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Copyright Conscires 2011,[object Object],1,[object Object],Intro to Agile & Scrum,[object Object],Presenter:,[object Object],BachanAnand,[object Object],T: @bachananand,[object Object],E: bachan.anand@conscires.com,[object Object]
Agenda,[object Object],2,[object Object],Intro to Agile & Scrum,[object Object],Scrum Framework,[object Object],Scrum Roles,[object Object],Planning & Estimation,[object Object],Team Engagement,[object Object],Q&A - Class feedback,[object Object],Copyright Conscires 2011,[object Object],2,[object Object]
Agile Manifesto,[object Object],3,[object Object],Individuals and interactions over processes and tools ,[object Object],Working software/product over comprehensive documentation ,[object Object],Customer collaboration over contract negotiation ,[object Object],Responding to change over following a plan ,[object Object],Copyright Conscires 2011,[object Object],3,[object Object]
Class Agenda - Taskboard,[object Object],4,[object Object]
Agile 12 Principles,[object Object],5,[object Object],Highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software,[object Object],Welcome changing requirements,[object Object],Deliver working software (Product) frequently,[object Object],Business people and developers must work together daily throughout the project,[object Object],Build projects around motivated individuals,[object Object],Most efficient and effective method of conveying information is face-to-face conversation,[object Object],Copyright Conscires 2011,[object Object],5,[object Object]
Agile 12 Principles,[object Object],6,[object Object],Working software (product) is the primary measure of progress,[object Object],Agile processes promote sustainable development (maintain a constant pace indefinitely),[object Object],Continuous attention to technical excellence and good design enhances agility,[object Object],Simplicity (art of maximizing amount of work not done) is essential,[object Object],Best architectures, requirements, and designs emerge from self-organizing teams,[object Object],At regular intervals, team reflects on how to become more effective, then tunes and adjusts,[object Object],http://agilemanifesto.org/principles.html,[object Object],Copyright Conscires 2011,[object Object],6,[object Object]
Scrum Foundation,[object Object],7,[object Object],Empiricism ,[object Object],Detailed up-front planning and defined processes are replaced by just-in-time Inspect and Adapt cycles,[object Object],Self-Organization,[object Object],Small teams manage their own workload and organize themselves around clear goals and constraints,[object Object],Prioritization,[object Object],Do the next right thing,[object Object],Rhythm,[object Object],Allows teams to avoid daily noise and focus on delivery,[object Object],Collaboration,[object Object],Leaders and customers work with the Team, rather than directing them,[object Object],Copyright Conscires 2011,[object Object],7,[object Object]
Scrum Values,[object Object],8,[object Object],Transparency,[object Object],Everything about a project is visible to everyone,[object Object],Commitment,[object Object],Be willing to commit to a goal,[object Object],Courage,[object Object],Have the courage to commit, to act, to be open and to expect respect,[object Object],Focus,[object Object],Focus all of your efforts and skills on doing the work that you have committed to doing,[object Object],Respect,[object Object],Respect and trust the different people who comprise a team,[object Object],Copyright Conscires 2011,[object Object],8,[object Object]
Scrum Framework,[object Object],9,[object Object],Copyright Conscires 2011,[object Object],9,[object Object]
Scrum and Waterfall Differences,[object Object],10,[object Object],Copyright Conscires 2011,[object Object],10,[object Object]
Scrum Roles,[object Object],11,[object Object],Product Owner,[object Object],Maximize the value of the work done by prioritizing the features by market value,[object Object],Scrum Master,[object Object],Manages the Scrum framework,[object Object],Team,[object Object],Self-organizing empowered individuals motivated by business goals,[object Object],Other Stakeholders,[object Object],Anyone who needs something from the team or the team something from,[object Object],Copyright Conscires 2011,[object Object],11,[object Object]
Scrum Roles Details – Product Owner,[object Object],12,[object Object],Thought Leader and Visionary,[object Object],Drives the Product Vision (for example, with Story Mapping),[object Object],Prioritizes the User Stories ,[object Object],Maintains the Product Backlog with the team,[object Object],Accepts the Working Product (on behalf of the customer),[object Object],Copyright Conscires 2011,[object Object],12,[object Object]
Scrum Roles Details – Scrum Master,[object Object],13,[object Object],Servant Leader,[object Object],Facilitates the Process,[object Object],Supports the Team,[object Object],Removes Organizational Impediments,[object Object],Socializes Scrum to Management,[object Object],Enable close collaboration across all roles and functions,[object Object],Copyright Conscires 2011,[object Object],13,[object Object]
Scrum Roles Details – Scrum Team,[object Object],14,[object Object],Cross-Functional ,[object Object],5-8 Members,[object Object],Self-Organizing,[object Object],Focused on meeting Commitments,[object Object],Copyright Conscires 2011,[object Object],14,[object Object]
Roles Relationship,[object Object],15,[object Object],Copyright Conscires 2011,[object Object],15,[object Object]
