Presented by: Linda Westfall - ASQDallas...Scrum 101 –A Basic Overview of the Agile Scrum Process...

Copyright © 2007-2019 Westfall Team, Inc.. All Rights Reserved.


Presented by: Linda Westfall

Manifesto for Agile Software DevelopmentAgile Alliance: “We are uncovering better ways of developing software by doing it & helping others do it. Through this work we have come to value:

Individuals & Processes &OverIndividuals &interactions

Working software

Customer collaboration

Processes &tools

Comprehensive documentation

Contract negotiations

Over

Over

Over

That is, while there is value in the items on the right, we value the items on the left more.”

[www.agilealliance.com]

Responding to change

Following a plan

Over


Principles Behind the Agile ManifestoAgile principles:

Our highest priority is to satisfy the customer through early & continuous delivery of valuable software.

Values:

Individuals & Interactions 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,

Working Software

Customer Collaboration

with a preference to the shorter timescale.

Business people & developers must work together daily throughout the project.

Collaboration

Responding to Change

Principles Behind the Agile Manifesto (cont.)Agile principles (cont.):

Build projects around motivated individuals. Give them the environment & support they need, & trust them to get the

Individuals & Interactions

Values (cont.):

suppo ey eed, & us e o ge ejob done.

The most efficient & effective method of conveying information to & within a development team is face-to-face conversation.

Working software is the primary measure f

Working Software

Customer Collaboration of progress.

Agile processes promote sustainable development. The sponsors, developers, & users should be able to maintain a constant pace indefinitely.

Collaboration



Principles Behind the Agile Manifesto (cont.)Agile principles (cont.):

Continuous attention to technical excellence & good design enhances agility.

Individuals & Interactions

Values (cont.):

agility.

Simplicity--the art of maximizing the amount of work not done--is essential.

The best architectures, requirements, & designs emerge from self-organizing teams

Working Software

Customer Collaboration teams.

At regular intervals, the team reflects on how to become more effective, then tunes & adjusts its behavior accordingly.

Collaboration


Agile Methodologies & Frameworks

ScrumExtreme Programming (XP)LeanKanbanScrumbanCrystalFeature driven development (FDD)Rapid application development (RAD)Test driven development (TDD)Adaptive software development (ASD)Agile unified process (AUP)Dynamic system development methods (DSDM)


Scrum 101 – A Basic Overview of the Agile Scrum Process

Scrum Roles

SScrum Process

Scaling Scrum

Scrum Roles

The Scrum Team consists of three primary roles:

Product Owner DevelopmentTeam

Scrum Master

Other Scrum roles:• Management• Customer• Other Stakeholders


Product Owner

The Product Owner is officially responsible for the project by

Representing project stakeholder interests

Acquiring initial & on-going project funding

Managing, controlling & making the Product Backlog visible

Frequently helping prioritize & estimate the Product Backlogg

[based on Schwaber-03]

Development Team

The Development Team is:

Self-managing

Self-organizingSelf-organizing

Cross-functional

The Development Team is collectively responsible for:

Turning the Sprint Backlog into a deliverable software incrementsoftware increment

The success of each iteration

The project as a whole

[Schwaber-03]


Scrum Master

The Scrum process & acting as an agile coach

The Scrum Master is more a coach than a project manager & is responsible for:

Protecting the Development Team from outside distractions & interference

Helping acquire resources & removing impediments

Helping adopt, adapt & continuously improve the Scrum process to meet the needs of the Scrum Teams & the organizationthe Scrum Teams & the organization

Facilitating the Sprint Planning Meetings, daily Scrum meetings, Sprint Review Meetings & Sprint Retrospective Meetings

Scrum Master (cont.)

Facilitating the gathering of team consensus, including agreements on how they will do their work

Capturing empirical data for tracking progress & determining De elopment team’s elocit (the team’sdetermining Development team’s velocity (the team’s overall ability to deliver work) during each Sprint

[Schwaber-03]



Scrum Roles

SScrum Process

Scaling Scrum

Scrum Process Overview

Starts Here

Increment of Functionality

Sprint Re ie

Daily Scrum

Sprint

Issues & Incomplete stories

Selected Product Backlog

Sprint Backlog

Sprint Planning Meeting

Vision: anticipated

ROI, releases,

milestones

Sprint Review Meeting

Delivered Functionality

Deliver?

No

(Iteration)

Yes

Good

Sprint Retrospective

Product Backlog: emerging,

prioritized user stories & other

items

End Project

?

No Yes End Here

Backlog RefinementMeetings

Issues, incomplete stories or

improvements

Newly identified & changed backlog

items

Improvements


Product BacklogThe Product Backlog is a prioritized list of functional, non-functional & enablement user stories/epics.

