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SCRUM MASTER

DEVELOPMENT TEAM

DAILY SCRUM MEETING

SPRINT REVIEW

SPRINT RETROSPECTIVE

PRODUCT BACKLOG

SPRINT BACKLOG

INCREMENT

BURN DOWN CHART

SCRUM is Used by

Intro to SCRUM

A Little Bit of History

“The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility.

Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements.”

“The New New Product Development Game”,

Hirotaka Takeuchi and Ikujiro Nonaka,

Harvard Business Review, January 1986.

Six Characteristics of Leading Companies

Gabriele Giganti, CSPO

Product Owner @ Novomatic LS

Built-in Instability

Self-organizing project teams

Overlapping development phases

... develop "the kind of car that the youth segment would like to drive"...

"Multilearning"

1983 Honda Civic - Car of the Year in Japan

"Success represents the 1% of your work which results from the 99% of failure"

- Soichiro Honda

Subtle control

Organizational transfer of learning

SCRUM is Used For

Merriam-Webster dictionary

"Having a quick resourceful and adaptable character."

Manifesto for Agile Software Development

Video game development

FDA-approved, life-critical systems

Satellite-control software

Portals

Mobile phones

Network switching applications

Some of the largest applications in use

Commercial software

In-house development

Contract development

Fixed-price projects *

Financial applications

Embedded systems

24x7 systems with 99.999% uptime requirements

On February 11-13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains of Utah, seventeen people met to talk, ski, relax, and try to find common ground—and of course, to eat.

Why Scrum?

software by doing it and helping others do it.

"We are uncovering better ways of developing

Through this work we have come to value:"

What is Agile?

Product owner

processes and tools

Individuals and interactions

"Be careful about predicting, particularly if it

involves the future"

Working software

...and the biggest Scrum project success....

comprehensive documentation

Scrum master

Agile is a time boxed, iterative approach to software delivery that builds software incrementally from the start of the project, instead of trying to deliver it all at once near the end.

Niels Bohr

contract negotiation

Customer collaboration

following a plan

Responding to change

Principles behind the Agile Manifesto

Traditional processes (e.g. waterfall) depend on prediction over long time scales.

Welcome changing requirements, even late in

development. Agile processes harness change for

the customer's competitive advantage.

Our highest priority is to satisfy the customer

through early and continuous delivery

of valuable software

Business people and developers must work

together daily throughout the project.

Deliver working software frequently, from a

couple of weeks to a couple of months, with a

preference to the shorter timescale.

Agile lays out the vision and then nurtures project resources to do the best possible to achieve the plan.

The most efficient and effective method of

conveying information to and within a development

team is face-to-face conversation.

Build projects around motivated individuals.

Give them the environment and support they need,

and trust them to get the job done.

Agile processes promote sustainable development.

The sponsors, developers, and users should be able

to maintain a constant pace indefinitely.

Working software is the primary measure of progress.

Continuous attention to technical excellence

and good design enhances agility.

Simplicity--the art of maximizing the amount

of work not done--is essential.

How does Agile Work?

Agile is the art of possible.

They guess wrong about what is needed.

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.

The Agile heart is self-organization.

Frequent inspection and adaption.

They miss the mark about when it will be done.

Emergence of requirements, technology and team capabilities.

Scrum Framework

Self-organization and adaptation in response to what emerges using feedback.

Incremental emergence.

ROLES

Product owner: One Person

“The minimum plan necessary to start a Scrum project consists of a vision and a Product Backlog. The vision describes why the project is being undertaken and what the desired end state is.”

Also can be a Product Owner team with a Chief Product Owner.

Ken Schwaber, 2004

"Vision is the art of seeing what is invisible to others."

Jonathan Swift

The product vision paints a picture of the future that draws people in. It describes who the customers are, what customers need, and how these needs will be met.

It captures the essence of the product – the critical information we must know to develop and launch a winning product. Developing an effective product vision entails carefully answering the following questions:

1. Who is going to buy the product?

Who is the target customer?

2. Which customer needs will the product address?

Maximizes ROI - accountable for value and ROI.

3. Which product attributes are critical to satisfy the needs selected, and therefore for the success of the product?

4. How does the product compare against existing products, both from competitors and the same company? What are the product’s unique selling points?

