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Copy of Scrum (An Agile Project Management Approach to Software Development)

The presentation for the Scrum workshop. Final copy without embedded PDF's for speed.
by

Sonia Alvarez

on 26 July 2013

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Transcript of Copy of Scrum (An Agile Project Management Approach to Software Development)

Cost, Time and Scope
Work in priority order
Release in short sprint
Monitor burn rate
Time and Scope
Agile Estimating and Planning - Mike Cohn
Sprint Planning Meeting
meeting time (hours)
1
Product Owner
Convert the backlog into a
realistic goal for this sprint
Role:
Typical:
Not:
Un usuario
Gerente interno
Cliente externo
Role:
Typical:
Mantiene backlog & define user stories
Provee el conocimiento del negocio
Representa cliente & stakeholder
Prioriza características
Apruoba sprints & entregas
Escribe UAT
Administra múltiples equipos
Not:
A Developer
Cliente
Conexión con el cliente
Administrador de proyecto
Administrador de producto
Role:
Typical:
Responsable del proceso scrum
Administra equipo y proceso durante scrum
Supervisa y reporta el progreso
Mantiene el equipo funcional
Elimina impedimentos
Informa al PO de cualquier problema
(Opcional) Revisa código
Not:
Administrador de proyecto
Líder del equipo
Miembro del equipo
Role:
Typical:
Not:
Prioriza características
Role:
Typical:
Evalúa características
Aprueba características
Rechaza caraterísticas
Not:
Desarrollador
Cliente
Una sección de usuarios
Role:
Typical:
Usa el software
Solicita requisitos
identifica problemas
Provee retroalimentación
Not:
Probador
Una molestia
sprint time
*
Descripción del
cliente
Análisis de Requerimientos
Diseño de producto
Diseño detallado
Software entregado
Stories
Epics
Expert opinion
Comparison
Components
Planning poker
Generic industry standard:

Modify as required
Staff
4
8
Backlog
Part 1
Scrum Master
Team
Testers
Part 2
Goal
Scrum Master
Team
Testers
Reprioritise
Priority
Low
High
1000: Lowest Priority Feature
Scrum Meeting
time (minutes)
1
Product Owner
15
Scrum Master
Team
Testers
1. What did you do yesterday?
2. What will you do today?
3. Are there any issues?
Committed
Involved
Discuss
Users
Customer
Management
Iteration Burndown Chart
Progress Problems
Attend scrums
Customers can:
But not talk. Questions should be directed to the Product Owner or Scrum Master
View progress against the release
Improve future estimates
Identify problem trends early
The chart should be public
Don't manage by numbers
Discovery
Issues identified after the sprint begins
or
Refined estimation after the sprint begins

Watch the progress carefully.
If necessary review the tasks in the Sprint
See the backlog
View progress
Progress Monitoring
Books
Links
http://www.amazon.com/Agile-Estimating-Planning-Mike-Cohn/dp/0131479415/ref=sr_1_1?ie=UTF8&s=books&qid=1256874584&sr=8-1
Presentation Thanks
http://www.afterglow.ie/icons.html
http://www.dezinerfolio.com/freebie/project-icon-set
http://watir.com
http://en.wikipedia.org/wiki/Iterative_and_incremental_development
http://en.wikipedia.org/wiki/Agile_software_development
Everyone must participate
Prepare beforehand.

This is a creative, problem solving process. Encourage brainstorming.

Ensure the planning room has plenty of paper, a whiteboard and a computer with Google access.
http://www.agileadvice.com/
http://en.wikipedia.org/wiki/IEEE_829
http://www.ddj.com/architect/201202925?pgno=4
aka daily standup
Scrum of scrums
All about risk mitigation
http://en.wikipedia.org/wiki/Scrum_(development)
http://www.ambysoft.com
http://trac.edgewall.org/
http://en.wikipedia.org/wiki/Agile_testing
http://agilemanifesto.org/
http://en.wikipedia.org/wiki/Agile_software_development
Units of work or estimation - not hours
Managing Agile Projects - Kevin J. Aguanno
http://www.amazon.com/exec/obidos/ASIN/1895186110/ambysoftinc
Tools
The Agile Manifesto
Los proyectos se desarrollan en torno a individuos motivados. Hay que darles el entorno y el apoyo que necesitan, y confiarles la ejecución del trabajo.
El método más eficiente y efectivo de comunicar
información al equipo de desarrollo y entre sus
miembros es la conversación cara a cara.
El software funcionando es la medida principal de
progreso.
La atención continua a la excelencia técnica y al
buen diseño mejora la Agilidad.
La simplicidad, o el arte de maximizar la cantidad de trabajo no realizado, es esencial.
Rapid Application
Development