Starts Here

Product Backlog

Story

Story

Vision: anticipated

ROI, releases,

milestones

Story

Story

Story

Epic

Epic




items

Epic

Story

...

Product BacklogThe Product Backlog is a prioritized list of functional, non-functional & enablement user stories/epics.

Starts Here

Product Backlog

Story

Story

Vision: anticipated

ROI, releases,

milestones

Story

Story

Story

Epic

Epic

Changes in the Product Backlog reflect:

Changing business needs

Backlog refinement

How quickly or slowly the team can




items

Epic

Story

...

q y ytransform backlog into working software.


User Stories

User Story template:

As a <stakeholder(s)>, I can <feature/function> in order to <reason or benefit>in order to <reason or benefit>

A large story (epic):

As a customer, I can purchase gas at the pump in order to make it faster and more convenient to buy gas

Broken into smaller stories:

As a customer, I can scan my credit or debit card at the pump in order save time by not going inside to pay

As a customer, I can enter my zip code for credit cards at the pump in order ensure the security of my card

User Stories (cont.)

As a customer, I can enter my debit card PIN at the pump in order ensure the security of my card

As a station owner, I can get each debit card and PIN alidated prior to p mping gas in order to confirmvalidated prior to pumping gas in order to confirm

payment is received for the gas purchase

As a customer, I can select the type of gas pumped in order to pump the correct type of gas into my vehicle


Backlog Refinement Meetings

Starts Here

Vision: anticipated

ROI, releases,

milestones



items


The Three C’s of User Stories

Card: The artifact containing the User Story

Conversation: A User Story is a reminder to discuss the details of the requirements once the story has been selected for implementation

Confirmation: The conversation includes defining & documenting the acceptance criteria the Product Owner (and/or other stakeholders) will use to determine if the User Story has been successfully implementedp


Conversation

Stories that are likely to be selected for the next few Sprints are discussed:

Ambiguous or unclear stories are

Product Backlog

Story

Story Ambiguous or unclear stories are defined

Stories are refined into more detail

Questions are answered

A consensus is reached

Story

Story

y

Story

StoryAcceptance criteria are established

Refined items may be reprioritized

Definition of ready.

Epic

...

Story

Story

Conversation Confirmation

If customer selects regular than regular is pumped

As a customer, I can select the type of gas pumped in order to pump the correct type of gas into my vehicle.

If customer selects super than super is pumped

If customer selects premium than premium is pumped

If the customer selects one type & then another …

If the customer selects two types at once …

If the customer does not select a typeIf the customer does not select a type …

If the customer presses cancel …

If the customer presses any other pump key …

If the emergency all stop is pressed …


Breaking Epics & Stories into Smaller StoriesProduct Backlog

StoryIf an epic is moving up high enough in priority that it will be addressed

Story

Epic

Epic

Story that it will be addressed in one of the next several Sprints.

It is further refined into stories Story

Story

Story

...

Story

Breaking Epics & Stories into Smaller Stories (cont.)

Product Backlog

Story

St

If an epic is moving up high enough in priority that it will be addressed

Story

Story

Epic

S

Story

Story

Story

that it will be addressed in one of the next several Sprints.

It is further refined into stories –

...

Story

and those stories are prioritized back into the

Product Backlog



Starts Here


Sprint Backlog

Scrum Planning Meeting

Vision: anticipated

ROI, releases,

milestones



items


Sprint Planning Meeting (cont.)

1st Meeting:

Identify the Sprint “goal”

Prioritize backlog

A Sprint begins with a planning meeting.

2nd Meeting:

Translate selected Product Backlog items into Sprint Prioritize backlog

Answer remaining questions about Product Backlog

Select one iteration’s worth of work

Obtain the Development Team’s commitment to the Selected Product

Backlog

g pBacklog tasks

Add additional tasks to Sprint Backlog needed to conduct the Sprint

Estimate effort for each taskSprint Backlog1 1

Product OwnerBacklog

1. _______ _________

2. _______ _________

3. _______ _________

1.1 _____________

1.2 _____________

1.3 _____________

2.1 _____________

2.2 _____________

3.1 _____________

4.0 _____________


Prioritize Product Backlog

Story

Product Backlog

Story

Story

Story

Epic

Epic

Story

...

Prioritize Product Backlog

Story

Product Backlog

Reprioritized Story

Story

Story

Epic

pProduct Backlog

Epic

Story

...



Story

Product Backlog


Story

Story

Story

Epic

Epic

Story

...

Sprint Backlog

StoryStory

Epic

Product Backlog


Sprint Backlog

Task TaskEpic

Epic

Story

Story

Task Task

Task Task

...