5. What is the target time frame and budget to develop and launch the product?

Defines the features of the product based on the Product Vision.

Ensures that one set of requirements drives development and that is no confusion from multiple bosses, different opinions, and interference from the outside.

PRODUCT OWNER

The "Answer Man" to the Development Team during the Sprint.

Dealing with reality, not internal artifacts.

Prioritize features according to business value.

Adjust features and priority every iteration, as needed. 

Decides which PBIs are releasable.

Accepts or rejects work.

SCRUM MASTER

Team's servant leader

Responsible for enacting Scrum values and practices

Sustains culture and environment to optimize ROI

Removes obstacles to progress (impediments)

Ensures that the team is fully functional and productive

Enables close cooperation across all roles and functions

Shields the team from external interferences

May not direct the team nor tell them what to do

Organizes Sprint Planning

Facilitates daily Scrum meetings

Development Team

Estimates, selects and develops work items.

Team is cross-functional with all of the talents necessary to build a potentially shippable increment of product.

Manages a time-boxed development iteration to its forecast.

Stable team membership over time.

Delivers a potentially shippable product increment to the Product Owner once per Sprint.

Mutual coordination.

Scrum Origins

Lean production is an assembly-line methodology developed originally for Toyota and the manufacturing of automobiles. It is also known as the Toyota Production System or just-in-time production. Lean production principles are also referred to as lean management or lean thinking.

CEREMONIES

What is Scrum ?

The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources.

A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste.

SPRINT PLANNING

Two parts ( 1-4 hours per part, depending on the Sprint length)

Product Owner must be prepared with an adequate Product backlog. If not.... go to the beach!!!

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

Team agrees how to build product functionality into a product increment in the next Sprint, thus creating a Sprint backlog.

SPRINT PLANNING

THE SPRINT GOAL

The Team commits to the team goal!

The Sprint Goal can be any coherence that causes the Development Team to work together rather than on separate initiatives.

Collaboratively, not done alone by the Scrum Master.

Scrum in 100 Words

Team defines Sprint goal.

The Sprint Goal gives the Development Team some flexibility regarding the functionality implemented within the sprint.

Estimates may be revised during the meeting

High-level design is considered and development team defines PBI implementation strategy.

SPRINT REVIEW

Jeff Sutherland

Initial scrums at Easel Corp in 1993

IDX and 500+ people doing Scrum

Team presents what it accomplished during the Sprint.

"Are we happy with the overall results so far?"

Presentation is in the form of demo of new features, fixed defects and/or underlying software architecture.

Presented on the equipment where product was developed and tested.

Presented by Development Team to Product Owner and other stakeholders, including end users.

Everyone is invited.

Maximum 1 hour presentation

NO POWER POINT!!!

SPRINT RETROSPECTIVE

We are not "Scrumming" without process improvement each Sprint.

Done after every sprint

Whole team participates:

Scrum Master

Product Owner ??? (two schools of thoughts)

Development Team

Whole team gathers and discusses what they would like to:

  • Agile and Lean

  • It is a product management framework that you fill in that allows you to inspect and adapt

  • Easy to understand

  • Human focused

  • Value focused

  • About learning

  • About people

1. Start doing

2. Stop doing

3. Continue doing

Inspect how the last Sprint went with regards

to people, relationships, process, and tools.

Identify and order the major items that went

well and potential improvements.

Create a plan for implementing improvements

to the way the Scrum Team does its work.

THE DAILY SCRUM

15 minutes

Stand-up!!!

Daily!!!

It helps avoid unnecessary meetings

Not for problem solving (focus is on visibility)

Whole world is invited, but only team members can talk (Development team, Scrum Master and Product Owner)

Scrum Framework

Everyone answers 3 questions:

1. What did you do yesterday? (What did I do yesterday that helped the Development Team meet the Sprint goal?)

2. What will you do today? (What will I do today to help Development Team meet Sprint goal?)

3. Do you have anything in your way? (Do I see any impediment that prevents me or Development Team to meet the Sprint goal?)

Ken Schwaber

Scrum codified and presented at OOPSLA conference in Austin, TX in '95 with Sutherland

Scrum is NOT

Planning Poker

SCALING

Mike Beedle

Scrum patterns in PLOPD4

Undisciplined

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. Teams self-organize 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 it for another sprint.

