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Agile, Scrum and everything

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Antoine Vernois

on 7 April 2015

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Transcript of Agile, Scrum and everything

sprint review
sprint backlog
Antoine Vernois
Crafting Labs
product owner
dev team
scrum master
Individuals and interactions
over processes and tools
Working software
over comprehensive documentation
Customer collaboration
over contract negotiation
Responding to change
over following a plan
2001 : agile manifesto
The Big Picture !
a tale of splits
split the product
split the work
split the time
sprint planification
sprint goal
1 - 4 weeks
3 questions
daily = every day !
15 min
only team members can talk
The team selects backlog items that will be done during the sprint
High level design
Split items in small tasks
sprint backlog
All in the same Team !
Define features
Prioritize the product backlog
Accept or reject work results
3 - 8 people dedicated
Cross functional
Test or UX are part of dev
Architecture too !
Protect the team
Remove impediments
Responsible for enacting Scrum values and practices
Help to achieve self organisation
He is NOT a boss !
software anarchist
It is NOT a reporting.
It is a synchronisation.
what have I acomplished yesterday ?
what will I do today ?
is there impediments on my way ?
First day of iteration
Few days later
A way to express requirements
Everything that requires work from the team
Each items has value for users of the product
Prioritize by the Product Owner
Priorities and features are adjusted each sprint
Items are estimated by the team
As a guest, I want to make a reservation
As a guest, I can cancel my reservation
As a client, I can change the date of a reservation
As an hotel manager, I can generate reports
Improve exceptions handling
Sprint burndown
Think about things that work (or not)
At the end of every sprints
What ?
When ?
Who ?
How ?
Collect feedback
Decide action
The team
Goal ?
Improve how we work
Team present the work done during the sprint
Demo of the new features
Whole team participate
Invite the World !
Potentially shippable
Partially complete application
A feature is tested and accepted during the sprint.
At the end of sprint
Have Fun !
And then ?
estimations are relative
and done collectively
Iterate !
Ron Jeffries
Kent Beck
Mike Beeddle
Jon Kern
Arie van Bennekum
Steve Mellor
Alistair Cockburn
Brian Marick
Ward Cunningham
Robert C. Martin
Martin Fowler
Ken Schwaber
James Grenning
Jeff Sutherland
Jim Highsmith
Dave Thomas
Andrew Hunt
twitter : @avernois
Who ?
Nokia Siemens Network
Lockheed Martin
Patient Keeper
Bring the vision
Make scope vs. schedule decisions
1/3 current sprint
1/3 next sprint
1/3 product
The good Product Owner
knows the business
take decisions on time
open to discussion
open to change
driven by initial
Classic project
driven by
Agile project
32% success
44% challenged
24% failed
Standish Chaos Report 2009-2011
Standish Group
on time, fully working, on budget
late, out of budget and/or reduce scope
canceled, never used
Study 2002
IT Projects
always 7%
often 13%
sometimes 16%
rarely 19%
never 45%
and everything
They were 17 at Sunbird
now they are thousands
Join them !
Boss not required !
So, who's the boss ?
Last words
Don't be dogmatic
Try by yourself
Be Agile !
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals.
Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
12 principles
4 Values
Stand up !
Full transcript