DSDM
Lean Development
XP
Scrum
AUP
Crystal Clear
TDD
FDD
RAD
BDD
Agile Unified Process
Proceso de diseño interactivo
Compromiso continuo de stakeholders
Software confiable y de calidad
Entregas regulares (1-4 semanas)
Fixed
Cost
Time
Scope
Cost and Scope
Cost and Time
Focus on backlog definition
and estimation
Work in business value order
Enforce sprint duration
Increase the estimate risk during Sprint 0
Update delivery date as required
Calculate total cost as cost per sprint
Pre-assign work to iterations
Pad schedule with extra iterations
Engage additional developers
Cancel the project
Fixed
Fixed
Fixed
Fixed
Fixed
Fixed
aka. The Planning Game (XP)
Sort by
Priority,
Value and
Risk
Brings together Scrum Masters from multiple teams
Sprint Review
time (hours)
1
Product Owner
4
Scrum Master
Team
Customer
Users
1. Present the completed work to the stakeholders
2. Review the work that was completed
3. Review the work that was not completed
Present
Discuss
Sprint Retrospective
time (hours)
1
3
Scrum Master
Team
Testers
1. Reflect on the sprint
2. Make any process improvements
3. Discuss what went well during the sprint
4. What could be improved during the sprint
Present
Discuss
Release Burndown Chart
After each Sprint, review the project velocity
Calculate and plot investment to date
Units of work or estimation - not hours
Technical Specifications
Estimate effort
Research tasks should have a high estimate risk
Break large tasks into the smallest possible tasks
Split tasks that involve waiting into separate tasks
Tasks can be created. Features can't
An alternative is to record the scrums and make the recording available to the customer
Reduciendo el riesgo
Reduciendo la incertidumbre
Mejor toma de decisiones
Planeación del costo
Integración con objetivos de largo plazo
Recopilación de información
Proyectos ágiles tienen mínimo ramp-up
El equipo completo debe estar disponible al inicio
Asegurar que el cliente es conciente de su rol
Crear el product backlog
Estimar el product backlog
Desde 1 día hasta 4 semanas
Cada sprint debe cumplir algún entregable
Plan tamaño del sprint
Bajo nivel de detalle

Permite al cliente construir lentamente los requerimientos
Plateau
Features are more difficult than estimated
or
Unexpected staffing issues

Review the tasks in the sprint
Tracking
Epics
Individual stories are too large and
difficult to track

Keep each task under 1 day of work
Scope
Creep
Tasks are being added mid-release.

Identify who is adding tasks. Stop this
behaviour at all costs.
Too Many
Features
Features are more difficult than estimated

Review the estimation process and remove
tasks from the Sprint
Poor
Estimation
Features are slightly more difficult
than estimated

Review the estimation process. Consider
extending the Sprint
http://www.scrumalliance.org
Roadmap
An overview of each Sprint
Sprint Planning
Sprint Review
Sprint Retrospective
Daily Scrum
8 hours
4 hours
3 hours
15 minutes
Collaboration
A intervalos regulares el equipo reflexiona sobre
cómo ser más efectivo para a continuación ajustar y perfeccionar su comportamiento en consecuencia.
Las mejores arquitecturas, requisitos y diseños emergen de equipos auto-organizados.
Los procesos Ágiles promueven el desarrollo
sostenible. Los promotores, desarrolladores y usuarios
debemos ser capaces de mantener un ritmo constante de forma indefinida.
Los responsables de negocio y los desarrolladores
trabajamos juntos de forma cotidiana durante todo el proyecto.
Entregamos software funcional frecuentemente, entre dos semanas y dos meses, con preferencia al periodo de tiempo más corto posible.
Aceptamos que los requisitos cambien, incluso en etapas
tardías del desarrollo. Los procesos Ágiles aprovechan
el cambio para proporcionar ventaja competitiva al cliente.
Nuestra mayor prioridad es satisfacer al cliente
mediante la entrega temprana y continua de software con valor.
Compromiso del cliente
Experiencia y entrenamiento del grupo
Tecnología madura y estable
Procesos del negocio definidos
Tamaño típico 4-10

