightweight framework with a simple set of rules, built on foundations and values

� Scrum enables teams to discover their true potential and deliver quality software that adds business value

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Appendix - Roles

Product Owner Thought Leader and Visionary, who drives the Product

Vision, maintains the Product Backlog, prioritizes the User Stories, and accepts the Working Software (on behalf of the customer)

ScrumMaster Servant Leader, who facilitates the process, supports the

Team, removes organizational impediments, and socializes Scrum to Management

Team Cross-Functional group of 5-8 Members that is self-

organizing and focused on meeting Commitments

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Appendix – Artifacts

Product Backlog A living list of requirements captured in the form of User

Stories, prioritized according to business valueSprint Backlog

List of stories, broken down into tasks, that is committed for any particular Sprint; owned and managed by the Team

Taskboard Active visual indicator of flow of work

Sprint Burndown Chart Shows daily progress in the Sprint

Release Burndown Chart Shows progress across Sprints

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Appendix - Ceremonies

Sprint Planning Held at beginning of each Sprint, with the goal to have

prioritized Sprint Backlog, broken down into tasks, that the Team can commit to

Daily Standup Meetings held in same location, same time, every day, with the

goal of ensuring that team members are in synch (not a status meeting)

Sprint Review Occurs at the end of each Sprint, with the goal of inspecting and

adapting the ProductRetrospective

Occurs at the end of each Sprint, with the goal of inspecting and adapting the process

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