Scrum workshop - September 7, 2012

Scrum Workshop

Alex RosalesSeptember 7th, 2012

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Introduction to

Agile

1 What is Agile?

2 Why Agile?

3 How Long to Learn?

“To be competitive, organizations need to drive innovation in every part of

their business”

What is Agile?

It is a mindset for effectively completing

projects.

Common Sense

Common Practice

Yes

No

Agile Methods

XP SCRUM Crystal

FDD Lean DSDM

Common Characteristics

Iterative Development

Cross-Functional & Self-Organized Team

Face-to-Face Communication vs. Documents

Open Office vs. Cubicles

Why Agile?

Traditional Approach to managing Software

Development Projects failing far too often

Why it Fails?

Traditional Methodology is too heavy and bureaucratic

Difficult to remain competitive

Example of Failures

Cloud Notes Inc.Anytime, Anywhere, post it!

Two major reasons for failure:

Disappointing features

Poor Interfaces cause failure

What are we learning here?

Success is not just functionality anymore

Example of Success

How many features?

Features are not that important

What are we learning?

What’s more important?

Usability

User Experience

Why use Agile Methods?

Incremental Approach breaks complex projects

down into simple mini-projects

Accommodates Change Easily

Improve ROI

Able to deliver quicklyChange oftenMitigate riskInvolve customerUltimate freedomUltimate responsibility

Increase Business ValueLower Development RiskHigher QualityLess DefectsEmployee EngagementTrust in People…

How Long to Learn?

Few hours to learn,Life time to master

Conclusion:

Agile Approach

Adaptive, empirical process• Small repeating cycles• Short-term planning with constant feedback, inspection and

adaptation

Scope

Develop

DefineEvaluate

Agile Manifesto

Driven by technical forces, the Agile Manifesto was

created on February 2001

Do you know the most common Agile Method?

Team that get it right,1 Extra Bonus Point

Agile is NOT a magic bullet

Each situation its approach

Master by practice

• Scrum is an agile process that allows us to focus on delivering the highest business value in the shortest time.

What is Scrum?

• It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month).

What is Scrum?

• The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.

What is Scrum?

• Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.

What is Scrum?

• Self-organizing teams• Product progresses in a series of

month-long “sprints”• Requirements are captured as items in a

list of “product backlog”

Scrum Characteristics

• No specific engineering practices prescribed

• Uses generative rules to create an agile environment for delivering projects

• One of the “agile processes”

Scrum Characteristics

The Agile Manifesto–a statement of values

Process and toolsIndividuals and

interactionsover

Following a planResponding to

changeover

Source: www.agilemanifesto.org

Comprehensive documentation

Working software over

Contract negotiation

Customer collaboration

over

Putting it all together

5 Minutes Break

• Scrum projects make progress in a series of “sprints”

• Analogous to Extreme Programming iterations

• Typical duration is 2–4 weeks or a calendar month at most

Sprints

• A constant duration leads to a better rhythm• Product is designed, coded, and tested

during the sprint• Rather than doing all of one thing at a time...

...Scrum teams do a little of everything all the time

Sprints

• During the Sprint, NO CHANGES

• Plan sprint durations around how long you can commit to keeping change out of the sprint

Sprints

Scrum Framework

•Product Owner•ScrumMaster•Team

Roles

•Sprint planning•Sprint review•Sprint retrospective•Daily scrum meeting

Ceremonies

•Product backlog•Sprint backlog•Burndown charts

Artifacts


Ceremonies


Artifacts

•Product owner•ScrumMaster•Team

Roles

Scrum Framework

• The product owner is responsible for bridging the gaps between the customer, business stakeholders, and the development team.

• The Product Owner is typically a project's key stakeholder with a vision for what is to be built.

Product Owner

• Define the features of the product

• Decide on release date and content

• Be responsible for the profitability of the product (ROI)

•Prioritize features according to market value

Product Owner

• Adjust features and priority every iteration, as needed

• Accept or reject work results

• Closely collaborates with the team on an ongoing basis and guides and direct the team (e.g. managing product backlog, feedback, signing off work results)

Product Owner


Ceremonies


Artifacts


Roles

Scrum Framework

• Represents management to the project

• Responsible for enacting Scrum values and practices

• Removes impediments

ScrumMaster

• Ensure that the team is fully functional and productive

• Enable close cooperation across all roles and functions

• Shield the team from external interferences

ScrumMaster

• The ScrumMaster is often considered a coach for the team, helping the team do the best work it possibly can.

• The ScrumMaster is also often viewed as a protector of the team.

• Protects the team from complacency – knows when is the time to push for more

ScrumMaster


Ceremonies


Artifacts


Roles

Scrum Framework

• Typically 5-9 people• Cross-functional:• Programmers, testers, user experience

designers, etc.• Members should be full-time• May be exceptions (e.g., database

administrator)

Team

• Teams are self-organizing

• Ideally, no titles but rarely a possibility

• Membership should change only between sprints

Team


Roles


Artifacts


Ceremonies

Scrum Framework

• Is the planning session before each sprint, where the scope of work for an iteration is determined.

