Introduction to agile and scrum

1. PRACTICAL SCRUM
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4. Some Working Agreement
If you want to be here - act like you want to be here

5. Some Working Agreement

6. Respect the sticky note
One item per sticky, use a sharpie

7. What are we going to cover today?
TABLE OF CONTENTS
What is Lean Thinking?
What is Agile?
What is scrum?
What are the roles in scrum?
What is the manager role within
agile environment?
What is the meaning of each
ceremony in scrum?

8. “It ain’t what you don’t know
that gets you into troubles.
It’s what you know for sure
that just ain’t so”
Mark Twain
WHAT WE THOUGHT VS. WHAT WE KNOW

9. What we thought vs. What we know

10. Requirements
Design
Implement
Test
Acceptance
Analysis
Deliver

11. WINSTON W. ROYCE 1970
"I believe in this
concept, but the
implementation
described above is
risky and invites
failure"

12. 01
WHAT WE
KNOW
The harder we plan and
analyze in the beginning,
the less there’s change in
the project and the more
successful the project
WHAT WE
THOUGHT

13. WHAT WE
THOUGHT
01
WHAT WE
KNOW
There is change always
and responding to it is vital.
Uncertainty is best reduced
by learning from actual
implementation

14. 02
WHAT WE
KNOW It is possible to “collect” or
even “know” all the
requirements up-front
It’s possible to transfer
information effectively on
written documents without
much of human contact
WHAT WE
THOUGHT

15. 02
WHAT WE
KNOW
Requirements evolve as
customers and our
knowledge increases –
based on experience
Essential knowledge is
lost in every handover
and human interaction is
needed to overcome it.WHAT WE
THOUGHT

16. 03
WHAT WE
KNOW
Division of work to
specialized teams
(specification, design and
testing) is efficient
WHAT WE
THOUGHT

17. WHAT WE
THOUGHT
03
WHAT WE
KNOW
Cross-functional teams
reduce the amount of
handovers and are more
productive

18. 04
WHAT WE
KNOW
Resource usage and cost
optimization is the key to
increased productivity
WHAT WE
THOUGHT

19. Continues Improvement
Respect for People
Waste Value
Opportunity for
improvement
Traditional
improvement
Lean Thinking

20. WHAT WE
THOUGHT
04
WHAT WE
KNOW
Concentrating on value
stream optimization,
removing waste and
sustainable flow increases
productivity

21. 05
WHAT WE
KNOW
Product development
process can be defined as a
predictable and repeatable
process
WHAT WE
THOUGHT

22. WHAT WE
THOUGHT
05
WHAT WE
KNOW
Product development is an
evolving and adaptive
process

23. Wishful thinking

24. THE ORIGIN
• Toyota lean concept
• The new, new software
development game
[Takeuchi & Nonaka, 1986]
• Iterative & incremental
development

25. WHAT IS AGILE?

26. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software

27. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2.Welcome changing requirements, even late in development.
Agile processes harness change for the customer’s competitive
advantage

28. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer’s competitive
advantage
3. Deliver working software frequently, from a couple of weeks
to a couple of months, with a preference to a shorter timescale

29. Agile Principle 1-4
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software
2. Welcome changing requirements, even late in development. Agile
processes harness change for the customer’s competitive
advantage
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to a shorter timescale
4. Business people and developers must work together daily
throughout the project

30. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done

31. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
6. The most efficient and effective method of conveying
information to and within development team is face-to-face
conversation

32. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done
6. The most efficient and effective method of conveying information
to and within development team is face-to-face conversation
7. Working software is the primary measure for progress

33. Agile Principle 5-8
5. Build project around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done
6. The most efficient and effective method of conveying information to
and within development team is face-to-face conversation
7. Working software is the primary measure for progress
8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely

34. Agile Principle 9-12
9. Continuous attention to technical excellence and good
design enhances agility

35. Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not
done – is essential

36. Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not done –
is essential
11.The best architectures, requirements, and designs emerge from
self-organizing teams

37. Agile Principle 9-12
9. Continuous attention to technical excellence and good design
enhances agility
10.Simplicity – the art of maximizing the amount of work not done –
is essential
11.The best architectures, requirements, and designs emerge from
self-organizing teams
12.At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly

38. EXERCISE
Command and Control
Vs.
Self Manage

39. Where Scrum Fits?

40. WHAT IS SCRUM?
"Scrum is a team of eight individuals in Rugby.
Everyone in the pack acts together with everyone
else to move the ball down the field in small
incremental steps. Teams work as tight,
integrated units with whole team focusing on a
single goal."

