AgileScrum Intro PDF [PDF]

Zitiervorschau

Dec 2009 KeyCorp Public

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We are about to cover a lot of ground... • Please hold your questions until the end.

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Our Agile Journey… • “Enabling Agile in a Large Organization Our Journey Down the Yellow Brick Road” – Agile 2007 conference.

• June 2005 - Two pilot Scrum project •

teams began Currently – most teams use Agile practices or a combo of Agile & Waterfall.

• Spring 2008 started a local Agile Users Group that meets bi-monthly.

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Agile

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The Agile Manifesto Individuals Individuals and and interactions interactions

over

Process Process and and tools tools

Working Working software software

over

Comprehensive Comprehensive documentation documentation

Customer Customer collaboration collaboration

over

Contract Contract negotiation negotiation

Responding Responding to to change change

over

Following Following aa plan plan 5

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Lean Principles of Agile Development • Eliminate Waste

• Spend time only on what adds real customer value • Amplified Learning

• When you have tough problems, increase feedback and collaboration

• Leave Options Open as Long as Possible

• Maintain multiple options and decide on options as late as practical, but no longer

• Deliver as Fast as Possible

• Deliver value to customers as soon as they ask for it • Empower the Team

• Let the people who add value use their full potential • Build Integrity in

• Don’t try to tack on integrity after the fact – Build it in • See the Whole

• Beware of the temptation to optimize parts at the expense of the whole

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Agile Process

• The basic phases of an Agile development project are really no different from those of any other project. • You still must define and initiate the project, plan for the project, execute the plan and monitor and control the results. • What differs, however, is the manner in which these steps are accomplished. 7 Dec 2009 KeyCorp Public

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Opportunities for… • Strong partnerships between Business/Sponsor and Project Team

• Joint commitment to achieving business results • Empowered, participating Product Owner • Requirements that adapt to business needs

• Continual re-prioritization of backlog to meet changing •

business needs Greater clarity and understanding of requirements through shorter development cycles

• Delivering Business Value

• Deliver incremental business value earlier within projects • Increase Employee Satisfaction

• Empowered, self-directed teams • Sustainable Pace 8 Dec 2009 KeyCorp Public

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Agile Methodologies / Techniques

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Scrum

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What is Scrum? • The term ‘scrum’ originally derives from a strategy in the game of rugby where it denotes getting an “out-of play” ball back into the game with teamwork. • Scrum is a project management technique based on the principles of agile • Scrum consists of processes and measurements to manage the development process.

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Sequential vs. Overlapping Development Define

Analyze

Code

Test

Deliver

Rather than doing all of one thing at a time... ...Scrum teams do a little of everything all the time

Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986. 12 Dec 2009 KeyCorp Public

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Scrum in 100 Words An agile process that:

•Allows us to focus in the shortest time.

on delivering the highest business value

•Allows us to rapidly and repeatedly inspect actual working software. •The business sets the priorities. Development teams self-manage to determine the best way to deliver the highest priority features. (They must agree on the definition of “done”) •Every iteration (Sprint) anyone can see real working software and authorize a release of the demonstrated functionality or continue to enhance for another Sprint. (Sprints are typically 2wks to 30 days)

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Sprints • Scrum projects make progress in a series of “Sprints” (iterations). • Target duration is no longer than 30 days:

• The team can set the exact duration based on what works the best for them.

• A constant duration leads to a better rhythm (velocity). • Do not miss the end of the sprint, the deadline is sacred. • Features are designed, coded, tested and documented during the sprint. • Priorities can only change between Sprints, unless the Product Owner terminates the Sprint and starts a new one. • Product is potentially shippable after each sprint.

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Potentially shippable • At the end of each sprint, the team must produce a potentially shippable product increment • High quality • Tested • Complete • Done • What it does it does well • Potentially shippable ≠ shippable 15 Dec 2009 KeyCorp Public

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Scrum Roles

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Scrum roles and responsibilities Product Owner

• • • • •

Defines the features of the product, decides on release date and content Is responsible for the profitability of the product (ROI) Prioritizes features according to market value Can change features and priority every sprint Accepts or rejects work products

• Ensures that the team is fully functional and productive • Enables close cooperation across all roles and functions and removes

Scrum Master

• •

barriers Shields the team from external interferences Ensures that the process is followed. Participates in daily scrum, sprint review and planning meetings. Servant Leader.