Cross-functional
Desarrolladores de software
Diseñadores de interfaz
Escritores de documentación
Administradores base de datos
Prioriza características
Debe ser capaz de representar exactamente al cliente
No usa
MS Project o diagramas de Gantt
Agregar las capacitaciones
del equipo al
backlog as tarea
Very Good:

Clients who add
no overhead
to the project
Very Bad:

Customers who interfere with the
project and will double the expected
completion
Planning
Deploy
Development
Backlog
Proceso iterativo
Trabajo dividido en Spint 1-4 semanas
Roles;
Product Owner, Scrum Master, Team
Scrum
Why Agile?
What does "Agile" Mean
Sprint 0
Sprint
Roles de Scrum
evan@theagiledirector.com
Evan Leybourn
Scrum
References
Roles interesados
Tiene interés en el producto
Mantiene informado del progreso
Usuarios
Pig and Chicken
A Pig and a Chicken are having breakfast
when the Chicken says,
"Lets start a restaurant"
Pig: "What would we call it?"
Chicken: "How about Bacon and Eggs"
Pig: "No thanks, you'd only be involved but
I would be committed."
Roles comprometidos
Responsables de hacer el trabajo
Factores críticos de éxito
Agile Methods
Puntos clave
El cliente
The Team
Desarrolla características
Resuelve problemas
Autoadministrados
Resultados
Specifications in
Agile?

Iniciando el proceso
How much is this going to cost?
How long is this going to take?
Whatever you tell us you want.
As much as you're willing to spend.
What am I going to get?
Cost/Time/Scope
As long as it necessary.
Product Owner
Tips
Sprint Backlog
Task Description
Function
Assignee
Priority
Estimate
Estimate Risk
0 - 100%
1: Highest Priority Feature
Precisión
aka User Stories
aka Feature Driven Design
aka Simple System Requirements
Estimating Effort
Design
Document
1
2
3
5
13
20
40
100
How?
Cost
Comparing a task to another, already
estimated, task.

e.g. "Task A is about twice the effort
of Task B"
If using Planning Poker, estimates must not be mentioned at all during discussion to avoid anchoring. A timer may be used to ensure that discussion is structured; any person may turn over the timer and when it runs out all discussion must cease and a round of poker is played.

Each person lays a card face down representing their estimate of the task, and then simultaneously turns their cards over.

People with high estimates and low estimates are given an opportunity to discuss their estimate before anyone else can speak.

Repeat the estimation process until a consensus is reached.
The team member with specific
understanding, or who is most likely
to develop the task, can provide a
more accurate estimate of effort.

e.g. A database administrator can
better estimate effort for database
tasks.
If a task is too large to accurately
estimate, break it into small sub-tasks.

e.g. User management can be
broken into interface, login,
access control, etc.
Overhead
Customer
Difficulty of customer

Modifier: 0 to 100%
Staff Availability - Estimated leave, illness, breaks, meetings etc.

Modifier: 25%
e.g.
4 x (0.25+1) x (0.2+1) x (0.5+1)
= 4 x 1.25 x 1.2 x 1.5
= 9 hours
Story Cost x
(Staff Overhead + 1) x
(Client Overhead + 1) x
(Estimate Risk + 1)
Calculation
Estimated Time
Sprint
Backlog
(Design
Document)
The Testers
Inicia el proyecto
Define o prioriza los requerimientos
Finaliza el proyecto
Esfuerzo
Crecimiento
Delivered Functionality
Sprints are kept small to ensure this velocity can be tracked
Project Velocity
Velocity
Calculate from previous sprints statistics
Delivered Functionality
How much work can be acheived per sprint
Plotted on the burndown chart to compare current progress
Calculate from previous sprints statistics
The planned burn rate across the entire project
Transparency
Inspection
The Product
Owner
The Scrum
Master
Documentation Written?
User Acceptance Testing?
Built / Compiled?
Testing
Deploy
What does done mean?
Differs by Organisation
Done
Detail
Low
High
Reprioritise
Everyone commits every day
Commit
Continuous Integration
Get Highest
Priority Feature
Allow developers to choose their work. Don't assign it.
Develop
Emergency Fix
8
An Agile Project Management Approach to Software Development
Workflow
Trac / Agilo
Jira
Version One
Card Walls*
Tools
Testing and CI
*Unit
Fit / Fitnesse / DbFit
Cruise Control
Bamboo
Optim Test Data Mgr
Deployment
Subversion / Git
Wiki / Sharepoint
Kanban
Full transcript