By › Seminar... › 002 › ...SCRUM.pdfThe Daily Scrum should happen the 1st thing every morning...

AGILE Training Session

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http://www.questpond.com/

http://www.ugain.info/

AGILE SOFTWARE DEVELOPMENT USING SCRUM

SESSION OBJECTIVE

To understand the principles of Agile and the basic flow of Scrum

http://www.ugain.info 33

AGENDATHE PERENNIAL PROBLEM

AGILE ALLOWS YOU TO SAY "YES" TO YOUR CUSTOMER

AGILE MANIFESTO

VARIOUS IMPLEMENTATIONS OF AGILE

WHAT IS MEANT BY SCRUM

WHAT IS A PROJECT?

PRODUCT BACKLOG

SPRINT

INCREMENT

USER STORY

CHICKENS & PIGS

SCRUM ROLES

MAIN PILLARS OF SCRUM

SCRUM FLOW

PRINCIPLES BEHIND THE AGILE MANIFESTO

PREDICTIVE v/s ADAPTIVE

MAIN BENEFITS OF AGILE

IS AGILE A MINIATURE WATERFALL?


THE PROBLEM

SOFTWARE DEVELOPMENT IS NOT AN EXACT SCIENCE !


Click to edit Master text stylesSecond level

● Third level● Fourth level

● Fifth level


THE PERENNIAL PROBLEM

There's a refrain I've heard on every problem project I've run into. The developers come to me and say "the problem with this project is that the requirements are always changing". The thing I find surprising about this situation is that anyone is surprised by it. In building business software requirements changes are the norm, the question is what we do about it.

- Martin Fowler, in his classy article http://martinfowler.com/articles/newMethodology.html


http://martinfowler.com/articles/newMethodology.html

THE OLD SCHEME OF THINGSBusiness: I need this change fast

IT: This wasn’t part of the requirement specification


AGILE ALLOWS YOU TO SAY “YES” TO YOUR CUSTOMERBusiness: I need this

change fastIT : “YES”. WE’LL DO IT.


NO MATTER HOW STRONG OR POWERFUL YOU ARE,



● Fifth level

IF YOU DON’T CHANGE …………………

Source http://www.tyrrellmuseum.com


http://www.tyrrellmuseum.com/

THIS IS WHAT WILL EVENTUALLY HAPPEN !

Source : http://www.tyrrellmuseum.com




● Fifth level

http://www.tyrrellmuseum.com/

“A LATE CHANGE IN REQUIREMENTS IS A COMPETITIVE ADVANTAGE.”

- Mary Poppendieck , world-renowned author of Lean Software Development


AGILE MANIFESTO

● Individuals and Interactions over Processes and Tools

● Individuals and Interactions over Processes and Tools

● Working software over comprehensive documentation

● Working software over comprehensive documentation

● Responding to change over following a plan● Responding to change over following a plan

● Customer collaboration over contract negotiation● Customer collaboration over contract negotiation

AGILE MANIFESTO

Source : http://agilemanifesto.org http://www.ugain.info 1414

http://agilemanifesto.org/

AGILE ALLOWS YOU TO ORGANIZE YOUR PROCESSES IN SUCH A WAY THAT IT ALLOWS YOUR TEAM TO BE FLEXIBLE AS THEY EXECUTE THE PROJECT

- Peter Provost, Program Manager at Microsoft.

http://www.peterprovost.org


http://www.peterprovost.org/

VARIOUS IMPLEMENTATIONS OF AGILEScrum

DSDM

Extreme Programming

FDD

Lean

Crystal

Just like C#, Java, C++ are different programming languages but fundamentally implement OOPS, the methodologies mentioned above are different implementations of Agile


WHAT IS MEANT BY SCRUM?

Scrum is a term derived from Rugby

“An ordered formation of players in which the forwards of each team push against each other with heads down and the ball is thrown in.