Story


Sprint Backlog

StoryStory

Epic

Product Backlog


Sprint Backlog

Task TaskEpic

Epic

Story

Story

Task Task

Task Task

... Task Task

Task Task

Story

Sprint Backlog

StoryStory

Epic

Product Backlog


Sprint Backlog

Task TaskEpic

Epic

Story

Story

Task Task

Task Task

... Task Task

Task Task

StoryTask Task

Task Task

Task


Task Boards & Task Selection

Story

Product Backlog


Sprint Backlog

To Do In Progress Done

Task8

Task13

Story

Epic

Story

Task

Task Task

Task Task

Task Task

21

3

15

8

8 3

Task3

Epic

Epic

Story

...

StoryTask Task

Task Task

Task

8 3

15

3 2

2

Scrum Skeleton

Scrum employs an iterative, incremental flow Daily

Scrumknown as the Scrum skeleton.

Scrum

Sprint (Iteration)


Sprint Backlog

[Schwaber-03]


Scrum Heart

The heart of Scrum lies in the iteration.

Daily Scrum

Sprint


Sprint Backlog

Sprint (Iteration)

Daily Scrum Meetings

Starts Here

Daily Scrum

Sprint

Conducted by the Scrum Master (15 minute stand-up).

E h b f th


Sprint Backlog


Vision: anticipated

ROI, releases,

milestones

Sprint (Iteration) Each member of the

Development Team answers:

“What have you done since the last Scrum?

What will you do



items

What will you do between now & the next Scrum?

What got in your way of doing work?”


1st Daily Scrum Meeting

Story


Sprint Backlog


Task Task8 13

Story

Task

Task Task

Task Task

Task Task

21

3

15

8

8 3

Task3

StoryTask Task

Task Task

Task

8 3

15

3 2

2


Story


Sprint Backlog


Task13

Task86 /

Story

Task

Task Task

Task Task

21

Task

Task

3

15

8

8 3

Task3

StoryTask Task

Task Task

Task

8 3

15

3 2

2



Story


Sprint Backlog


TaskTask86 /5 13/10

Story

Task

Task Task

Task Task

21

5

8

8 3

Task3

Task

Task

3

1

StoryTask Task

Task Task

Task

8 3

15

3 2

2


Story


Sprint Backlog


TaskTask85 13 6 //10

Story Task Task

Task Task

21

Task5

8

8 3

Task

Task

3

1

Task3/3

StoryTask Task

Task Task

Task

8 3

15

3 2

2



Story


Sprint Backlog



Task

Story

Task

Task Task

Task Task

21

5

8

8 3

Task3

Task

Task

3

1

/3

StoryTask Task

Task Task

Task

8 3

15

3 2

2


Story


Sprint Backlog



Task8

Story

Task

Task Task

Task Task

21

5

8

8 3

Task3

Task

Task

3

1

/3

StoryTask Task

Task Task

Task

8 3

15

3 2

2


At End of 2nd Daily Scrum Meeting

Story


Sprint Backlog


Task86 /

Task8 Task

13/15

Story

Task Task8 3

Task3/3

Task Task218

Task5

Task

Task

3

1

3

5 1

/

/ /

StoryTask Task

Task Task

Task

8 3

15

3 2

2

At End of Sprint

Story


Sprint Backlog


Task Task8 136 / /15

Story

Task

Task Task

Task Task

21

5

8

8 3

Task3

Task

Task

3

1

/3Task

83 9

5 1

8 37

7 4

/ /

/ /

/ /

/ /

StoryTask Task

Task Task

Task

8 3

15

3 2 2

7 4

3 2

25

/ /

//

//

2 /


100

120

ete

d

Velocity (Burn-Up Chart) – Example

20

40

60

80

# S

tory

Po

ints

Co

mp

le

Original Estimate

0

20

1 2 3 4 5 6 7 8 9 10

Days

Actuals

New Stories & Epics

Starts Here

Daily Scrum

Sprint


Sprint Backlog


Vision: anticipated

ROI, releases,

milestones

Sprint (Iteration)



items

Backlog RefinementMeetings Newly identified

backlog items


All Change Product BacklogProduct Backlog

Story

StoryStory

During the Sprint – All change happens on the

Product Backlog.

Epic

Epic

Story

y

...

g

That way the Scrum Team can stay focused

on its Sprint goal.

All Change Product BacklogProduct Backlog

Story

Story

During the Sprint – All change happens on the

Product Backlog.

Epic

Story

Epic

Story

Story g

That way the Scrum Team can stay focused

on its Sprint goal.Epic

Story

...


“Refinements,” Not “Changes”

Learning always occurs during a Sprint.

We almost always start without full knowledge

Some level of clarification or refinement can beSome level of clarification or refinement can be expected

However, in an extreme circumstance, if significant change is required:

Terminate the Sprint

Return to the prior Sprint’s baseline


Return to the prior Sprint s baseline

Plan & initiate a new Sprint

But this should be an infrequent occurrence.