Management Roles (Servant Leadership),[object Object],16,[object Object],Is a servant first and ensures other people – i.e. followers or stakeholders – highest priority needs are being served ,[object Object],Empowers others and supports an environment of trust ,[object Object],Has empathy and sensitivity to the needs and interest of all stakeholders ,[object Object],Is open to the voice of others by supporting discussions that includes those without a voice,[object Object],Accept risks; takes the risk of failure along with the chance of success, while trusting others  ,[object Object],My cup is always full – my focus is now;  I’ve learned from yesterday and I’m planning for tomorrow,[object Object],Copyright Conscires 2011,[object Object],16,[object Object]
Scrum roles vrs tradition roles,[object Object],17,[object Object]
Pre-Scrum Planning,[object Object],18,[object Object],Pre-Scrum is where projects are approved, budgets and resources assigned ,[object Object],Project Portfolio’s are expensive,[object Object],They are risky,[object Object],Do we have the right people with the right experience and skills?,[object Object],Can we afford the project?,[object Object],What are the objectives of the project? Clear goals.,[object Object],Lack of commitment,[object Object],Can we verify the promise was met?,[object Object],The business want value and a return on investment,[object Object],Copyright Conscires 2011,[object Object],18,[object Object]
Pre-Scrum Planning,[object Object],19,[object Object],Pre-Portfolio,[object Object],Active Portfolio,[object Object],Post-Portfolio,[object Object],Reject,[object Object],Success or,[object Object],Failure,[object Object],Copyright Conscires 2011,[object Object],Projects ,[object Object],[object Object]
Evaluated
Pending approvalProjects,[object Object],[object Object]
Pending Kick-off
ExecutingProjects ,[object Object],[object Object]
M & E 19,[object Object]
20,[object Object]
Product Vision & Role Engagement,[object Object],21,[object Object],A goal to aspire to,[object Object],Can be summarized in a short statement of intent,[object Object],Communicate it to the team,[object Object],Common format:,[object Object],For: (Our Target Customer),[object Object],Who: (Statement of need),[object Object],The: (Product/Product name) is a (Product/Product category),[object Object],That: (Product/Product key benefit, compelling reason to buy and/or use),[object Object],Unlike: (Primary competitive alternative),[object Object],Our Product: (Final statement of primary differentiation),[object Object],Copyright Conscires 2011,[object Object],21,[object Object]
Product Backlog,[object Object],22,[object Object],A living list of requirements captured in the form of User Stories,[object Object],Represents the WHAT of the system,[object Object],Prioritization with respect to business value is essential!,[object Object],Each story has estimated Story Points, which represent relative size, and is determined by those actually doing the work,[object Object],Higher priority items are decomposed and lower priority items are left as larger stories (epics),[object Object],Copyright Conscires 2011,[object Object],22,[object Object]
Relative Estimation,[object Object],23,[object Object],Humans are better at relative estimates than absolute estimates,[object Object],Many heads are better than one,[object Object],Estimates are made by those who perform the work,[object Object],Estimate size/complexity – Derive duration,[object Object],The goal is to get useful estimates with minimal effort,[object Object],Estimates are not commitments,[object Object],Planning Poker is the common method for estimation,[object Object],Copyright Conscires 2011,[object Object],23,[object Object]
Fruit Salad – Relative estimation,[object Object],24,[object Object]
Relative Estimation,[object Object],25,[object Object],Story Points:,[object Object],Commonly used in Agile estimation,[object Object],No real-world dimensions,[object Object],Compare one story to another,[object Object],Based on effort, complexity, risk,[object Object],Precision is not critical,[object Object],Copyright Conscires 2011,[object Object],25,[object Object]
Scrum Release - Velocity,[object Object],26,[object Object],Total number of story points completed by a team in a Sprint,[object Object],Can be used by the team as a reference during Sprint Planning,[object Object],Used by Product Owner to plan out the releases,[object Object],Copyright Conscires 2011,[object Object],26,[object Object]
Scrum Release Planning,[object Object],27,[object Object],Product Owner, in conjunction with the team, formulates Release Plans by applying the team Velocity to the Product Backlog,[object Object],Release Plans are revisited after every Sprint,[object Object],Two ways to approach,[object Object],Fix scope and determine how many sprints are needed,[object Object],Fix time and determine how much scope can be completed,[object Object],Copyright Conscires 2011,[object Object],27,[object Object]
User Stories,[object Object],28,[object Object],Product requirements formulated as one or more sentences in the everyday or business language of the user,[object Object],As a <user>, I would like <function> so that I get <value>,[object Object],Each User Story has an associated Acceptance Criteria that is used to determine if the Story is completed,[object Object],Copyright Conscires 2011,[object Object],28,[object Object]