● Source http://www.askoxford.com


http://www.askoxford.com/

RUGBY SCRUM



● Fifth level

TEAM = Together Everyone Achieves More !Image Source : http://static.guim.co.uk


WHAT IS A PROJECT?

A project is a temporary endeavor undertaken to create a unique product, service, or result.

– From the PMBOK (Project Management Body of Knowledge) , a PMI (www.pmi.org) publication

A project can be called successful when it is delivered on time, on budget and meets high quality standards.


http://www.pmi.org/

WHAT DOES THE BUSINESS USER/SPONSOR/STAKEHOLDER THINK?



● Fifth level

Excuse me , but where is my value ?


ANOTHER PROJECT DEFINITIONA project is a collection of value scheduled for realization.

– - David Anderson– http://www.agilemanagement.net/Articles/Papers/LeanProjectManagement.html

Value is defined in the Product Backlog

Highest prioritized value at a given point in time is the target deliverable / increment / shippable functionality scheduled to be delivered in the next Sprint.


http://www.agilemanagement.net/Articles/Papers/LeanProjectManagement.html

PRODUCT BACKLOG

List of project requirements

It is prioritized based on business value

The prioritization aspect forces the business to formalize which requirements listed in the Product Backlog constitutes highest “business value.”

The Highest value identified becomes the target of the next Sprint

Estimates are also attached to the Product Backlog items

Can include non-functional requirements and pending project issues also


PRODUCT BACKLOG EXAMPLE

Sr.No Backlog Item Estimate

1 As a call center agent, I want to place an order

5

2 As a call center agent, I want to change the address details, items in an order before it is shipped

3

3 As a supervisor, I want to check how many orders have been keyed in per agent

4

4 As a back-office employee, I want to be able to see how many orders have been keyed in segregated by city of delivery

5


TIME-BOX

It is a fixed length of time that cannot be exceeded.

For example – the Daily Scrum meeting is supposed to be completed within 15 minutes i.e. it is time-boxed to 15 minutes.


SPRINT A time-box of 30 sequential calendar days During this period the Team works on the highest value

increment which can be delivered to the business at the end of the 30 day sprint

This product functionality is shippable

INCREMENT

The highest value product functionality that has been identified by the Product Owner and is developed and delivered by the Team in each Sprint


USER STORY

A description of desired functionality said from the point of view of the end user or customer

As a <type of user>

I want <some goal>

so that <some reason>

As a supervisor, I want to check how many orders have been keyed in per agent so that I know who are the best agents

Source: www.mountaingoatsoftware.com


http://www.mountaingoatsoftware.com/

CHICKENS & PIGS


CHICKENA person who has a stake in the project but is not formally responsible or accountable for anything i.e. is not part of the Team, is not a Scrum Master / Product Owner

PIGA person who is either part of the Team, or is a Scrum Master / Product Owner. He is responsible and accountable for the success of the project.

SCRUM ROLES

SCRUM

● SCRUM MASTER

● PRODUCT OWNER

● TEAM


THE PRODUCT OWNER

Is the chief representative of all the stakeholders in the project

Creates the project’s initial requirements – in Scrum terms this is called the Product Backlog

Evaluates the ROI (Return On Investment) of the project

Ensures ongoing funding for the project

Prioritizes the Product Backlog before the beginning of each Sprint based on market and stakeholder feedback


THE SCRUM MASTER

Is the Scrum “Project Manager”

Leads the project, does not necessarily “manage”

Guides and coaches

Responsible for helping the Team in using Scrum and ensuring that they use it properly

Ensures that everyone follows the Scrum practices correctly


THE TEAM

Is a self-managing team

Is self-organizing

Is not allocated work as in traditional Project Management. Rather, the team figures out the best way to develop the next increment by the end of the current Sprint

Team members are responsible for managing their own work

Team size should not be greater than 7 members

Success of the current iteration and of the project is a shared responsibility of the entire team