Starts Here


Daily Scrum

SprintIssues &

I l t t i


Sprint Backlog


Vision: anticipated

ROI, releases,

milestones


Sprint (Iteration)

Incomplete stories



items


Newly identified backlog items

Issues, incomplete stories


Potential Delivery

Starts Here


Daily Scrum

Sprint



Sprint Backlog


Vision: anticipated

ROI, releases,

milestones



Deliver?

Sprint (Iteration)

Yes

Good



items



Issues, incomplete stories

Scrum Release

Scrum can have different release cadences:

Make a decision after one or more Sprints (iterations)

Release after each feature meets its “done” criteria

Do release planning that looks forward through the releases of the product

Sprint #1 Sprint #2 Sprint #3 Sprint #4 Sprint #5 Sprint #6

S i t #7 S i t #8 S i t #9 S i t #10 S i t #11 S i t #12

OP

E

Release #1

Release #2Sprint #7 Sprint #8 Sprint #9 Sprint #10 Sprint #11 Sprint #12

Sprint #13 Sprint #14 Sprint #15 Sprint #16 Sprint #17 Sprint #18

RA

TIO

NS

Release #3

Sprint #n1 Sprint #n2 Sprint #n3 Sprint #n4 Sprint #n5 Sprint #n6Release #n

…


Sprint Retrospective Meeting

Starts Here


Daily Scrum

Sprint



Sprint Backlog


Vision: anticipated

ROI, releases,

milestones




Deliver?

No

Sprint (Iteration)

Yes

Good



items



Issues, incomplete stories or

Improvements

Improvements

Sprint Retrospective Meeting (cont.)

After the completion of the Sprint, there is a Sprint Retrospective Meeting.

This meeting includes:

Reviewing “what went well” & “what could be improved”

Prioritizing improvement actions to make the Scrum process more efficient, effective & team-friendly

Adding improvement tasks to the Product Backlogg

What do we want to “start, stop and continue doing?” [Schwaber-07]


End the Scrum Project

Starts Here


Daily Scrum

Sprint



Sprint Backlog


Vision: anticipated

ROI, releases,

milestones




E d

Deliver?

No

Sprint (Iteration)

Yes

Good



items

End Project

?

Yes End Here



No

Issues, incomplete backlog items or

improvement

Improvements


Scrum Roles

SScrum Process

Scaling Scrum


Nexus Overview

Sprint Backlog

Nexus Sprint

Nexus Daily

Scrum Nexus Integration

Team



items

Planning

Nexus Scrum Team

Scrum Team

Scrum Team

Scrum Team

3-9 Scrum Teams

Integratedwork

items

Nexus Sprint Review

No

Yes



Deliver?


Nexus Sprint Retrospective

Nexus

Scrum Team

Scrum Team

Scrum Team

Scrum Team

Nexus

[scrum.org/resources/nexus-guide]

Scaled Agile Framework (SAFe®)

[scaledagileframework.com]


References:

Cohn-09: Mike Cohn, Succeeding with Agile: Software Development Using Scrum, Addison-Wesley, 2009.

Rubin-12: Kenneth Rubin, Essential Scrum: A Practical Guide to the Most Popular Agile Process, Addison-Wesley, 2012.

Schwaber-03: Ken Schwaber, Agile Project Management with Scrum, Microsoft Press, 2003.

Websites:

Nexus Guide: https://www.scrum.org/resources/nexus-guide

Scaled Agile Framework (SAFe®): https://www scaledagileframework com/https://www.scaledagileframework.com/

Scrum Alliance: http://www.scrumalliance.org

Scrum Guides: http://www.scrumguides.org/scrum-guide.html

Scrum Training Series: http://www.scrumtrainingseries.com/

Presenter: Linda Westfall

More than 40 years in software:

President of The Westfall Team

Sr. Manager of Quality Metrics & Analysis, Manager of Production Software software process engineerProduction Software, software process engineer, software engineer & systems analyst

Active professionally:

ASQ Software Division past chair, ASQ Certification Board, PMBOK® contributor

P.E., ASQ Fellow, CSQE, CMQ/OE, CBA & CQA, PMI PMP, Lean Six-Sigma Master Black Belt, Certified Scrum Master & Product Owner, SAFe SA, SASM, POPM

Author: The Certified Software Quality Engineer Handbook , 2nd Edition


Contact Information

Linda Westfall3000 Custer Road

Suite 270, PMB 101Plano, TX 75075-4499

phone: (972) 867 1172phone: (972) 867-1172email: [email protected]

www.westfallteam.com

Presented by: Linda Westfall - ASQDallas...Scrum 101 –A Basic Overview of the Agile Scrum Process...

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