Agile Scrum - Overview

Agile / Scrum Overview
Date – March 6th , 2016
Madan Upadhyay, Scrum Master |Agile Coach PMP, CSM, SAFe

Take AwayTake Away
 Agile Overview
 Why Scrum?
 Functionality of Scrum
 Components of Scrum
 Scrum Roles
 The Process
 Scrum Artifacts
 Q & A Session

Traditional Software DevelopmentTraditional Software Development
Sequential Way of Doing Challenges
 Changes to requirement
 Time to market
 Late Customer feedback
 Huge upfront planning
 Quality is addressed at very late
 Not people centric

AgileAgile
Agile a way of delivering greatest business value by fastest
way that make sense to business by a group of motivated
cross functional people in highly collaborative environment
Communication, Communication, and Communication
Collaboration, Collaboration, and Collaboration
Interaction, Interaction, and Interaction

AgileAgile
Incremental / Iterative Opportunities
 Responding to change
 Time to Market
 Frequent Feedback
 Continuous Improvement
 Highly Transparent
 People Centric
 Deliver value fast
 Faster, cheaper, better

More FactsMore Facts
Why People Choose – Top 3 Reasons
IT project Success rate
Three key motivators
Software development paradigm

Agile ManifestoAgile 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://www.agilemanifesto.org

Agile Manifesto PrinciplesAgile Manifesto Principles

Scrum in 100 wordsScrum in 100 words
Scrum is an agile process that allows us to focus on delivering
the highest business value in the shortest time.
It allows us to rapidly and repeatedly inspect actual working
software (every two weeks to one month).
The business sets the priorities. Our teams self-manage to
determine the best way to deliver the highest priority
features.
Every two weeks to a month anyone can see real working
software and decide to release it as is or continue to
enhance for another iteration.

CharacteristicsCharacteristics
 Self-organizing teams
 Product progresses in a series of month-long “sprints”
 Requirements are captured as items in a list of “product
backlog”
 No specific engineering practices prescribed
 Cross function team

How Scrum Works?How Scrum Works?

SprintsSprints
 Scrum projects make progress in a series of
“sprints”
 Analogous to XP iterations
 Target duration is one month
 +/- a week or two
 But, a constant duration leads to a better rhythm
 Product is designed, coded, and tested during the
sprint

Sequential vs. Overlapping Dev.Sequential vs. Overlapping Dev.
Requirements Design Code Test

Incremental VS IterativeIncremental VS Iterative

No changes during the sprintNo changes during the sprint
SprintInputs Tested Code
Change
 Plan sprint durations around how long you can
commit to keeping change out of the sprint

Scrum FrameworkScrum Framework
 Roles : Product Owner, ScrumMaster, Team
 Ceremonies : Sprint Planning, Sprint Review,
Sprint Retrospective, & Daily Scrum Meeting
 Artifacts : Product Backlog, Sprint Backlog, and
Burndown Chart

RolesRoles
 Product Owner
 Scrum Team
 Scrum Master

Product OwnerProduct Owner
 Define the features of the product
 Decide on release date and content
 Be responsible for the profitability of the product
(ROI)
 Prioritize features according to market value
 Adjust features and priority every iteration, as
needed
 Accept or reject work results.

The Scrum MasterThe Scrum Master
 Represents management to the project
 Responsible for enacting Scrum values and practices
 Removes impediments
 Ensure that the team is fully functional and productive
 Enable close cooperation across all roles and functions
 Shield the team from external interferences

Scrum TeamScrum Team
 Typically 3-9 people
 Cross-functional
 QA, Programmers, UI Designers, etc.
 Members should be full-time
 May be exceptions (e.g., System Admin, etc.)
 Teams are self-organizing
 What to do if a team self-organizes someone off the team??
 Ideally, no titles but rarely a possibility

CeremoniesCeremonies
 Sprint Planning Meeting
 Daily Scrum
 Sprint Review Meeting
 Sprint Retrospective