MAIN PILLARS OF SCRUM

VISIBILITY

INSPECTION

ADAPTATION


SCRUM FLOW


STEP 1 : CLARIFY THE VISION


STEP 2 : CREATE THE PRODUCT BACKLOG (PRODUCT OWNER)Converts the fuzzy vision into a Product Backlog

Extracts the highest value requirements from the vision and prioritizes the same in the Product Backlog

Ensures that business value clarification with the stakeholders happens at the initial stage itself

Establishes the ROI of the project

The Scrum Master helps the Product Owner during this stage to ensure that the Product Backlog is created properly


STEP 3 : SPRINT PLANNING MEETING - 1Occurs at the beginning of each Sprint

All pigs participate in it i.e. the Product Owner, the Scrum Master and the Team

Is time-boxed to 8 hours

During the first 4 hours, the Product Owner presents the prioritized Product Backlog to the Team

A brain-storming session happens wherein a lot of questions are asked by the Team to the Product Owner

During the next 4 hours, the Team identifies the chunk of the Product Backlog which it can successfully convert into a shippable increment during the next Sprint

The Team informs the Product Owner about the same and commits to delivering this functionality http://www.ugain.info 3636

STEP 3 : SPRINT PLANNING MEETING - 2The Team starts creating a tentative plan for achieving the commitment

The list of tasks thus identified constitutes what is known as the Sprint Backlog


SPRINT BACKLOG

The Product Backlog chunk identified for delivery during the next Sprint is the starting point

The Team draws up a list of tasks and takes on individual responsibilities

The estimated amount of work remaining for each task is also finalized. This gets updated daily and can be checked on any day of the Sprint. This is what makes the project highly visible. This is simply not possible when Gantt charts are used.

An individual task should not take more than 16 hours for completion

More tasks get added and existing tasks become more fine-grained in nature as the Sprint progresses


STEP 4 : DAILY SCRUM MEETING Is time-boxed to 15 minutes at the beginning of each new day

Each Team member answers the following 3 questions:-

What did I do yesterday?

What will I do today?

What are the hurdles in my path?

If any point requires an in-depth discussion, meetings between Team members get scheduled at this point itself.

The Daily Scrum is one of the many ways in which Scrum ensures high-bandwidth communication and also ensures that Team members are not operating in Silos.


AGILE IS ABOUT CULTURE AND VALUES AND IS NOT ABOUT SPECIFIC TECHNIQUES AND TOOLS.

- Peter Provost

http://www.peterprovost.org


http://www.peterprovost.org/

DAILY SCRUM MEETING – SOME GOOD PRACTICESEnsure that everyone stands – this forces the meeting to be time-boxed to 15 minutes

The Daily Scrum should happen the 1st thing every morning

Use the meeting to communicate daily status, progress (VISIBILITY)

Keep the meeting at the same place and at the same time everyday

Share information about obstacles – 1 major obstacle can bring a project to a halt. The stand-up brings the entire team’s attention to the problem, many minds working towards a solution have a better chance of cracking it.

The meeting is all about updating your peers, and not about reporting to a leader

Helps a team to bond together


STEP 5 : SPRINT REVIEW MEETINGTime-boxed to 4 hours

In this meeting, the Team presents the functionality that was created in the last Sprint to the Product Owner and other stakeholders (VISIBILITY, INSPECTION)

Typically takes the form of a demo

The atmosphere is one of collaboration and not a typical status update – no slides are used

Collectively, everyone decides what should be the target of the next Sprint. Any course correction occurs at this point (ADAPTATION)


“When people actually sit in front of a system and work with it, then flaws become truly apparent: both in terms of bugs and in terms of misunderstood requirements. “

- Martin Fowler

Source: http://martinfowler.com/articles/newMethodology.html


http://martinfowler.com/articles/newMethodology.html

STEP 6 : SPRINT RETROSPECTIVE MEETINGTime-boxed to 3 hours

To discuss Lessons Learnt during the last Sprint

START DOING What can we do better? (INSPECTION)

CONTINUE DOING What worked well?

