Scrum in an hour Giordano Scalzo, 12/03/2009

Agenda– Introduction to Scrum (30 m)

– Scrum in Registratori (10 m)

– Q&A? (15 m)

TraditionalPhased developmentAnticipated resultsUp-front design

Results

Requirements Not ClearFear to go to the next phase

Analysis Paralysis

Requirements ChangeChange gets more and more expensive

Customers don’t get what they want

Results

Project Takes Too Long34% of projects delivered successfully

Long duration defers revenue(Source: Standish Report 2003)

No Time for TestingQuality assurance gets crunched

Late integration means late failures

Results

Time Wasted on Junk52% of requirements implemented

64% of functionality rarely used(Source: Standish Report 1994)

Poor Progress Visibility% Task complete not sufficient

Average overrun 43%(Source: Standish Report 1994)

Agileproject

management

Agile Principles

1. Satisfy the Customer2. Welcome Change3. Deliver Frequently4. Work as a Team5. Motivate People6. Communicate Face-to-

Face7. Measure Working

Software8. Maintain Constant Pace9. Excel at Quality10.Keep it Simple11.Evolve Designs12.Reflect Regularly

Scrum

“The New New Product Development Game”

Hirotaka Takeuchi and Ikujiro Nonaka - 1986

“The Knowledge Creating Company” Hirotaka Takeuchi and Ikujiro Nonaka - 1988

“Agile Manifesto” Ken Schwaber and Jeff Sutherland - 1994

Origin of Scrum

The Goal of Scrum

Manage Complexity, Unpredictability and Changethrough Visibility, Inspection and Adaptation

Scrum isA methodology framework

An iterative process

A wrapper for existing practices

A way to improve communications

A way to maximize productivity

A buzzword

Scrum is notA silver bullet

A magic wand

Just for software

About engineering pratices

A shortcut

A step-by-step cookbook approach

Easy: it needs time and discipline

Scrum Roles

Product OwnerProduct Owner

Owner of project visionRepresents the customer

Product Owner

Define features (according to vision)

Prioritize features(according to ROI)

Pick release dates

Give feedback

Manage stakeholders

Accept or reject results

The TeamThe Team

Small (5–9 people)

Colocated - Cross-functional

Self-organized - Full-time

The Team

Define tasks

Estimate effort

Develop product

Ensure quality

Evolve processes

Scrum MasterScrum Master

Servant leader

Team protector

Scrum guide

Scrum Master

Remove impedimentsPrevent interruptionsFacilitate the team

Support the process

Manage management

Scrum ProcessScrum Process

Scrum ProcessScrum Process

Product BacklogProduct Backlog

Product BacklogOwned by Product Owner

High-level requirements

Expressed as business valueNot complete, nor perfect

Expected to change & evolveLimited view into the future

Product BacklogProduct Backlog

Includes roughestimates

Prioritized byvalue & risk

Publiclyvisible

Better to describeas user stories

Timeboxed – Frozen featuresVariable scope – Shippable result

SprintsSprints

=

++

Sprint PlanningSprint Planning

Sprint PlanningFace to face communication

Small reversible steps

User’s perspective

Sprint Planning (Part 1)

Strategical level planning

Prioritize/select featuresDiscuss acceptance criteriaVerify understanding

½ - 1 hour per sprint/week

Sprint Planning (Part 2)

Tactical level planning

Define sprint backlog itemsEstimate sprint backlog items

Use velocity (Yesterday’s Weather)Share commitment

½ - 1 hour per sprint/week

Breakdown of business value into assignable tasks

Sprint BacklogSprint Backlog

Sprint BacklogSprint Backlog

Sprint Backlog

Owned by the team

Team allocates work

No additions by others

The heartbeat of Scrum

Daily ScrumDaily Scrum

Daily Scrum

What I did since last meeting

What I will do until next meeting

What things are in my way

Only the team talks

Not to Scrum Master

No problem solving

Max 15 minutes

Information irradiator

Task BoardTask Board

Definition of DoneDefinition of Done

...Coded, commented, checked in, integrated, reviewed, unit tested, deployed to test environment, passed user acceptance test& documented...

Burndown ChartBurndown Chart

Satisfy Product OwnerGet feedback on product

Sprint ReviewSprint Review

Sprint Review

Informal, no slides

Whole team participates

The world is invited

Show complete features

Accept or reject results

½ - 1 hour per sprint/week

Evolve the process

Sprint RetrospectiveSprint Retrospective

Sprint Retrospective

Reflect on process and product

Whole team participates

What to start doing

What to stop doing

What to continue doing

Steady pull of business valueInspect and Adapt

SprintsSprints

Sprints

Driven by Product Owner

Welcome change

Include design and testing

Share commitment

“Fail fast”

Abnormal Sprint Termination

Only in extreme cases

Team terminates: cannot meet sprint goalProduct Owner terminates: priority changeRaises visibility of problems

Resultseffects of

applying Scrum

Managed UncertaintyRolling wave planning

Simpler mini-projects lowers risk

Flexible ScopeAllow changes at fixed intervalsReleases enable learning

Faster DeliveryShorter time to marketValue delivered in increments

Higher QualityTesting happens continuouslyProcess improvement built-in

Eliminated WasteNothing is designed that is not builtNothing is built that is not used

Increased VisibilityAll problems are made visibleProgress is running tested software

Scrum appliedScrum applied

Scrum TaskboardScrum Taskboard

Planning poker cardsPlanning poker cards

Pomodoro timerPomodoro timer

RulesRules

Sprint BacklogSprint

Backlog

Q&A?