scrum - the art of possible

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SCRUM THE ART OF POSSIBLE

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Page 1: Scrum - The art of possible

SCRUM

THE ART OF POSSIBLE

Page 2: Scrum - The art of possible

WATERFALL V. SCRUM

SCRUM TEAM

PRODUCT

BACKLOG(S)

SCRUM CEREMONIES

PROGRESS

AGENDA

Page 3: Scrum - The art of possible

WATERFALL V. SCRUM

Page 4: Scrum - The art of possible

POTTERY CLASS

GROUP A

Make a perfect pot!

GROUP B

Make 20kg of pots.

Page 5: Scrum - The art of possible

POTTERY CLASS

GROUP A

Make a perfect pot!

GROUP B

Make 20kg of pots.

Page 6: Scrum - The art of possible

WATERFALL

Requirements

Design

Code

Test

Deploy

BANG!

Page 7: Scrum - The art of possible

SPRINT1

SCRUM

Requirements

Design

Code

Test

Deploy

SPRINT2

Requirements

Design

Code

Test

Deploy

SPRINT3

Requirements

Design

Code

Test

Deploy

VISION

Page 8: Scrum - The art of possible

SPRINT3SPRINT1

POTENTIALLY SHIPPABLE PRODUCT

SPRINT2VISION

Page 9: Scrum - The art of possible

SCRUM VALUES

Individuals and interactions Processes and tools

Working softwareComprehensive

documentation

Customer collaboration Contract negotiation

Responding to change Following a plan

Page 10: Scrum - The art of possible

SCRUM

Is waterfall really that bad?

Is agile faster or cheaper?

Page 11: Scrum - The art of possible

SCRUM TEAM

Page 12: Scrum - The art of possible

SCRUM TEAM

Scrum Master Product Owner

Business

Page 13: Scrum - The art of possible

SCRUM TEAM

GOAL

PO

SM

Page 14: Scrum - The art of possible

SCRUM TEAM

PRODUCT OWNER

● Product vision

● Priorities and details

● Release planning

● Feedback

● Business value

● Acceptance criteria

● Communication with stakeholders and users

Page 15: Scrum - The art of possible

SCRUM TEAM

SCRUM MASTER

● Supports the Team and Product Owner

● Removes impediments

● Facilitate scrum process

● Improves productivity, practices and tools

● Ensures communication

Page 16: Scrum - The art of possible

SCRUM TEAM

TEAM

● Estimates effort and dependencies

● Plans iteration

● Delivers awesome code

Page 17: Scrum - The art of possible

SCALING SCRUM TEAM

Scaling? Bad news: It’s hard!

Page 18: Scrum - The art of possible

SCALING SCRUM TEAM

Try feature teams.

Page 19: Scrum - The art of possible

PRODUCT

Page 20: Scrum - The art of possible

MINIMUM VIABLE PRODUCT

MVP PRODUCT

Page 21: Scrum - The art of possible

PRODUCT VISION

For (target customer)

Who (statement of the need of opportunity)

The (product name) is a (product category)

That (key benefit, compelling reason to buy)

Unlike (primary competitive alternative)

Our product (statement of primary differentiation)

Page 22: Scrum - The art of possible

PRODUCT VISION

Basecamp Project management is communication

Backpack Bring life’s loose ends together

Campfire Group chat over IM sucks

Ta-da List Competing with a post-it note

Writeboard Word is overkill

Product Vision by 37signals

Page 23: Scrum - The art of possible

BACKLOG(S)

Page 24: Scrum - The art of possible

PRODUCT BACKLOG

S

S

M

S

L

XL

TOP PRIORITY

MORE GRANULAR

USER STORIES

LESS DETAILS

LESS GRANULAR

TASK

Page 25: Scrum - The art of possible

SPRINT BACKLOG

3pt

5pt

8pt

1pt

TASK TASK

TASK

TASK TASK

TASK TASK TASK

TASK

GOAL: Implement basic shopping cart functionality

Page 26: Scrum - The art of possible

SCRUM

SCRUM IS PULL

Do not push into scrum.

Page 27: Scrum - The art of possible

USER STORY

As a <user role*>

I want <do something>

so that <some benefit or purpose>

*Not a team member

Page 28: Scrum - The art of possible

USER STORY

As an Administrator

I want to be able to create user accounts

so that I can grant users access to the system.

Page 29: Scrum - The art of possible

I = Independent

N = Negotiable

V = Valuable

E = Estimable

S = Small

T = Testable

USER STORY

Page 30: Scrum - The art of possible

ACCEPTANCE CRITERIA

1. If I am an administrator, I can create user accounts.

2. I can create user accounts by entering their a) name

b) email address.

3. The system notifies the user by email containing a

system-generated initial password.

Yes/No

Page 31: Scrum - The art of possible

SCRUM CEREMONIES

Page 32: Scrum - The art of possible

SCRUM CEREMONIES

SPRINT

PLANNING

DAILY

SCRUMSPRINT REVIEW SPRINT RETRO

BACKLOG GROOMING

3

5

8

Page 33: Scrum - The art of possible

RELEASE PLANNING

MVP

Page 34: Scrum - The art of possible

PROGRESS

Page 35: Scrum - The art of possible

BURN DOWN CHART

actual

estimated

ideal

Milestone

Rem

ain

ing P

oin

ts

date date date date date

Page 36: Scrum - The art of possible

VELOCITY

● Relative estimations

● Historical trends extended to future

Velocity = features delivered per iteration

Page 37: Scrum - The art of possible

WANT MORE?

Page 38: Scrum - The art of possible

ONLINE TRAINING

http://www.scrumtrainingseries.com/

Page 39: Scrum - The art of possible

BOOKS

Page 40: Scrum - The art of possible

Q&A