Sprint Backlog,[object Object],29,[object Object],List of stories, broken down into tasks, that is committed for any particular Sprint,[object Object],Owned and managed by the Team,[object Object],Any team member can add, delete or change the sprint backlog with additional tasks,[object Object],Copyright Conscires 2011,[object Object],29,[object Object]
User Stories,[object Object],30,[object Object],Independent,[object Object],Not overlap in concept and be able to schedule and implement them in any order,[object Object],Negotiable,[object Object],Not an explicit contract for features; rather, details will be co-created by Product Owner and Team,[object Object],Valuable,[object Object],Add business value,[object Object],Estimated,[object Object],Just enough to help the Product Owner rank and schedule the story's implementation,[object Object],Sized Appropriately,[object Object],Need to be small, such as a few person-days,[object Object],Testable,[object Object],A characteristic of good requirements,[object Object],Copyright Conscires 2011,[object Object],30,[object Object]
Task Board,[object Object],31,[object Object],Active visual indicator of flow of work,[object Object],Should be visible to team members at all times,[object Object],Should be kept current,[object Object],Encourages self-organization, and collaboration,[object Object],Copyright Conscires 2011,[object Object],31,[object Object]
DOD - (Definition of Done),[object Object],32,[object Object],Team creates its own definition of Done in the interest of creating quality software,[object Object],Definition can evolve over sprints,[object Object],Example checklist (not exhaustive):,[object Object],Unit tests pass (ideally automated),[object Object],Customer Acceptance tests pass,[object Object],User docs written,[object Object],UI design approved by PO,[object Object],Integrated into existing system,[object Object],Regression test/s pass (ideally automated),[object Object],Deployed on staging server,[object Object],Performance tests pass,[object Object],Copyright Conscires 2011,[object Object],32,[object Object]
Definition of Done,[object Object],33,[object Object]
Sprint Burn-down,[object Object],34,[object Object],Shows daily progress in the Sprint,[object Object],X-axis is the number of days in the Sprint,[object Object],Y-axis is the number of remaining stories,[object Object],Copyright Conscires 2011,[object Object],34,[object Object]
Release Burn-down,[object Object],35,[object Object],Shows progress across Sprints,[object Object],X-axis is the number of Sprints,[object Object],Y-axis is the total number of stories,[object Object],Copyright Conscires 2011,[object Object],35,[object Object]
Daily Standup Meetings,[object Object],36,[object Object],Meetings held in same location, same time, every day,[object Object],Time-boxed at 15 minutes,[object Object],Encourages self-organization, rhythm, and collaboration,[object Object],Not a status meeting,[object Object],Each Team member speaks to:,[object Object],What did I accomplish in the last 24 hours,[object Object],What do I plan to accomplish in the next 24 hours,[object Object],Any impediments getting in the way of my work,[object Object],Copyright Conscires 2011,[object Object],36,[object Object]
Sprint Planning,[object Object],37,[object Object],Sprint Planning meeting held at beginning of each Sprint,[object Object],Time and Resources are fixed in any given Sprint ,[object Object],Goal is to have prioritized Sprint Backlog, broken down into tasks, that the Team can commit to,[object Object],During planning, Team commits to scope that can be completed in the Sprint, taking into account the definition of Done,[object Object],Story points may be refined,[object Object],Copyright Conscires 2011,[object Object],37,[object Object]
Sprint Review,[object Object],38,[object Object],Occurs at the end of each Sprint,[object Object],Inspect and Adapt the product (Empiricism),[object Object],The team meets with the Product Owner (and  Stakeholders) to demonstrate the working software from the Sprint,[object Object],This is a hands-on software demo (not a PowerPoint) that usually requires some prep beforehand,[object Object],Copyright Conscires 2011,[object Object],38,[object Object]
Retrospectives,[object Object],39,[object Object],Occurs at the end of each Sprint,[object Object],Inspect and Adapt the process (Empiricism),[object Object],Team and ScrumMaster meet to reflect on what went well and what can be improved,[object Object],Tone of the meeting is that everyone did their best and now look to how can we improve,[object Object],Retrospectives must conclude with team commitments to action,[object Object],Copyright Conscires 2011,[object Object],39,[object Object]
Scrum Myths,[object Object],40,[object Object],Scrum Myths:,[object Object],No quality/no testing,[object Object],People burnout because of short and frequent delivery cycles (sprints),[object Object],No culture change is needed,[object Object],Will make a better team,[object Object],Scrum is the only Agile method,[object Object],Solution to all,[object Object],Copyright Conscires 2011,[object Object],40,[object Object]
Class Retrospective,[object Object],41,[object Object]
Scrum Myths,[object Object],42,[object Object],Scrum Myths:,[object Object],A silver bullet,[object Object],Management believes it will solve all problems,[object Object],Easy to implement,[object Object],Cowboy coding,[object Object],No documentation,[object Object],Copyright Conscires 2011,[object Object],42,[object Object]

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