STOP DOING What mistakes did we commit during the last Sprint?

STOP DOING What’s not working? (ADAPTATION)


TO SUM UP ….Vision

Product Backlog

Sprint Planning Meeting

Daily Scrum Meeting

Sprint Review Meeting

Sprint Retrospective Meeting


PRINCIPLES BEHIND THE AGILE MANIFESTO - 1Our 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.

http://agilemanifesto.org/principles.html http://www.ugain.info 4646

http://agilemanifesto.org/principles.html

PRINCIPLES BEHIND THE AGILE MANIFESTO – 2The 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



PRINCIPLES BEHIND THE AGILE MANIFESTO - 3The 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 it behavior accordingly



PREDICTIVE v/s ADAPTIVE

Predictive (Conventional software development)

● Plan every minute detail in advance

● Stick to the plan, resist change

● Visibility very late in the project

● Build the perfect system as understood during requirements gathering

● Plan for the next iteration

● Welcome change in the next iteration

● Visibility after every iteration

● Build a usable system – something that can go live. System evolves into a high business value project

Adaptive (Agile)

● Plan every minute detail in advance

● Stick to the plan, resist change

● Visibility very late in the project

● Build the perfect system as understood during requirements gathering

● Plan for the next iteration

● Welcome change in the next iteration

● Visibility after every iteration

● Build a usable system – something that can go live. System evolves into a high business value project


MAIN BENEFITS OF AGILE

Receptive to change, accepts changes

Acknowledges the fact that business are changing more rapidly than ever before

Disruption is more common now than ever before

Business ground rules are changing constantly - software development also needs to accept and respond appropriately

Allows you to say "YES" to your customer


Agile creates a strong feedback loop between customers and developers – HOW ?The software development cycle time is reduced

Greater collaboration between teams means that there is greater interaction

Testing is more frequent

Software builds are more frequent

Releases to production are more frequent

End customer sees the increment more frequently and is able to give immediate feedback


IS AGILE A MINIATURE WATERFALL?NO

Agile creates a strong feedback loop between information gained during implementation and subsequent analysis, design and implementation.

Agile mixes analysis and testing, design and testing, coding and test execution.

Rapid transitions between activities is a key feature of Agile


WAIT , THERE’S MORE …

Project tracking using Burndown charts

User stories

Agile Estimation

Sprint Velocity

Tools for implementing Agile – Visual Studio Team System

……..etc


USEFUL LINKS

What does a Team room look like - how does it promote collaborative work? Check out the below link from Channel 9 which gives you a peek inside the P & P (Patterns & Practices) Team room.

http://channel9.msdn.com/posts/briankel/A-peek-inside-the-pnp-Team-Room/

Really great video on Agile architecture - experts sharing their experience

http://channel9.msdn.com/shows/Communicating/Turner-Broadcasting-Agile-Architecture-with-Don-Browning-and-Peter-Provost/


http://channel9.msdn.com/posts/briankel/A-peek-inside-the-pnp-Team-Room/

http://channel9.msdn.com/shows/Communicating/Turner-Broadcasting-Agile-Architecture-with-Don-Browning-and-Peter-Provost/

USEFUL LINKS

Great article about the Daily Scrum meeting

http://martinfowler.com/articles/itsNotJustStandingUp.html

www.scrumalliance.org

www.controlchaos.com

www.mountaingoatsoftware.com


http://martinfowler.com/articles/itsNotJustStandingUp.html

http://www.scrumalliance.org/

http://www.controlchaos.com/

http://www.mountaingoatsoftware.com/

REFERENCES

Agile Project Management using Scrum - Ken Schwaber

The Enterprise and Scrum - Ken Schwaber



ANY QUESTIONS ?

THANK YOUDotnetfunda, Questpond and Ugain team


By › Seminar... › 002 › ...SCRUM.pdfThe Daily Scrum should happen the 1st thing every morning...

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