41. THE ORIGIN OF
SCRUM
• Toyota lean concept
• The new, new software
development game
[Takeuchi & Nonaka, 1986]
• Iterative & incremental
development
• Jeff Sutherland
• Ken Schwaber

42. • Understanding that we
cannot predict the future
• One size does not fit all
• Constant improvement
• Transparency & Visibility
• Team work
SCRUM PRINCIPLES

43. • Deliver business value fast
(max. 30 days)
• Prioritizing
• Empirical approach
• Fun !!!
SCRUM PRINCIPLES

44. THE HIGH MOON STUDIO

45. SCRUM PROCESS OVERVIEW
3 Roles:
Product owner
Scrum Master
Team
4 Ceremonies :
Sprint Planning
Daily
Sprint review
Retrospective
3 Artifacts:
Product Backlog
Sprint Backlog
Burndown Charts

46. SCRUM MASTER (SM)
• Scrum - A framework for
managing the development
lifecycle of software products
• Master - A skilled practitioner of
a particular art or activity
• A Scrum master - the leader of
the Scrum process (& team)

47. What does it means
“The leader of the scrum process”?
• Coach the team with Scrum
• Coach the PO with Scrum
• Help Facilitate effective ceremonies
• Helps removing impediments
• Help the team grow
• He is standing at the nexus between:
The product management
that believes that any
amount of work can be
done
Developer’s that have the
willingness to cut quality to
support the managements
belief

48. The Scrum Coach Role

49. SCRUM TEAM
• Self organizing
• Typically 5-9 people
• Cross functional (Preferably a
feature team)
• Provide estimate for the tasks
• Decides how much it can do
• Decides how to reach the sprint
goal (within the project’s boundaries)
• The team is responsible for the
outcomeALL OF US
ARE SMARTER THAN
ANY OF US

50. PRODUCT OWNER (PO)
• Defines the features of the product
• Defines release dates and content
• Responsible for ROI
• Prioritizes feature according to value
• Can change features and priority
once every predefined interval
• Decides what will be worked on in
each iteration
• Accepts or rejects results

51. The PO takes an active role throughout the
development lifespan
Traditionally throws content “over the fence”
NO MORE!
CONCEPT CHANGE

52. Product Backlog Refinement = Grooming
The team and the PO together review the backlog in order to
make it ready for the next 2-3 sprints
How?
Grooming = Clarifying, Estimating, and Splitting
Recommended to allocate ~5% of the sprint time

54. EXERCISE
Ball Point Game

55. EXERCISE
Ball Point Game
‣
‣
‣
‣

57. Scrum
Ceremonies

58. Sprint Planning
The first meeting of the sprint
Length: 2-8 hours
Participants: PO, Team, Scrum Master
Preconditions: Product backlog should be in good shape
Divided into two parts

59. Sprint Planning Goal

60. Sprint Backlog

61. To do In progress Done
PBI # 1
PBI # 2
Task Board

62. To do In progress Done
PBI # 1
PBI # 2
Task Board

63. To do In progress Done
PBI # 1
PBI # 2
Task Board

64. To do In progress Done
PBI # 1
PBI # 2
Task Board

65. To do In progress Done
PBI # 1
PBI # 2
Task Board

66. Burndown Chart
A simple visual way of tracking
progress
Used in different levels:
Sprint
Release
Product
Shows the amount of work left to
reach target

67. Effortremaining
0
25
50
75
100
Sprint
1 2 3 4 5 6 7 8
Sprint Burndown Chart

68. Daily Scrum

69. Every day, Same time, Same place
No longer than 15 minutes
Stand up
All the team must attend
Only team members are allowed to speak
Daily

70. Daily
3 Questions:
1. What have we accomplished since the
last daily
2. What will we accomplish until the next
daily
3. What are my/our impediments

71. EXERCISE
Daily Scrum From Hell

72. Sprint Review
Show & Tell
Bazaar Review

73. Close the sprint
Participants: The team, PO, everyone (managers, customers..)
Inspect & adapt, focus on feedback - this is NOT a Demo
Focus on shard learning - not reporting
Only Done Working Software allowed
Avoid power point presentation
Sprint Review

75. Sprint Retrospective
‘The greatest enemy of great is good enough’

76. Goal: Inspect and create plan for improvements
Team time tune & adjust
After sprint review - Before sprint planning
Length: 1-2 hours
Participates: Scrum Master and the team (others are optional)
Generate AI (experiments) to execute the following sprint
Sprint Retrospective
Things to Stop doing
Things to start doing
Things to Keep doing

77. Retrospective Model Example
Opening (2-5 minutes)
Data collection (15-25 minutes)
Generate insights (15-25 minutes)
Decide what do do (15-25 minutes)
Closing (2-5 minutes)

78. THE WRONG WAY TO DO RETROSPECTIVE

79. Parking lot

80. BEING AGILE IS OUR FAVORITE THING

81. “THE VALUE OF
AN IDEA LIES IN
THE USING OF IT”
Thomas Edison