INTRO TO AGILE

Presenters:

Bachan Anand

Dave Cornelius, MBA, PMP

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AGENDA

SCRUM Framework

SCRUM Roles

Planning & Estimation

Team Engagement

SCRUM Simulations

SCRUM Myths

Class Retrospective

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AGILE MANIFESTO

Individuals and interactions over processes and tools

Working software/product over comprehensive

documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

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AGILE 12 PRINCIPLES

Highest priority is to satisfy the customer

through early and continuous delivery

of valuable software

Welcome changing requirements

Deliver working software (Product) frequently

Business people and developers must work

together daily throughout the project

Build projects around motivated individuals

Most efficient and effective method of

conveying information is face-to-face conversation 4

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AGILE 12 PRINCIPLES

Working software (product) is the primary measure of progress

Agile processes promote sustainable development (maintain a constant pace indefinitely)

Continuous attention to technical excellence and good design enhances agility

Simplicity (art of maximizing amount of work not done) is essential

Best architectures, requirements, and designs emerge from self-organizing teams

At regular intervals, team reflects on how to become more effective, then tunes and adjusts

http://agilemanifesto.org/principles.html 5

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AGILE LEAN ROOTS

Eliminate Waste – Anything that does not add value

Build Quality In – Quality if a primary focus

Deliver fast – Just as it’s defined

Defer Commitment – Learning before commitment

Respect People – Give space for others to grow

Improve the System – The system is the entire process

Create Knowledge – Sharable and Usable

Focus on the customer - Needs

Continuous improvement - Daily

Kaizen - Change for better processes, led by the people6

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SCRUM FOUNDATION VALUES

Empiricism Detailed up-front planning and defined processes are replaced by

just-in-time Inspect and Adapt cycles

Self-Organization Small teams manage their own workload and organize themselves

around clear goals and constraints

Prioritization Do the next right thing

Rhythm Allows teams to avoid daily noise and focus on delivery

Collaboration Leaders and customers work with the Team, rather than directing

them

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SCRUM VALUES

Transparency

Everything about a project is visible to everyone

Commitment

Be willing to commit to a goal

Courage

Have the courage to commit, to act, to be open and to expect respect

Focus

Focus all of your efforts and skills on doing the work that you have committed to doing

Respect

Respect and trust the different people who comprise a team 8

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SCRUM FRAMEWORK

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SCRUM AND WATERFALL DIFFERENCES

SCRUM Traditional (Waterfall)

Plan what you expect to happen with

detail appropriate to the horizon

Plan what you expect to happen

Control happens through inspection

and adaption

•Reviews and Retrospectives

•Self-organizing Teams

Enforce what happens is the same as

what is planned

•Directive management

•Control

Use Agile Practices to manage change

•Continuous feedback loop

•Iterative and incremental

development

•Prioritized backlogs

Use change control to manage change

•Change Control Board

•Defect Management

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SCRUM ROLES DETAILS

Product Owner

Maximize the value of the work done by prioritizing the features by market value

SCRUM Master

Manages the SCRUM framework

Team

Self-organizing empowered individuals motivated by business goals

Other Stakeholders

Anyone who needs something from the team or the team something from

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SCRUM ROLES DETAILS – PRODUCT OWNER

Thought Leader and Visionary

Drives the Product Vision (for example,

with Story Mapping)

Prioritizes the User Stories

Maintains the Product Backlog with the

team

Accepts the Working Product (on behalf of

the customer)

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SCRUM ROLES DETAILS – SCRUM MASTER

Servant Leader

Facilitates the Process

Supports the Team

Removes Organizational Impediments

Socializes Scrum to Management

Enable close collaboration across all

roles and functions

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SCRUM ROLES DETAILS – SCRUM TEAM

Cross-Functional

5-8 Members

Self-Organizing

Focused on meeting Commitments

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ROLES RELATIONSHIP

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MANAGEMENT ROLES (SERVANT LEADERSHIP)