TIME BOXING

Wideband Delphi technique that is adjusted.

3

The Sprint is the main unit of time boxing.

ROLES

ARTIFACTS

Time for Development Team to work undisturbed.

Project Management

Visibility of differences.

Having fixed time boxes establishes rhythm which helps set expectations over time - not only for the team but also for stakeholders, product owner and management as well.

If Sprint lasts longer than expected (two weeks/month), stakeholders and product owner migt suspect that team is guessing its work.

Drive to consensus.

PRODUCT BACKLOG

Methodology

List of user stories, use cases, defects, enhancements and technical issues.

A good product backlog supports communication between the Development Team, Product Owner and other stakeholders.

PBIs are mostly in the cosumer space - what , not how.

Product Owner responsible for ordering.

Efficient communication happens face to face - not in writing.

PBIs can be placeholders that are later defined as work .

Emergent, ordered, estimated - not categorized.

More detail on higher Backlog items.

The form of the Product Backlog Items can support more or less structured communication.

One list for product for multiple teams.

Maintained and posted visibly.

The way Product Backlog is made has big influence on the team's velocity.

Derived from Business Plan, Product Management or Vision statement.

Breaks down linear thinking.

Trivial to implement

Everybody participates.

Ken Schwaber and Mike Cohn

Co-founded Scrum Alliance in 2002, initially within the Agile Alliance

SPRINT BACKLOG

BACKLOG REFINEMENT (EX GROOMING)

Sprint Backlog is the set of Product Backlog items selected for the Sprint plus a plan for delivering the product Increment and realizing the Sprint Goal.

Process focused

Individuals sign up for work of their own choosing.

Work is never assigned !!!

Most of the backlog should be prepared before Sprint planning.

This plan has enough details so that changes in progress can be understood in the Daily Scrum.

The Development Team modifies the Sprint Backlog throughout the Sprint, where necessary.

This emergence occurs as the Development Team works through the plan and learns more about the work needed to achieve the Sprint Goal.

Unprepared backlog makes for terrible meetings, it can demotivate whole Team and it can slow down the team.

It avoids "coloring" of estimates by a few key members of the team (architects, team leads, etc.).

PBIs are prepared in Backlog Refinement meeting

(also know as the "Wednesday meeting"). This meeting can be scheduled weekly or more frequently where needed.

As new work is required, the Development Team adds it to the Sprint Backlog. As work is performed or completed, the

estimated remaining work is updated.

Only the Development Team can change its Sprint Backlog

during a Sprint !!!

The Sprint Backlog is a highly visible, real-time picture of the work that the Development Team plans to accomplish during

the Sprint, and it belongs solely to the Development Team.

Productivity focused

It is Product Owner's responsibility to present Product Backlog with enabling specifications.

It speeds up estimation process.

https://www.crisp.se/bocker-och-produkter/planning-poker

The Development Team estimates new PBIs.

PRODUCT INCREMENT

Backlog Refinement is scheduled in advance - not on an interrupt basis.

The final goal

The increment (or potentially shippable increment, PSI) is the sum of all the product backlog items completed during a Sprint and all previous sprints.

At the end of a sprint, the increment must be complete, according to the Scrum team's Definition of Done (DoD), and in a usable condition (shippable) regardless of whether the product owner decides to actually release it.

4

CEREMONIES

About tools

BURN DOWN CHART

It is wastefull to track time consumed completing a user story or doing a task.

We should not care where we have been, since time spent is the time we can never recover.

Time records are waste of time!!!

We should care about the time that we will spend in the future, which is based on some form of estimate.

Focus should be on achieving the end date (end of Sprint).

These estimates should be good enough to give Product Owner comfort that she/he can count on Development Team's forecast.

Burn down charts are central Scrum "project management" tool

Focus is on delivery !!!

Over time Development Team becomes better and better at predicting where chart is the training tool for the team and Scrum Master's tool for inspection whether the Team is on track.

Cost management comes from estimation.

Velocity estimation comes from burn down chart.

CREDITS

www.scrumalliance.org

4

www.scrum.org

ARTIFACTS

Jim Coplien's CSPO and CSM course

Mike Cohn @ www.moutaingoatsoftware.com

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