Scrum in One DayAlexandre Cuva

Coach Agile, LTM3, CSM, CSPO, HSPTPPMDay Bucharest 2012

Practical Stuff

Alexandre Cuva

Email : alexandre.cuva@gmail.comTwitter: @cuvaalexBlog: http://agile-alexcuva.blogspot.com/Phone: +41 78 715 8309

Organizational Coaching (Management 3.0, Scrum)

Team Coaching (Scrum, XP, Kanban)

Technical Coaching (TDD, BDD, C#, Java, Groovy)

Agile Training (Management 3.0, Agile, Scrum, XP)

Observation

The complexity is growing fast

Observation

The current standard management system, does not provide satisfaction to all.

“Organizations can become learning networks of diverse individuals creating value, and the role of leaders should include the stewardship of the living rather than the management of the machine.”

http://www.stoosnetwork.org

Agile OverviewAgile Tree

Source: Coaching Agile Teams by Lyssa Adkins

Practices

Principles Values

Profit

Agile OverviewAgile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it.Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

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

Source: Agile Manifesto : http://www.agilemanifesto.org

Agile OverviewAgile Principles

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

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

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

7. Working software is the primary measure of progress.8. Agile processes promote sustainable development. The sponsors, developers,

and users should be able to maintain a constant pace indefinitely.9. Continuous attention to technical excellence and good design enhances

agility.10. Simplicity--the art of maximizing the amount of work not done--is essential.11. The best architectures, requirements, and designs emerge from self-

organizing teams.12. At regular intervals, the team reflects on how to become more effective, then

tunes and adjusts its behavior accordingly.

Source: Agile Manifesto : http://www.agilemanifesto.org

SCRUM OVERVIEWLearning Framework

Scrum OverviewScrum three Pillars

Transparency Inspection Adaptation

Scrum Flow

Product Backlog

Sprint Planning 1

SprintPlanning 2

Selected Product Backlog

SprintBacklog

Review Meeting Daily Scrum

Retrospective

Vision

SCRUM ARTIFACTSScrum a Learning Framework

Business Solutions

Scrum ArtifactsVelocity

the amount of product backlog that a team can handle in one single sprintQuantified in story pointsStory point is an arbitrary measure to quantify the required effort to finish an user story. Namely, how hard the story is. Loosely based on Fibonacci series.

Business Solutions

Scrum ArtifactsProduct BurnUp

Display work delivered so far in the release to predict whether the release date will be met (extrapolation)

Scrum ArtifactsProduct Release Burndown

Scrum ArtifactsSprint Backlog

The Sprint Backlog defines the work the Development Team will perform to turn Product Backlog items into a “Done” Increment. The Sprint Backlog makes visible all of the work that the Development Team identifies as necessary to meet the Sprint Goal.As new work is required, the Development Team adds it to the Sprint Backlog.As work is performed or completed, the estimated remaining work is updated. When elements of the plan are deemed unnecessary, they are removed. Only the Development Team can change its Sprint Backlog during a Sprint.

Scrum ArtifactsSprint Burndown

Scrum ArtifactsScrum Board

Business Solutions

Scrum ArtifactsDefinition of done

When can a story be considered as “done” and accepted?

Done defines what the Team means when it commits to “doing” a Product Backlog item in a Sprint.

Exit criteria must be defined in advance for every individual User story at the sprint planning. E.g.:

• Release (baseline created): label submission• Code Review conducted• Unit Tests successfully run and integrated with the CI system• Code coverage and static analysis done• Verified• Tests for regression automated and successful• Demo to the Product Owner for acceptance• User, API and Design documents completed

Lingo term in the Agile religion for “done”: “sashismi”

USER STORIESLearning Framework

User StoriesWhat is a User Story

A user story describes functionality that will be valuable to either a user or purchaser of a system or software.

User stories are composed of three aspects:• A written description of the story used for planning and as a reminder• Conversations about the story that serve to flesh out the details of the story• Test that convey and document details and that can be used to determine when a

story is complete

User StoriesEpics, Themes and User Stories

User Stories

Themes

Epics

User StoriesAttributes of a good user story

IndependentAvoid introducing dependencies cause this can lead to prioritization, estimating and planning problems

NegotiableStories are short descriptions of functionality, the details of which are to be negotiated with the customer. Important details shall be annotated as they surface

Valuable to users or customersAvoid stories that only are valuable for developersHave the customer user or their representative write the stories

EstimableIf there are lack of knowledge, make a spike to gather further info

SmallSplit stories (or combine them) into the right size

TestableDevelopers must be able of determine when they are DONE

User StoriesThe three aspect of user stories

• Stories are traditionally written on note cards

• Cards may be annotated with estimates, notes, etc.

Card

• Details behind the story come out during conversations between stakeholders, product owner and team

Conversation

• Acceptance tests confirm that the story was coded correctlyConfirmation

Business Solutions

User StoriesFormat

User StoriesExamples of user stories

As a surfer, I want to ride the

wave so that I will have great fun.

As a trader, I want open a

position, so I can short a EURUSD

pair.

Retrospective

THE INCEPTION DECKLearning Framework

The Inception Deck

Ask why we are here ?

The Inception Deck2. The Elevator Pitch

The Inception Deck3. Design the Box

The Inception Deck4. Not List

The Inception Deck5. Meet you neighbors

The Inception DeckAnd the last 5 things to remember

6. Show the solution.7. Ask what keeps us up at night.8. Size it up9. Be clear on what’s going to give10. Show what it’s going to take.

Alexandre Cuva

Email : alexandre.cuva@gmail.com

Twitter: @cuvaalex

Blog: http://agile-alexcuva.blogspot.com/

Phone: +41 78 715 8309

Organizational Coaching (Management 3.0, Scrum)

Team Coaching (Scrum, XP, Kanban)

Technical Coaching (TDD, BDD, C#, Java, Groovy)

Agile Training (Management 3.0, Agile, Scrum, XP)