• Cross-functional, seven plus/minus two members • Selects the sprint backlog • Has the right to do everything within the boundaries of the project guidelines

Team

• •

to reach the iteration goal Organizes itself and its work Demos work results to the Product Owner 17

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Does Agile mean don’t plan? No, just the opposite, Agile puts a premium on planning Planning Level

How Often

Who

Focus

Product (Roadmap)

1 – 2 Times per Year

Product Owner / Executive

Product Evolution Over time

Release

3 – 4 Times per Year

Product Owner & Team

Features

Sprint (Iteration)

Every Iteration

Product Owner & Team

Features

Daily (Stand-Up)

Every Day

Team

Tasks

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w e i v r e v Sprint O

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Summary of Sprint Meetings • Sprint Planning • Determine the sprint goal and which backlog items to

address and then develop the plan to accomplish the work.

• Daily Stand ups • 15 min mtg in which team reports to each other: what they

did yesterday, what they’re working on today, what’s in the way of their progress. This is NOT a status/problem solving mtg.

• Sprint Review • Review the sprint goal/deliverable with the product owner to show accomplishments.

• Sprint Retrospective • Team meeting held at the end of each sprint to discuss process improvement within the scope of the project

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Birds Eye View of a Sprint

Color Key

Daily Daily Scrums Scrums

SPRINT

Sprint Review Review Meeting Meeting Sprint Sprint Retrospective Retrospective Sprint Sprint Planning Planning Meeting Meeting Sprint

Sprint Planning Planning Meeting Meeting Sprint

SPRINT

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s t c a f i t Ar

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Summary of Artifacts Note: Artifacts can be as simple as an excel doc through commercially available Agile software! The team chooses what they want to use. • Product Backlog (All Requirements)

• List of requirements / features, prioritized by business value, by the product owner. • Updated and Prioritized by the product owner.

• Sprint Backlog (Requirements for a Sprint & Tasks)

• List of tasks to be addressed during the active sprint. • Owned and updated frequently by the scrum team • Impediments log (Daily Standup – What’s in my way?)

• List of impediments identified by that team that require resolution • No specific format is mandated for this, teams should determine what works for them

• Retrospective (Lessons Learned)

• Results from the retrospective meeting should be captured and shared in a manner that is beneficial to all team members.

• Creation of additional artifacts becomes a matter of judgment and the requirements of your company’s Project Lifecycle. Dec 2009 KeyCorp Public

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23

& g n i r u s M ea g n i r o t i n Mo Progress

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Burndown Charts • Primary method of tracking progress • A burndown chart shows how much work remains to be done. • Agile focuses on remaining effort vs. completed effort. –

Note: Recognize that things such as tracking Financials & Time reporting may still be required – PM does that outside of the scrum process.

Burndown charts: • Two types of charts: ● Show net progress • Sprint Burndown - report on sprint ● Raise questions; they

don’t answer them ● Facilitate early • Product (release) Burndown – discussions report on project progress against ● Make it impossible to hide the truth schedule. progress against schedule.

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A Sprint Burndown Chart

Hours

•Sum of all remaining hrs totaled and plotted each day as a result of the team updating the sprint backlog. •Need to evaluate the trend lines (will they impact being ‘done’?) Team is learning Underestimated or overestimated

•The value comes from the team discussing why it looks that way. 26 Dec 2009 KeyCorp Public

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A Product Burndown Chart

Estimate (Story Points) Story Points

600

450

300

150

0

1

2

3

4

5

Sprints 27 Dec 2009 KeyCorp Public

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Wrap Up

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How do I learn more? • Today’s handouts include:

1. Reading List 2. Websites 3. Coaching Contacts Upstate NY Agile User Group: • Bi-monthly at Key, Albany. •

Group home page: • http://groups.yahoo.com/group/UNYAUG • http://www.scrumalliance.org/user_groups/60 29

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