Going agile with scrum
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Start up gudie for Agile and Scrum processes
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Going agile with scrum
- 1. Going Agile with Scrum GrapeCity Inc Mar 30, 2012 © 2011 GrapeCity inc.
- 2. Agenda Traditional Model Strength Weakness What is Agile Agile Methodologies Agile Manifesto What is Scrum Scrum Roles Scrum Artifacts Scrum Meetings Scrum of Scrums © 2011 GrapeCity inc. 2
- 3. Waterfall Model © 2011 GrapeCity inc. 3
- 4. Waterfall Model - Strengths • Easy to understand, easy to use • Provides structure to inexperienced staff • Milestones are well understood • Sets requirements stability • Good for management control (plan, staff, track) • Works well when quality is more important than cost or schedule © 2011 GrapeCity inc. 4
- 5. Waterfall Model - Weakness • All requirements must be known upfront • Deliverables created for each phase are considered frozen – inhibits flexibility • Can give a false impression of progress • Integration is one big bang at the end • Little opportunity for customer to preview the system (until it may be too late) © 2011 GrapeCity inc. 5
- 6. What is Agile ? © 2011 GrapeCity inc. 6
- 7. Agile It’s not …. A Methodology © 2011 GrapeCity inc. 7
- 8. Agile It’s not … © 2011 GrapeCity inc. 8
- 9. Agile It’s not … © 2011 GrapeCity inc. 9
- 10. Agile It is .. Scrum Kanban XP Lean Crystal FDD © 2011 GrapeCity inc. 10
- 11. Agile It is … Earlier ROI © 2011 GrapeCity inc. 11
- 12. Agile It is … © 2011 GrapeCity inc. 12
- 13. Agile Manifesto © 2011 GrapeCity inc. 13
- 14. Agile Manifesto © 2011 GrapeCity inc. 14
- 15. Agile Manifesto © 2011 GrapeCity inc. 15
- 16. Agile Manifesto © 2011 GrapeCity inc. 16
- 17. Key Agile Terms Term Definition A project conducted under an Agile Method is broken up into Stories a set of very small deliverables called stories. Velocity is a method for measuring the rate at which teams Velocity consistently deliver business value in a software system (at what rate can they deliver stories) Software developed during one unit of time is referred to as an iteration, which may last from one to four weeks. Each Iteration iteration is an entire software project: including planning, requirements analysis, design, coding, testing, and documentation. Stories are implemented within iterations The stakeholder that is responsible (i.e., has money) and Customer “owns” the requirement © 2009 GrapeCity inc.
- 18. Which Life cycle is best for your project • How stable are the requirements? • Who are the end-users of the system? • Is the time line aggressive or conservative? • What is the size of the project? • Where are the project teams located? © 2011 GrapeCity inc. 18
- 19. Agile vs Waterfall © 2011 GrapeCity inc. 19
- 20. Scrum © 2011 GrapeCity inc. 20
- 21. Scrum 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. © 2011 GrapeCity inc. 21
- 22. User Story • User Stories combine written and verbal communications, supported with a picture where possible. • User Stories should describe features that are of value to the user, written in a user’s language. • User Stories detail just enough information and no more. • Details are deferred and captured through collaboration just in time for development. • Test cases should be written before development, when the User Story is written. • User Stories should be Independent, Negotiable, Valuable, Estimable, Small and Testable. © 2011 GrapeCity inc. 22
- 23. What Scrum is not © 2011 GrapeCity inc. 23
- 24. What Scrum is not © 2011 GrapeCity inc. 24
- 25. What is Scrum © 2011 GrapeCity inc. 25
- 26. What is Scrum © 2011 GrapeCity inc. 26
- 27. What is Scrum © 2011 GrapeCity inc. 27
- 28. Scrum Roles © 2011 GrapeCity inc. 28
- 29. Product Owner © 2011 GrapeCity inc. 29
- 30. Scrum Development Team © 2011 GrapeCity inc. 30
- 31. Scrum Master © 2011 GrapeCity inc. 31
- 32. Scrum Artifacts Product Vision Product Backlog Release Plan Sprint Sprint Backlog Burndown Impediment List © 2011 GrapeCity inc. 32
- 33. Product Backlog © 2011 GrapeCity inc. 33
- 34. Sprint Backlog © 2011 GrapeCity inc. 34
- 35. Sprint Burndown Chart © 2011 GrapeCity inc. 35
- 36. Scrum Meetings © 2011 GrapeCity inc. 36
- 37. Sprint Planning Meeting © 2011 GrapeCity inc. 37
- 38. Daily Scrum Meeting © 2011 GrapeCity inc. 38
- 39. Sprint Review Meeting © 2011 GrapeCity inc. 39
- 40. Retrospective Meeting © 2011 GrapeCity inc. 40
- 41. How Scrum Works © 2011 GrapeCity inc. 41
- 42. Scrum of Scrums © 2011 GrapeCity inc. 42
- 43. Advantages of Scrum • Scrum methodology enables project’s where the business requirements documentation is hard to quantify to be successfully developed. • It is a lightly controlled method which insists on frequent updating of the progress in work through regular meetings. Thus there is clear visibility of the project development. • Due to short sprints and constant feedback, it becomes easier to cope with the changes. • Daily meetings make it possible to measure individual productivity. This leads to the improvement in the productivity of each of the team members. • The overhead cost in terms of process and management is minimal thus leading to a quicker, cheaper result. © 2011 GrapeCity inc. 43
