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Agenda

Agenda. A gil e I n t r o. S c ru m F ounda t io n E lemen t # 3 : T h e S prin t. 01. 05. S c ru m T heor y & Fr ame w or k. 02. S ta r tin g a S p r in t. 06. S c ru m F ounda t io n E lemen t # 1 : R ole s. 03. W o r k in g i n a S p r in t. 07.

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Agenda

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  1. Agenda AgileIntro ScrumFoundationElement#3:TheSprint 01 05 ScrumTheory&Framework 02 StartingaSprint 06 ScrumFoundationElement#1:Roles 03 WorkinginaSprint 07 ScrumFoundationElement#2:ProductBacklog 04 EndingaSprint 08

  2. What will we gain from this session? Exposure torealscrumandagileexperiences Processknowledge scrumroles,ceremonies,artifacts Questions leavingwithmorequestionsthanbeforeclass Startingthejourney welcometotheagilejourney

  3. Waterfall Atraditionalapproachtoprojectmanagement.

  4. History of Waterfall ProjectManagement PhotoCourtesyofthwapschoolyard.com PhotoCourtesyofflintgm100.com Waterfallprocessdevelopedfromhighlystructuredphysicalenvironmentswhereafter-the-factchangesareprohibitivelycostly,ifnotimpossible. Projectmanagementprocessesweredevelopedbasedonstep-by-stepmanufacturingmodelstheUnitedStatesmilitaryusedduringWorldWarII.

  5. Butnowwe’reintheageof theknowledgeworker.

  6. Waterfall Development REQUIREMENTS DESIGN WaterfallDevelopmentis anothernameforthemore traditionalapproach DEVELOPMENT TESTING tosoftwaredevelopment MAINTENANCE

  7. Waterfall Development (contd..) Youcompleteonephase(e.g.design)beforemoving ontothenextphase(e.g.development) Yourarelyaimtore-visit a ‘phase’ once it’s completed.Thatmeans,youbettergetwhatever you’re doingrightthefirsttime!

  8. But… Changes REQUIREMENTS • Don’t realize any value until the end of the project • Leave the testing until the end • Don’t seek approval from the stakeholders until late in the day DESIGN DEVELOPMENT Skipped TESTING Takestoolong MAINTENANCE Thisapproachishighlyrisky,oftenmorecostlyand generallylessefficientthanAgileapproaches

  9. Rapid AGILEQuality-driven Adaptable CooperativeIterative Notaprocess,it'saphilosophyorsetofvalues

  10. What is Agile? Agile is a time boxed, iterative approach to software delivery that builds software incrementally from the start of the project, instead of trying to deliver it all at once near the end.

  11. What is Agile? (contd..) It works by breaking projects down into little bits of user functionality called user stories, prioritizing them, and then continuously delivering them in short two week cycles called iterations.

  12. How is Agile different? Analysis, design, coding, and testing are continuous activities You are never done analysis, design, coding and testing on an Agile project. So long as there are features to build, and the means to deliver them, these activities continue for the duration of the project.

  13. Agile vs Waterfall Waterfall challenges Traditional Waterfall treats analysis, design, coding, and testing as discrete phases in a software project. This worked OK when the cost of change was high. But now that it's low it hurts us in a couple of ways. Poor quality First off, when the project starts to run out of time and money, testing is the only phase left. This means good projects are forced to cut testing short and quality suffers. Poor visibility Secondly, because working software isn't produced until the end of the project, you never really know where you are on a Waterfall project. That last 20% of the project always seems to take 80% of the time.

  14. Agile vs Waterfall (contd..) Too risky Thirdly you've got schedule risk because you never know if you are going to make it until the end. You've got technical risk because you don't actually get to test your design or architecture until late in the project. And you've got product risk because don't even know if you are building the right until it's too late to make any changes. Can't handle change And finally, most importantly, it's just not a great way for handling change.

  15. Agile Manifesto Individualsandinteractionsover processesandtools Workingsoftwareovercomprehensive documentation Customercollaborationover contractnegotiation Respondingtochangeover followingaplan

  16. Agile Umbrella MorePrescriptive morerulestofollow RUP(120+) RUPhasover30roles,over20activities,andover70artifacts Agile XP(13) Scrum(9) Scrum Crystal Kanban XP Kanban(3) DSDM FDD RUP And few more… DoWhatever!!(0) MoreAdaptive fewerrulestofollow *CheckwikipediaforlistofallAgilemethods

  17. LargeCompaniesthatuseScrum…andlots of localguys,too

  18. IntrotoScrum

  19. Scrumis simpleto understand. lightweight. DefinitionofScrum(n):Aframeworkwithinwhichpeoplecanaddress complexadaptiveproblems,whileproductivelyandcreativelydeliveringproductsofthehighestpossiblevalue. Scrumis difficulttomaster.

  20. Scrum Alight-weightagileprocesstool Product/Project Splityourorganization intosmall,cross-functional,self-organizingteams. Owner ScrumTeam ScrumMaster Split your work into a list of small, concrete deliverables. Sort the list by priority and estimate the relative effort of each item.

  21. Scrum in a nutshell Soinsteadofalargegroupspendingalongtimebuildinga bigthing,wehaveasmallteamspendingashorttime buildingasmallthing. Butintegratingregularlytoseethewhole.

