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The What, Why + How of Agile and

Scrum

© 2020 Netmind SL

Ana Aranda

› Lead Expert and Operations Manager at Netmind USA

› PMP®, PMI-ACP®, SAFe SPC› Trainer and mentor in Change

Management, Business Analysis, PMP, PMI-ACP, PRINCE2, SAFe, Agile PM, Management 3.0

› https://www.linkedin.com/in/anaarandadiaz/

AGENDA

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› Reasons for Change› A New Approach› Doing Agile: Scrum› Always: Focus on

People!

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Reasons for Change

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The Ideal Project

“A common cause of disaster in software development is that the end product is precisely what the customer originally ordered.”

The Economist. Agility countshttp://www.economist.com/node/779429

6

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In an Ideal World…

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VUCA

??Volatile AmbiguousUncertain Complex

Popular term in business and academic literature that refer to an increasing inability to grasp the world and deal with the things happening around us

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A New Approach

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What is Agile?

Agile is a mindset (being Agile):› A way to approach challenges› Defined by:

› 4 values › 12 principles

› Implement (doing Agile) using:› Frameworks› Methods› Techniques

DOING AGILE BEING AGILE

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_______________________ over processes and tools

Agile Manifesto

___________________ over following a plan

PHRASES:contract

negotiationscomprehensive documentationindividuals and

interactionsresponding to

change

Individuals and interactions

Working products over __________________________

Customer collaboration over ____________________

comprehensive documentation

contract negotiations

Responding to change

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12 Agile Principles 1. Our highest priority is to

satisfy the customer through early and

continuous delivery of valuable software.

2. Welcome changing requirements, even late in

development. Agile processes harness change

for the customer's competitive advantage.

3. Deliver working software frequently, from

a couple of weeks to a couple of months, with a preference to the shorter

timescale.

4. Business people and developers must work

together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and

support they need and trust them to get the job

done.

6. The most efficient and effective method of

conveying information to and within a development

team is face-to-face conversation.

7. Working software is the primary measure of

progress.

8. Agile processes promote sustainable development. The sponsors, developers,

and users should be able to maintain a constant pace

indefinitely.

9. Continuous attention to technical excellence and good design enhances

agility.

10. Simplicity--the art of maximizing the amount of

work not done--is essential.

11. The best architectures, requirements, and designs

emerge from self-organizing teams.

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

behavior accordingly.

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Agile’s 12 Principles Word Cloud

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Being Agile means…

DOING AGILE BEING AGILE Value Oriented

Iterative

Incremental

Collaborative

Continuous Improvement

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Extreme Programming

Scrum

SAFe

Kanban

Doing Agile Means…

DOING AGILE BEING AGILE

…

Value Oriented

Iterative

Incremental

Colaborative

Continuous Improvement

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WE ARE AGILE

No documentationNo estimates or plans

Deploy directly to productionMake changes at any time

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“The dose makes the poison.”Paracelsus

Alchemist, considered father of toxicology

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Agile Approach Dosage

People

ProcessTechnology

CommunicationCollaboration

TrustEmpowerment

Focus on End-to-EndValue Prioritization

Continuous Improvement

Technical ExcellenceAutomation

Speed

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Agile – Iterative & Incremental

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Turn Iron Triangle Upside-Down

20

Constraints Requirements

Estimates Cost Time

PredictiveWaterfall

Plan based

Value based

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Waterfall approach

21

ANAL

YSIS

DES

IGN

DEV

ELO

PMEN

T

TEST

DEP

LOY

time

Let’s assume we have a classic waterfall project

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Waterfall approach

22

ANAL

YSIS

DES

IGN

DEV

ELO

PMEN

T

If we have significant delays in the early stages, when the deadline arrives all we have is some unfinished, non-value-add documentation.

+20%

If we run out of time. What do we compromise?

time

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Turn Iron Triangle Upside-Down

24

Constraints Requirements

Estimates Cost Time

PredictiveWaterfall

Plan based

Cost Time

Functionality

AdaptativeAgile

Value based

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Incrementing - Build a Bit at a Time

© Jeff Patton, all rights reserved, www.AgileProductDesign.com

1 2 3 4 5

Incrementing calls for a fully formed idea. And, doing it on time requires dead accurate estimation.

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Iterative – Testing out the Idea

© Jeff Patton, all rights reserved, www.AgileProductDesign.com

1 2 3

A more iterative approach allows you to move from vague

idea to realization, making course corrections as you go.

4 5

“Iterating” builds a rough version, validates it, then slowly builds up quality.

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Agile – Iterative & Incremental

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Being Agile Doing Agile

› Populate projects with the needed people who posses the capabilities to get the job done with motivation and purpose.

› Scrum, for instance

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Doing Agile: Scrum

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The Scrum Guide™

http://www.scrumguides.org/scrum-guide.html

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Scrum

Scrum Team

• Product Owner / Business Analyst

• Delivery Team Member

• Scrum Master

• Stakeholders

Scrum Events

• The Sprint

• Sprint Planning

• Daily Scrum

• Sprint Review

• Sprint Retrospective

• Product Backlog Refinement

Scrum Artifacts

• Product Backlog

• Sprint Backlog

• Product Increment

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The Scrum Team Cross functionalLargely self-directingSmall teamsHigh transparencyChange is welcomeEntire team works in sprint

32

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The Scrum Team

PRODUCT OWNER /BUSINESSANALYST

DEVELOPMENT(DELIVERY)

TEAMSTAKEHOLDERS

SCRUMMASTER

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T-Shape Teams – Cross Functional

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Tools for Lean High Performing Teams

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Artifact: User Story

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There’s More to the Story

IndependentNegotiable Valuable Estimable Small Testable

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User Story Advantages

Foster verbal communicationEasily understoodSmall enough to plan and estimateSupport iterative, incremental developmentAllow for changesPromote participationBuild tacit knowledge

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Additional Backlog Work Items (Stories)There are other types of stories, especially on IT Projects

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Artifact: Product BacklogThe sum of user and other storiesComposed of all the needs identified for the projectPrioritizedEnough detailed to continueUsed to estimate and planIs an extension of Product Vision

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Artifact: Sprint BacklogThe sum of user and other storiesComposed of all the needs identified for the projectPrioritizedEnough detailed to continueUsed to estimate and plan

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Techniques for Describing Scope

Helps refine and prioritizeVisual alternative Visual managementGreat for communicating scope

User Story Map for Scope and Planning

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Value & Scope Prioritization

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Ceremony: SprintConstant delivery of valuePeriod of 2-4 weeksConstant duration for constant rhythmHelps with planningScope should not change.*

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Sprint PlanningPlan the stories to be delivered in the sprint

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Daily Stand UpEffective way for team members to coordinate their work

What did I do since last standup?What’s coming up?What problems do I have?

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DemoShow what has been built and get feedback

Show stakeholders what was done Get feedback

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Sprint Retrospective Team self-inspection for continuous improvement

https://agilestrides.com/2017/09/25/40-ideas-to-spice-up-your-retrospective/

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Information RadiatorsVisualize team and project information

ProgressProject risks and issuesProject metricsProject modelsDefinitionsDecisionsAssumptions / DependenciesOut-of-scope items

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Scrum

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Minimum Viable Product - MVPTest our ideas and learn from success (and failure!)

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Embracing Change

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Basic SAFe-Scaled Agile Framework

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Without a Focus on People??

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• Reasons for Change• A New Approach• Doing Agile: Scrum• Focus on People

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