- 44. Disadvantages of Scrum • Scrum requires that the user representative or the Product Owner be involved during the whole cycle. This is not possible in many cases, and user representatives may not be give the amount of time required • With the amount of flexibility in the process, there is a concept of feature creep that threatens to disrupt the process • This methodology needs experienced team members only. If the team consists of people who are novices, the project cannot be completed in time • Scrum works well when the Scrum Master trusts the team they are managing. If they practice too strict control over the team members, it can be extremely frustrating for them, leading to demoralisation and the failure of the project. © 2011 GrapeCity inc. 44
- 45. Thank You © 2011 GrapeCity inc. 45
Notes de l'éditeur
- An umbrella term for iterative, incremental software development methodologies.Agile methodologies include Extreme Programming (XP), Scrum, Crystal, Dynamic Systems Development Method (DSDM), Lean, and Feature-Driven Development (FDD). Agile methodologies arose in opposition to the traditional, phase-driven “Waterfall” development method, which emphasizes top-down project management, “big design up front,” silos for architecture and design, coding, and testing, and extensive documentation. Agile methodologies share an emphasis on small teams delivering small increments of working software with great frequency while working in close collaboration with the customer and adapting to changing requirements.
- The most important factors that you need to consider are the people and how they work together. Because if you don’t get that right – the best tools and processes will not help you.
- If you ask your customers, would they want a document describing what you’ve built or the actual software, what do you think they’ll choose?
- agile teams believe that customer collaboration is more important than contract negotiation. It’s also kind of obvious – here are your customers and only they can tell you what they want... problem is they perhaps cannot specify what exactly they want, so working closely with customers and collaborating with them is hard.
- agile teams believe that customer collaboration is more important than contract negotiation. It’s also kind of obvious – here are your customers and only they can tell you what they want... problem is they perhaps cannot specify what exactly they want, so working closely with customers and collaborating with them is hard.
- Just some important terms as we go through this presentation
- if you are engaged in a more traditional project development where there is a stiff rule on ensuring complete set of requirements before going on to the next phase, waterfall would be your choice. A controlled group of end-users who greatly influence the project can help you define requirements and manage changes. This means you can achieve stability on project requirements and allow you to use the waterfall approach. Microsoft and Google choose to be more agile because they have a very dispersed group of end-users. If your project is not time sensitive and end-users can wait for the release of the system, waterfall would be a workable approach. If you have several project teams located in different geographic locations, co-ordination of work needs to be more detailed and stringent. In such cases, Waterfall is likely more beneficial as it provides clear-cut deliverables and milestones.
- Describe Themes in Agile : Use Themes to categorise loosely-related items on your Product Backlog
- The Product Owner: – Defines and Prioritizes Features • Owns the gathering of requirements • Does not interfere with Sprint (no scope creep) • Does not interfere with Sprint (no scope creep) Scrum Master: A Boundary Manager – Supports the Team – Facilitates the Daily Scrum meeting. Asks each developer: • What did you do yesterday? • What are you doing today? • What is in your way? – Pays careful attention to non-verbal cues – Removes Impediments in Way of Team – Communicates to Product Owner The Team: – Self organizes: • Everyone commits to ALL TASKS necessary during the Sprint • Determines the nature of self-organization – Teams self-organize – Teams have a ‘velocity
- The Burndown Chart shows the cumulative work remaining in a Sprint, day-by-day. – Provides visibility into the Sprint – Illustrates progress by the team – Work on the Horizontal, Time on the Vertica
- This meeting enables one or more representatives from every team to gather to inform other teams about their progress and impediments. Who attends the meeting often depends on what needs to be reported. It's very effective for identifying shared or potential problems that one team can solve for all the others. Rolling Wave Planning means that the work to be done in the near-term is detailed; work in the more distant future is not yet detailed. As work is being performed during a stage that had already been planned in detail, the upcoming work is broken down into more detail.