Agile best practices and What is Scrum - from a certified Scrum Master and PMP professional
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Transcript of Agile best practices and What is Scrum - from a certified Scrum Master and PMP professional
Agile Best PracticesAkhil Munjal
The Concept of AgileDefinition & Sample Sprint
• Agile helps teams respond to the unpredictability of building software by using iterative and incremental development. Typically, requirements and solutions evolve through collaboration between cross functional teams and clients
• Agile promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, and encourages rapid and flexible response to change.
2
Project Initiatio
n
Sprint 0
Sprint 1
Sprint 2
Release
Sprint 1
Integration Test Sprint
0
High-level project planning
Initial Stakeholder engagement
Define ways of working
Project Initiation High level
requirement gathering
Commit to sprint lengths, team capacity
Delivery team roll-on
Sprint 0 Reprioritise backlog
with client Commit to and
deliver stories Shippable product
at the end of each sprint
Sprints 1+
Product Backlog
Sprint Backlog
Sprint Backlog Product
Fig: Sample Sprint Cycle
Agile TerminologyOverview of Agile Approach
Product Owner – ‘Voice of the Customer’• Ensures end product
delivers value to the business or customer
• Sets and adjusts priorities and product backlog
• Accepts or rejects work via showcases and pilots (review)
Scrum Master• Accountable for delivering
Sprint goals• Removes obstacles for team
and keeps momentum• Coaches and provides
motivation
Team Members• Develop and deliver product
on a daily basis• Self directed and self
organizing• Cross functional (change,
process, design, test)
Design, Build Test
Inception
PrioritiseRetrospective
Plan
Showcase & Deploy
Iterative deployment
• User Stories• Product Backlog• Sprint Backlog• Burndown Chart• Potentially shippable Product
increments
Roles Products Events• Product Owner• Scrum Master• Team
• Sprint Planning • Daily Scrum (Daily
Standup Meeting)• Sprint Review• Sprint Retrospective• Backlog Refinement
Agile ImplementationKey Activities
Advisory and Strategy Team• Understand the client drivers
and motivation for Agile• Help the leadership and C-
suite understand Agile Impact
• Work along business divisional leads in rolling out Agile
Program Manager• Establish and launch
Governance Structure & Processes
• Integrate project work plans and clearly capture milestones and dependencies
• Confirm delivery processes each project should use
Agile Coach• Co-ordinates with Agile
Strategy Team to understand vision & roadmap
• Work with Project Team to define Agile Delivery Model and Setup Agile Practices
• Participates in all Key initiatives and fine tuning it
Agile Best PracticesWhat works well
Conduct early and regular Showcases• Provide early mock ups of the product / change deliverables to put theory into immediate
practice• Pilot the product (including surveys, training or communications) prior to full deploymentInvolve the client/customer and stakeholders in continuous dialogue• Run Agile basics and refreshers at the commencement of the project• The review process should be streamlined: present only the executive summaryBe flexible with hybrid Waterfall/Agile approaches• Agree in sprint 0 the Agile methods and ways of working with the client/customer• Agile projects commonly incorporate waterfall practices (such as code freezes and CRP), and
change must adapt their models accordinglyPlan differently• Change planning should feature only critical path change activities• Change planning should be flexible and adaptive to changes, while keeping aligned to the
overall journeyChange team in a silo and not immersed in scrum activity• Change team members must attend daily scrums and showcases• Change team members should adopt a major and minor role in the teamChange team not focused on critical path activities• Change activities must always focus on business value and not become ‘top heavy’• Change activities must be targeted on each sprint release dateChange team not adapting rapidly to changes in product development• Change team should respond to changes in priorities with flexible planning• Change team should maintain and communicate a clear view of the impact of ongoing
changesChange team too focused on delivery and not fostering engagement• Change team have a vital role to play in team well-being and recognition• Change team should ‘step back’ each sprint to take an active and driving role in
retrospectivesChange team not aligning sprints to the overall journey• Each sprint should align with the journey and business case as expressed in epic user stories• Agile is not an ‘excuse for poor planning’ – a change plan is required to set expectations
What Can go
Wrong in Agile
What Works Well
Agile Best PracticesSuccess Factors & Metrics
Sponsorship• Actively engaged senior management
sponsors to communication change, strategy and direction
• A sponsorship strategy that builds and sustains support throughout phases
Sponsorship• Measurable linkage to business objectives
with cross-organizational focus• Accelerated implementation approach to
quickly address known challengesBalance• Leverage of leading practices from the
industry and our expertise• Focus on adopting leading practices while
keeping in mind our clients’ realities, priorities, and constraints
Team Compensation• The right resources at the right time, with
pilot projects to insert ‘player-coaches’ on the ground
• Effective knowledge transfer throughout the project
Metrics and MeasurementBurndown Chart for tracking Sprint progress• Automatically generated visual chart when electronic
tooling is used• Represents development complete by stage or
completed user stories• Includes Work in ProgressVelocity• Estimate of rate at which team can do work (no. of
points needed for each story x no. of stories estmated per sprint)