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Agile Development with Scrum

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Miljan Bajic

on 26 November 2015

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Transcript of Agile Development with Scrum

Agile Development with Scrum

About Me
Process Control
Agile Methodology
Scrum Framework
Originally devised by Harvard Business School professors Hirotaka
and Ikujiro
in 1986 as the "holistic" or "rugby" approach.

The New Product Development Game

Codified as Scrum by Ken Schwaber and Jeff Sutherland in 1993.
Scrum Meetings
Scrum Artifacts
An agile scrum has three tangible deliverables, called artifacts.
Scrum Roles
Agile vs. Waterfall
Sprint Planning
The sprint planning meeting is attended by the product owner, ScrumMaster and the entire Scrum team.

Team selects items from the product backlog they can commit to completing

There are two defined artifacts that result from a sprint planning meeting:
A sprint goal
A sprint backlog
Product Backlog
The requirements

A list of all desired work on the project

Ideally expressed such that each item has value to the users or customers

Prioritized by the product owner

Reprioritised at the start of each sprint
Sprint Backlog
Individuals sign up for work of their own choosing

Work is never assigned

Any team member can add, delete or change the sprint backlog

The most important Scrum artifact is the product increment.

Every sprint produces a product increment that must be of high enough quality to be given to users.
Stacy Diagram
Agile Umbrella
Electronic Arts
Lockheed Martin
Capital One
John Deere
L.L. Bean
Product Owner
Defines the features of the product
Decides on release date and content
Responsible for the ROI
Prioritize features according to value  
Accept or reject work results

Responsible for enacting Scrum values and practices
Removes impediments
Shield the team from external interferences
Represents management to the project
Iron Triangle
Value Proposition
More Info
Maine Agile User Group

Agile Certificate Program at USM

Mike Cohn’s website / books

Reach out to me
By: Miljan Bajic, PMP, PMI-ACP, CSP

Typically 5-9 people
Cross-functional: developers, testers, ex designers, etc.
Members should be full-time
May be exceptions (e.g., database administrator)
Teams are self-organizing
Ideally, no titles but rarely a possibility
Members should change only between sprints

Defined vs. Empirical Process
Overview of Agile Methodology
Scrum Framework Overview
Waterfall vs. Agile/Scrum

Portland Webworks Inc.
USM - Agile Dev with Scrum
Bryant University
Computer Information Systems & Comm.
Southern New Hampshire University
MBA in Project Management

Traditional / Waterfall

Well defined requirements upfront

Suited for situations where change is uncommon

A sequential process

Fast and flexible approach
Collaboration, adaptability and cont. improvement

Requirements are expected to evolve & change

Defined Pros.
Projects that deal with physical objects
Construction project
Hardware installation project

Projects with defined tasks and phases

Project plans are repeatable

Defined Cons.
Requires substantial upfront planning

Scope changes can be slow + formal CCP

Less effective for service/product based projects

Empirical Pros.
Empirical Cons.
Best for project that deal with innovation-oriented projects

Allows for quick course correction

Empowers project teams to work creatively and efficiently
Not suited for projects with strictly defined steps

Uncertainty around scope and schedule (at first)

Requires vigilant requirements maintenance
Roots in Lean Manufacturing Principles

There are many specific Agile development methods.

Unification under Agile Manifesto

Commercial software
Marketing projects
Contract development
Fixed-price projects
Financial applications
Mobile applications and websites
To prepare ships for deployment
In the automotive world

Waterfall Approach = Train Journey

Agile/Scrum Approach = Sailing Trip
Daily Scrum

Everyone answers 3 questions
What did you do yesterday?
What will you do today?
Are there any impediments in your way?

These are
status for the ScrumMaster
They are commitments in front of peers

What works (clear wins)?

What doesn’t work so well?

What do we need to start doing?

Participants could include everybody in the project team
Sprint Review
Decide what is DONE.

Team demonstrates working features

Only 100% completed work is demonstrated
Partially complete work is ignored

Direct feedback from stakeholders

Feedback incorporated into the backlog
Full transcript