Spring Planning MeetingSpring Planning Meeting
Sprint Planning
Meeting
Prioritization
Planning
Product Backlog
Team Capabilities
Business Conditions
Technology
Current Product
Sprint Backlog
ProductO
wnerScrum
Team
M
anagem
ent
Custom
ers
Sprint Goal

Parts of Sprint Planning MeetingParts of Sprint Planning Meeting
 1st
Part:
 Selection from Product Backlog
 Determining the Sprint Goal.
 Commitment
 2nd
Part:
 Creating Sprint Backlog
 Tasking
Participants: Product Owner, Scrum Master, Scrum Team

Daily ScrumDaily Scrum
 Parameters
 Daily
 15-minutes
 Stand-up
 Not for problem solving
 Three questions:
1. What did you do yesterday
2. What will you do today?
3. What obstacles are in your way?
 Chickens and pigs are invited
 Help avoid other unnecessary meetings
 Only pigs can talk

Daily ScrumDaily Scrum
 Is NOT a problem solving session
 Is NOT a way to collect information about WHO is
behind the schedule
 Is a meeting in which team members make
commitments to each other and to the Scrum
Master
 Is a good way for a Scrum Master to track the
progress of the Team

Sprint Review MeetingSprint Review Meeting
 Team presents what it accomplished
during the sprint
 Typically takes the form of a demo of
new features or underlying
architecture
 Informal
 2-hour prep time rule
 Participants
 Customers
 Management
 Product Owner
 Other engineers

Sprint Retrospective MeetingSprint Retrospective Meeting
 Continuous Improvement
 Feedback meeting
 Three questions
 Start
 Stop
 Continue
 Small Improvement and action items

ArtifactsArtifacts
 Product Backlog
 Sprint Backlog
 Burn down Chart
 Release Backlog

Product BacklogProduct Backlog
A list of all desired work on the project
 Wish list for product owner
 All the work come from Product backlog.
 List is prioritized by the Product Owner
 PO always groom the list to ensure maximum business
value is delivered
 Product backlog contains list of stories i.e. requirement
 Product backlog is estimated in story points

User StoriesUser Stories
Used to capture a description of a software feature
from an end-user perspective.
Template
 As a <type of user>,
 I want <some goal>
 so that <some reason>.
 As a user
 I want an email notification
 So that I safeguard my account

From Sprint Goal to Sprint BacklogFrom Sprint Goal to Sprint Backlog
 Scrum team takes the Sprint Goal and decides
what tasks are necessary
 Team self-organizes around how they’ll meet the
Sprint Goal
 Manager doesn’t assign tasks to individuals
 Managers don’t make decisions for the team
 Sprint Backlog is created

Stories PointsStories Points
Is an estimate of the relative complexity of a story.
 effort required to implement a story
 Not In hours/Days rather abstract / relative
 T-Shirt sizing, Fibonacci series used
 Defer commitment

Sprint BacklogSprint Backlog
The sprint backlog is a list of
tasks identified by the Scrum
team to be completed during
the Scrum sprint.

Sprint Burn down ChartSprint Burn down Chart
 Depicts the total Sprint Backlog hours remaining
per day
 Shows the estimated amount of time to release
 Ideally should burn down to zero to the end of the
Sprint
 Actually is not a straight line
 Can bump UP

Sprint Burndown ChartSprint Burndown Chart

Release BacklogRelease Backlog
A subset of features from your product backlog that
will go into a particular release

Pros/ConsPros/Cons
 Advantages
 Completely developed and
tested features in short
iterations
 Simplicity of the process
 Clearly defined rules
 Increasing productivity
 Self-organizing
 each team member carries
a lot of responsibility
 Improved communication
 Combination with Extreme
Programming
 Drawbacks
 “Undisciplined hacking” (no
written documentation)
 Violation of responsibility
 Current mainly carried by
the inventors

Agile Scrum - Overview

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Editor's Notes