Agile SCRUM Methodology.ppt

8/20/2019 Agile SCRUM Methodology.ppt

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An

Introduction to

Agile SCRUM Methodology


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PresumptionsPresumptions

The audience is well aware of traditionalsoftware development methodologies like

Waterfall Model, Iterative models, etc.


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Agenda Agenda

Introduction

What is Agile Methodology?

What is crum?

!istory of crum

"unctionality of crum

#omponents of crum

crum $oles

The Process

crum Artifacts

caling crum

% & A ession


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IntroductionIntroduction

#lassical methods of software development havemany disadvantages'

huge effort during the planning phase

poor re(uirements conversion in a rapid changing

environment treatment of staff as a factor of production

)ew methods'

Agile oftware *evelopment Methodology


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What is Agile ?What is Agile ?

Agile proponents +elieve #urrent software development processes are too

heavyweight or cum+ersome

Too many things are done that are not directly related to

software product +eing produced #urrent software development is too rigid

*ifficulty with incomplete or changing re(uirements

hort development cycles Internet applications-

More active customer involvement needed

#MM focuses on process


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#ontd#ontd

Agile methods are considered /ightweight

People0+ased rather than Plan0+ased

everal agile methods

)o single agile method

1P most popular

)o single definition

Agile Manifesto closest to a definition et of principles

*eveloped +y Agile Alliance


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Agile Manifesto Agile Manifesto

A Statement of Values Individuals and interactions over processes and

tools

Working software over comprehensive

documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

http'22www.agilemanifesto.org


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Agile Methods Agile Methods

Agile methods' crum

34treme Programming

Adaptive oftware *evelopment A*- *ynamic ystem *evelopment Method **M-

Agile Alliance www.agilealliance.org-

A non0profit organi5ation promotes agiledevelopment


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crumcrum


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crum in 677 wordscrum in 677 words

crum is an agile process that allows us to focus ondelivering the highest +usiness value in the shortesttime.

It allows us to rapidly and repeatedly inspect actual

working software every two weeks to one month-.The +usiness sets the priorities. 8ur teams self0manage

to determine the +est way to deliver the highest priority features.

3very two weeks to a month anyone can see real workingsoftware and decide to release it as is or continue toenhance for another iteration.


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!istory of crum!istory of crum

199! analysis of common software development processes not suita+le for empirical,

unpredicta+le and non0repeata+le processes

*esign of a new method' crum +y 9eff utherland & :en chwa+er

3nhancement of crum +y Mike ;eedle & com+ination of crum with 34tremeProgramming

199"!introduction of crum at 88P/A conference

#$$1!

pu+lication 7 companies

"ounders are mem+ers in the Agile Alliance


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#haracteristics#haracteristics

elf0organi5ing teams Product progresses in a series of month0long


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!ow crum Works?!ow crum Works?


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printsprints

crum pro@ects make progress in a series of


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e(uential vs. 8verlapping *ev.e(uential vs. 8verlapping *ev.

Requirements Design Code Test


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)o changes during the sprint )o changes during the sprint

SprintInputs Tested Code

Change

Plan sprint durations around how long youcan commit to keeping change out of thesprint


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crum "ramework crum "ramework

Roles ' Product 8wner, crumMaster, Team

Ceremonies ' print Planning, print $eview,

print $etrospective, & *aily crum Meeting

Artifacts ' Product ;acklog, print ;acklog,and ;urndown #hart


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Product 8wner Product 8wner

*efine the features of the product *ecide on release date and content

;e responsi+le for the profita+ility of the

product $8I-

Prioriti5e features according to market value

Ad@ust features and priority every iteration, as

needed

Accept or re@ect work results.


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The crum Master The crum Master

$epresents management to the pro@ect $esponsi+le for enacting crum values and practices

$emoves impediments

3nsure that the team is fully functional and productive 3na+le close cooperation across all roles and

functions

hield the team from e4ternal interferences


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crum Teamcrum Team

Typically >067 people #ross0functional

%A, Programmers, I *esigners, etc.

Mem+ers should +e full0time May +e e4ceptions e.g., ystem Admin, etc.-

Teams are self0organi5ing

What to do if a team self0organi5es someone off the team??

Ideally, no titles +ut rarely a possi+ility

Mem+ership can change only +etween sprints


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#eremonies#eremonies

print Planning Meeting print

*aily crum

print $eview Meeting


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pring Planning Meeting pring Planning Meeting

Sprint Planning

Meeting

Product Backlog

Team Capabilities

Business Conditions

Technology

Current Product

Sprint Backlog

P r o d u c t O

w n e r

S c r u m

T e a m

M a n a g e m

e n t

C u s t o m

e r s

Sprint oal


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Parts of print Planning Meeting Parts of print Planning Meeting

6st Part' #reating Product ;acklog

*etermining the print Boal.