Is a servant first and ensures other people – i.e. followers or

stakeholders – highest priority needs are being served

Empowers others and supports an environment of trust

Has empathy and sensitivity to the needs and interest of all

stakeholders

Is open to the voice of others by supporting discussions that includes

those without a voice

Accept risks; takes the risk of failure along with the chance of

success, while trusting others

My cup is always full – my focus is now; I’ve learned from

yesterday and I’m planning for tomorrow

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PRE-SCRUM PLANNING

Pre-SCRUM is where projects are approved, budgets and resources assigned

Project Portfolio’s are expensive

They are risky

Do we have the right people with the right experience and

skills?

Can we afford the project?

What are the objectives of the project? Clear goals.

Lack of commitment

Can we verify the promise was met?

The business want value and a return on investment17

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PRE-SCRUM PLANNING

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Pre-PortfolioActive

PortfolioPost-Portfolio

Projects

Being formulated

Evaluated

Pending approval

Projects

Approved

Pending Kick-off

Executing

Projects

Executed

M & E

Reject

Success

or

Failure

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PRODUCT VISION & ROLE ENGAGEMENT

A goal to aspire to

Can be summarized in a short statement of intent

Communicate it to the team

Common format:

For: (Our Target Customer)

Who: (Statement of need)

The: (Product/Product name) is a (Product/Product category)

That: (Product/Product key benefit, compelling reason to buy

and/or use)

Unlike: (Primary competitive alternative)

Our Product: (Final statement of primary differentiation)19

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RELATIVE ESTIMATION

Humans are better at relative estimates than absolute estimates

Many heads are better than one

Estimates are made by those who perform the work

Estimate size/complexity – Derive duration

The goal is to get useful estimates with minimal effort

Estimates are not commitments

Planning Poker is the common method for estimation

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RELATIVE ESTIMATION

Story Points:

Commonly used in Agile estimation

No real-world dimensions

Compare one story to another

Based on effort, complexity, risk

Precision is not critical

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PRODUCT BACKLOG

A living list of requirements captured in the form of User Stories

Represents the WHAT of the system

Prioritization with respect to business value is essential!

Each story has estimated Story Points, which represent relative size, and is determined by those actually doing the work

Higher priority items are decomposed and lower priority items are left as larger stories (epics)

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USER STORIES

Product requirements formulated as one or more

sentences in the everyday or business language of

the user

As a <user>, I would like <function> so that I get

<value>

Each User Story has an associated Acceptance

Criteria that is used to determine if the Story is

completed

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SPRINT BACKLOG

List of stories, broken down into tasks, that is committed

for any particular Sprint

Owned and managed by the Team

Any team member can add, delete or change the sprint

backlog with additional tasks

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USER STORIES

Independent

Not overlap in concept and be able to schedule and implement them in any order

Negotiable

Not an explicit contract for features; rather, details will be co-created by Product Owner and Team

Valuable

Add business value

Estimated

Just enough to help the Product Owner rank and schedule the story's implementation

Sized Appropriately

Need to be small, such as a few person-days

Testable

A characteristic of good requirements25

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SPRINT PLANNING

Sprint Planning meeting held at beginning of each Sprint

Time and Resources are fixed in any given Sprint

Goal is to have prioritized Sprint Backlog, broken down

into tasks, that the Team can commit to

During planning, Team commits to scope that can be

completed in the Sprint, taking into account the definition

of Done

Story points may be refined

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TASK BOARD

Active visual indicator of

flow of work

Should be visible to team

members at all times

Should be kept current

Encourages self-

organization, and

collaboration

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DOD - (DEFINITION OF DONE)

Team creates its own definition of Done in the interest of creating quality software

Definition can evolve over sprints

Example checklist (not exhaustive):

Unit tests pass (ideally automated)

Customer Acceptance tests pass

User docs written

UI design approved by PO

Integrated into existing system

Regression test/s pass (ideally automated)