• The purpose of the Sprint Planning is to decide on the sprint commitments, and ensure their content is clearly communicated across the board

Sprint Planning

Meeting

Sprint prioritization• Analyze and evaluate product backlog

• Select sprint goal

Sprint planning

• Decide how to achieve sprint goal (design)

• Create sprint backlog (tasks) from product backlog items (user stories / features)

• Estimate sprint backlog in hours

Sprintgoal

Sprintbacklog

Business conditions

Team capacity

Product backlog

Technology

Current product

Sprint Planning

• Team selects items from the product backlog they can commit to completing

• Sprint backlog is created

• Tasks are identified and each is estimated (ideally 1-8 hours MAX)

Sprint Planning

• Collaboratively, not done alone by the ScrumMaster

• High-level design is considered

Sprint Planning

As a vacation planner, I want to see photos of the hotels. Code the middle tier (8

hours)Code the user interface (4)Write test fixtures (4)Code the foo class (6)Update performance tests (4)


Roles


Artifacts


Ceremonies

Scrum Framework

• At the end of each sprint a sprint review meeting is held. During this meeting the Scrum team shows what they accomplished during the sprint. Typically this takes the form of a demo of the new features – no slides

• No more than two hours of preparation time for the meeting - is intentionally kept very informal

Sprint Review

• Participants in the sprint review typically include the Product Owner, the Scrum Team, the ScrumMaster, management, customers, and developers from other projects if apply

• Project is assessed against the Sprint Goal

• Important to achieve the overall goal of the sprint

Sprint Review


Roles


Artifacts


Ceremonies

Scrum Framework

• It is a brief, dedicated period at the end of each sprint to deliberately reflect on how the team are doing and to find ways to improve

• Done after every Sprint

• Less than 1 hour preferable

Sprint Retrospective

• The entire team, including both the ScrumMaster and the Product Owner should participate, possibly customers and others

• Recommended to do it outside the office

• The next retrospective is often begun by reviewing the list of things selected for attention in the prior retrospective.



Whole team gathers and discusses what they’d like to:

Start doing

Stop doing

Continue doing

This is just one of many ways to do a sprint retrospective.


Roles


Artifacts

•Sprint planning•Sprint review•Sprint retrospective•Daily Scrum Meeting

Ceremonies

Scrum Framework

• Happens Daily

• 15-minutes Max

• All Standing (aka. Stand-up Meeting)

Daily Scrum Meeting

• It is NOT for problem solving

• Whole world is invited

• Only team members, ScrumMaster, product owner, can talk

• Helps avoid other unnecessary meetings

Daily Scrum Meeting

• Everyone answers 3 questions:

Daily Scrum Meeting

1. What did you yesterday?2. What will you do today?3. Is anything in your way?

These are NOT status for the ScrumMaster

They are commitments in front of colleagues


Roles


Ceremonies

•Product Backlog•Sprint backlog•Burndown charts

Artifacts

Scrum Framework

• The requirements• A list of all desired work on

the project• Ideally expressed such that

each item has value to the users or customers of the product

Product backlog

• Prioritized by the product owner

• Reprioritized at the start of each sprint

Product backlog

Sample Product backlog

Backlog item Estimate

Allow a guest to make a reservation 3

As a guest, I want to cancel a reservation. 5

As a guest, I want to change the dates of a reservation. 3

As a hotel employee, I can run RevPAR reports (revenue-per-available-room)

8

Improve exception handling 8

... 30

... 50

• is a short, one - or two-sentence, description of what the team plans to achieve during the sprint.

• It is written collaboratively by the Team and the Product Owner.

The Sprint Goal

• Implement basic shopping cart functionality including add, remove, and update quantities.

• The checkout process—pay for an order, pick shipping, order gift wrapping, etc.

Sprint Goals Sample Ecommerce App


Roles


Ceremonies

•Product Backlog•Sprint Backlog•Burndown charts

Artifacts

Scrum Framework

• Individuals sign up for work of their own choosing

• Work is never assigned• Estimated work remaining

is updated daily

Sprint backlog

• Any team member can add, delete or change the sprint backlog

• If work is unclear, define a sprint backlog item with a larger amount of time and break it down later

Sprint backlog

• The Product Owner does not get to say, "We have four sprints left so you need to do one-fourth of everything I need.

Sprint backlog

• It is up to the Team to determine how much they can do in the sprint

• Work for the sprint emerges

• Update work remaining as more becomes known

Sprint backlog

Sample Sprint backlog

TasksCode the user interfaceCode the middle tier

Test the middle tier

Write online help

Write the foo class

Mon8

16

8

12

8

Tues4

12

16

8

WedThur

4

11

8

4

Fri

8

8

Add error logging

8

10

16

8

8

Sprint backlog

• During the sprint, team members are expected to update the sprint backlog as new information is available, but minimally once per day. Many teams will do this during the daily scrum.

Sprint backlog

• Once each day, the estimated work remaining in the sprint is calculated and graphed by the ScrumMaster, resulting in a Sprint Burndown chart


Roles


Ceremonies

•Product Backlog•Sprint Backlog•Burndown Charts

Artifacts

Scrum Framework

Sprint Burndown Chart

Sprint Burndown ChartH

ou

rs

40

30

20

10

0Mon Tue Wed Thu Fri

TasksCode the user interfaceCode the middle tier

Test the middle tier

Write online help

Mon8

16

8

12

Tues Wed Thur Fri4

12

16

7

11

8

10

16 8

50

Sprint backlog

• The team does its best to pull the right amount of work into the sprint but sometimes too much or too little work is pulled in during the Sprint Planning meeting

• In this case the team needs to add or remove tasks and the Product Owner consulted

10 Minutes Break

Estimation - Planning Poker

Portions of this Presentation are from the following sources:

• Mike Cohn, Mountain Goat Software, LLC• Scrum.org • Scrum Alliance, scrumalliance.org

Thank you for [email protected]

Scrum workshop - September 7, 2012

Technology

Transcript of Scrum workshop - September 7, 2012