Participants' Product 8wner, crum Master,crum Team

C nd Part'

Participants' crum Master, crum Team #reating print ;acklog


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Pre0Pro@ect2:ickoff Meeting Pre0Pro@ect2:ickoff Meeting

A special form of print Planning Meeting Meeting +efore the +egin of the Pro@ect


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print print

A month0long iteration, during which isincremented a product functionality

)8 outside influence can interfere with the

crum team during the print 3ach print +egins with the *aily crum

Meeting


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*aily crum*aily crum

Parameters *aily

6>0minutes

tand0up

)ot for pro+lem solving

Three (uestions'

6. What did you do yesterday

C. What will you do today?

D. What o+stacles are in your way?

#hickens and pigs are invited !elp avoid other unnecessary meetings

8nly pigs can talk


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*aily crum*aily crum

Is )8T a pro+lem solving session Is )8T a way to collect information a+out

W!8 is +ehind the schedule

Is a meeting in which team mem+ers makecommitments to each other and to the crum

Master

Is a good way for a crum Master to track the progress of the Team


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crum "A%scrum "A%s

Why daily?


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print $eview Meeting print $eview Meeting

Team presents what it accomplished

during the sprint

Typically takes the form of a demo of

new features or underlying architecture

Informal

C0hour prep time rule

Participants

#ustomers

Management

Product 8wner

8ther engineers


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print $etrospective Meeting print $etrospective Meeting

crum Team only "eed+ack meeting

Three (uestions

tart

top

#ontinue

*onEt skip for the first >0F sprintsGGG


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Product ;acklog Product ;acklog

A list of all desired work on the pro@ect sually a com+ination of

story0+ased work


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Product ;acklog Product ;acklog

$e(uirements for a system, e4pressed as a prioriti5ed list of ;acklog Items

Is managed and owned +y a Product 8wner

preadsheet typically-

sually is created during the print Planning

Meeting

#an +e changed and re0prioriti5ed +eforeeach PM


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ample Product ;acklog ample Product ;acklog


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"rom print Boal to print ;acklog "rom print Boal to print ;acklog

crum team takes the print Boal anddecides what tasks are necessary

Team self0organi5es around how theyEll meet

the print Boal Manager doesnEt assign tasks to individuals

Managers donEt make decisions for the team

print ;acklog is created


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print ;acklog during the print print ;acklog during the print

#hanges Team adds new tasks whenever they need to in

order to meet the print Boal

Team can remove unnecessary tasks

;ut' print ;acklog can only +e updated +y the

team

3stimates are updated whenever thereEs new

information


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print ;acklog print ;acklog

A su+set of Product ;acklog Items, whichdefine the work for a print

Is created 8)/H +y Team mem+ers

3ach Item has itEs own status

hould +e updated every day


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print ;acklog print ;acklog

)o more than D77 tasks in the list If a task re(uires more than 6F hours, it

should +e +roken down

Team can add or su+tract items from the list.Product 8wner is not allowed to do it


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ample print ;acklog ample print ;acklog


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print ;urn down #hart print ;urn down #hart

*epicts the total print ;acklog hoursremaining per day

hows the estimated amount of time to

release Ideally should +urn down to 5ero to the end of

the print

Actually is not a straight line #an +ump P


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Information $adiator Information $adiator

Two characteristics are key to a goodinformation radiator. The first is that the

information changes over time. This makes it

worth a personJs while to look at the display...

The other characteristic is that it takes verylittle energy to view the display.

#


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print ;urndown #hart print ;urndown #hart

$ l ; d #h


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$elease ;urndown #hart $elease ;urndown #hart

Will the release +e done on right time? 10a4is' sprints

H0a4is' amount of hours remaining

The estimated work remaining can also +urn

up

P d t ; d #h t


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Product ;urndown #hart Product ;urndown #hart

Is a


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cala+ility of crumcala+ility of crum

A typical crum team is F067 people 9eff utherland 0 up to over K77 people

crum of crums or what called Meta0

crum


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l +ilit f l +ilit f


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P 2#P 2#


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Pros2#onsPros2#ons Advantages

#ompletely developed andtested features in shortiterations

implicity of the process

#learly defined rules

Increasing productivity

elf0organi5ing

each team mem+er carries alot of responsi+ility

Improved communication

#om+ination with 34tremeProgramming

*raw+acks


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Thank Hou GGG

Agile SCRUM Methodology.ppt

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