  22. ScrumProcess

  23. Ceremonies:TheMeetings SprintRetrospective DailyScrum ReleasePlanning (optional) SprintPlanning SprintReview Designedtoenabletransparencyandinspection MinimizetheneedformeetingsnotdefinedinScrum Aretimeboxed Create regularity

  24. ScrumRoles

  25. Roles:ThePeople TheTeam ScrumMaster ProductOwner

  26. ProductOwner

  27. ProductOwner Thesinglewringableneck,thePOisresponsiblefortheprojectanddrivingproductsuccess. Representsandspeaksforthebusinessneedsoftheprojectbycreatingandsharingthevisionoftheproduct. Bridgesgapsbetweencustomer,stakeholders,andtheScrumTeam MemberoftheScrumteam WorksdailywiththeScrumteam toclarifyrequirements Decideswhattheproject/productdoesanddoesnotinclude Creates shared vision

  28. ProductOwner’sResponsibilities Developsproductvision,strategy,anddirection Setsshort-andlong-termgoalsfortheproduct Takesresponsibilityfortheproduct’s budgetandprofitability Providesorhasaccesstoproductexpertise Decidesonthereleasedateforcompletedfunctionality Product Ownstheproductbacklog Backlog Gathers,prioritizes,andmanagesproductrequirements Workswiththeteamonadailybasistoanswerquestionsandmakedecisions Conveysproductneedstotheteam Acceptsorrejectscompletedworkduringthesprint WorkwithTeam

  29. ProductBacklog

  30. ProductBacklog Our “to do” List Addanitem Backloglistsalloftheworkonaproject TheProductOwnerisresponsiblefortheproductbacklog,includingitscontent,availability,andpriorityordering Aproductbacklogisnevercompleteandevolvesalongwiththeproductandtheenvironmentinwhichitwillbeused Deleteanitem

  31. ProductBacklogItems Asateam,weestimatethet-shirtsizeofthisitemasasmall. Herearethestepswewilltaketoimplementthisitem... Theteamdetermineshowthebacklogitemwillbeachieved Theteamdeterminesthecomplexityofeachproductbacklogitem BacklogEOsrtdimera:te 1 Small ProductBacklogItem : Description:Asahotel guest,I wanttoreserve aroom online.

  32. HotelSoftwareSystemProductBacklog

  33. ScrumMaster

  34. ScrumMaster TheScrumMasterisresponsibleforensuringScrumisunderstoodandenactedwhilesupportingtheTeam.ScrumMastersdothisbyactingasacoach,ensuringthattheScrumTeamadherestoScrumtheory,practices,andrules. Changeagent MemberoftheScrumteam WorksdailywiththeScrumteam Enabling(notaccountability)role Servantleader

  35. TheTeam

  36. ScrumTeamKeyFeature#1TheteammodelinScrumisdesignedtooptimizeflexibility,creativity,andproductivityScrumTeamKeyFeature#1TheteammodelinScrumisdesignedtooptimizeflexibility,creativity,andproductivity Traditional Self-Organizing Team’stasksandworkbeingdirectedbya manager Self-organizingteamschoosehowtobestaccomplishtheirwork,ratherthanbeingdirectedbyothersoutsidetheteam

  37. ScrumTeamKeyFeature#2TheteammodelinScrumisdesigned tooptimize flexibility,creativity,andproductivity CrossFunctional Traditional Crossfunctionalteamshaveallthecompetenciesneededtoaccomplishtheworkwithoutdependingonothersnotpartoftheteam Traditionalteamsareformedbyfunction

  38. TheSprint

  39. SprintBasics AttheheartofScrumistheSprint Consistentiterationoftime(timebox)wheretheteamcompletesaspecificgroupoftasksfromstarttofinish. Timeboxdurationisconsistentfromsprinttosprint. Timeboxesvaryfromteamtoteambetween2to4weeks. EachSprintcanbethoughtofasaproject.Likeprojects,Sprintsareusedtoaccomplishsomething. EachSprintbuildsincrementallyontheworkofpriorSprints.

  40. ElementsofaSprint Wereviewthework. Weplanthework. SprintPlanning Weplanthework. 01 4 1 3 Wecoordinatethework. TheWork Wedothework. 02 2 DailyScrum Wecoordinatethework. 03 Wedothework. SprintReview& 04Retrospective Wereviewthework.

  41. ChangesDuringtheSprint 02 Qualitygoalsdo notdecrease 01 Nochangesaremadethatwouldendangerthesprintgoal Scopemaybeclarifiedandrenegotiatedasmoreislearned 03

  42. StartingaSprint

  43. Overview:StartingaSprint WhenplanningaSprint,youwill: CreateaSprintBacklog Breakuserstoriesinto specifictasks 4 Choosetheuserstoriesthat supportthosegoals Establishthegoalsforyour 3 sprint 2 1 04Steps

  44. SprintBacklog:Tasks Tasksinagileprojectsshouldtakeadayorlessto completefortworeasons: 24 hours 1 2 People aremotivatedto gettothefinishline.Ifyouhaveataskthatyouknowyoucancompletequickly,youaremorelikelytofinishontime. One-daytaskscanprovideearlyredflagsthataprojectmightbeveeringoffcourse.

  45. WorkinginaSprint 60

  46. DoingtheWorkthroughtheSprintBacklog Onceastorystarts,workshouldcontinueuntilthestorymeetsthesprintdefinitionofdone Additionalworkforthesprintcanemergefromexistingstoriesinthesprint ScrumMasterisresponsiblefortheresolutionofimpediments Theteamwinsandlosestogether Anyteammembercanadd,delete,orchangethesprintbacklog

  47. DailyScrum

  48. DailyScrumMeetingTheanswersthreequestions Whatdidyoudoyesterday? Whatwillyoudotoday? Isthereanythinginyourway?

  49. DailyScrumMeetingaka“dailystandup” or“dailyhuddle” DailyScrumMeetingsareforcoordination,notproblemsolving Meetingmustlast15minutesorless Anyonemayattendbutonlytheteam&ScrumMastermaytalk Focusonstatusofcurrentwork,priorities,andimpediments

  50. EndingaSprint

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