Deployed on staging server

Performance tests pass28

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SPRINT BURN-DOWN

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Shows daily

progress in the

Sprint

X-axis is the

number of days

in the Sprint

Y-axis is the

number of

remaining stories

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RELEASE BURN-DOWN

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Shows progress

across Sprints

X-axis is the

number of

Sprints

Y-axis is the total

number of stories

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DAILY STANDUP MEETINGS

Meetings held in same location, same time, every

day

Time-boxed at 15 minutes

Encourages self-organization, rhythm, and

collaboration

Not a status meeting

Each Team member speaks to:

What did I accomplish in the last 24 hours

What do I plan to accomplish in the next 24 hours

Any impediments getting in the way of my work

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SPRINT REVIEW

Occurs at the end of each Sprint

Inspect and Adapt the product (Empiricism)

The team meets with the Product Owner (and

Stakeholders) to demonstrate the working software from

the Sprint

This is a hands-on software demo (not a PowerPoint) that

usually requires some prep beforehand

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RETROSPECTIVES

Occurs at the end of each Sprint

Inspect and Adapt the process (Empiricism)

Team and ScrumMaster meet to reflect on what went well

and what can be improved

Tone of the meeting is that everyone did their best and now

look to how can we improve

Retrospectives must conclude with team commitments to

action

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SCRUM RELEASE - VELOCITY

Total number of story points completed by a team in a

Sprint

Can be used by the team as a reference during Sprint

Planning

Used by Product Owner to plan out the releases

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SCRUM RELEASE PLANNING

Product Owner, in conjunction with the team,

formulates Release Plans by applying the team

Velocity to the Product Backlog

Release Plans are revisited after every Sprint

Two ways to approach

Fix scope and determine how many sprints are

needed

Fix time and determine how much scope can be

completed

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LET’S DO SCRUM SIMULATION!

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SCRUM MYTHS

SCRUM Myths:

No quality/no testing

People burnout because of short and frequent delivery cycles

(sprints)

No culture change is needed

Will make a better team

SCRUM is the only Agile method

Solution to all

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SCRUM MYTHS

SCRUM Myths:

A silver bullet

Management believes it will solve all problems

Easy to implement

Will replace waterfall method

Cowboy coding

No documentation

Simple but not easy

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SCRUM MYTHS

SCRUM:

Exposes issues sooner

Increases visibility, leading to faster issue resolution

Facilitates complete feedback & continuous improvements

Allows people to fail and learn from failure

Moves away from the blame culture

Embraces small incremental changes

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CLASS WRAP-UP

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TAKE AWAY

Scrum is a lightweight framework with a simple set of

rules, built on foundations and values

Scrum enables teams to discover their true potential and

deliver quality software that adds business value

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APPENDIX - ROLES

Product Owner

Thought Leader and Visionary, who drives the Product Vision, maintains the Product Backlog, prioritizes the User Stories, and accepts the Working Software (on behalf of the customer)

ScrumMaster

Servant Leader, who facilitates the process, supports the Team, removes organizational impediments, and socializes Scrum to Management

Team

Cross-Functional group of 5-8 Members that is self-organizing and focused on meeting Commitments

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APPENDIX – ARTIFACTS

Product Backlog

A living list of requirements captured in the form of User Stories, prioritized according to business value

Sprint Backlog

List of stories, broken down into tasks, that is committed for any particular Sprint; owned and managed by the Team

Taskboard

Active visual indicator of flow of work

Sprint Burndown Chart

Shows daily progress in the Sprint

Release Burndown Chart

Shows progress across Sprints43

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APPENDIX - CEREMONIES

Sprint Planning

Held at beginning of each Sprint, with the goal to have prioritized Sprint Backlog, broken down into tasks, that the Team can commit to

Daily Standup

Meetings held in same location, same time, every day, with the goal of ensuring that team members are in synch (not a status meeting)

Sprint Review

Occurs at the end of each Sprint, with the goal of inspecting and adapting the Product

Retrospective

Occurs at the end of each Sprint, with the goal of inspecting and adapting the process

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KEEP SHARING

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