Presentation through Agile University for two day workshop on Agile Scrum conducted in 2010. The objective of the training is to allow attendees to gain knowledge of the Scrum methodology along with the tools for enterprise adoption and change management.
3. One person speaks at a time
Breaks scheduled throughout the day
Place cell phones on silent
Participate in the exercises to maximize learning
Brief questions answered during the presentation
Additional topics placed in the Parking Lot for
discussion if time permits, or followed up via e-
mail
Available through phone support after 30 days
3
4. Each person to write the potential benefits
that may be gained from the course
Categorize into personal or organizational
benefits
Break out into small groups
Report back top three
personal/organizational benefits
Post results on flip-chart
4
5. Provide an introduction to Agile Project
Management with emphasis on Scrum
Learn about the fundamental and core
elements of Scrum
Gain the skills and knowledge for applying
Scrum in a real world situation
Expand knowledge on Scrum with the source
provided throughout the course
5
6. Participant Introduction – name, title,
company
What do you expect to learn from this
program?
Summarize the course topics and the
expected learning activities
6
8. Agile Alliance formed in 2001
Replace heavy weight methods by Agile
Formulated common beliefs
The Agile Manifesto
8
9. We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer Collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the
items on the left more.
Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn
Ward Cunningham Martin Fowler James Grenning Jim Highsmith
Andrew Hunt Ron Jeffries Jon Kern Brian Marick
Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland
Dave Thomas
9
10. Satisfy customer through early & continuous
delivery
Welcome changing requirements
Deliver working software frequently
Business and development work together
daily
Build projects around motivated individuals
Face to face conversations
10
11. Working software is primary measure of
progress
Agile processes promote sustainable
development
Technical excellence & good design
Simplicity – maximizes work undone
Self-organizing teams
Project retrospective at regular intervals
11
12. Refers to a group of methodologies based on
iterative development
Requirements and solutions evolve
Cross functional teams that are self-directed
Agile Software Development term derived
from Agile Manifesto
Promote disciplined Project Management
process
Encourages visibility, inspection and
adaptation
12
13. Break tasks into small increments
Iterations are time boxes (1 to 4 weeks)
Each iteration is a cycle, with potential to
release
Face to face communication over formal
documentation
Project or war room
Working software provides measure of
progress
13
14. Frequent, daily communications
Team member pull the weight
Project Manager provides leadership &
transformation
Just in time, just enough performance
Alignment with business through product
owner
14
15. Team building & training
Enforcement of time boxing
No waiting for tomorrow to resolve issues
Issues tracked as blocks
Frequent changes to align with business
priority
Deliver working software, early & often
15
16. Just in time user stories vs. use cases
Team empowerment
Communicate daily progress to all
stakeholders
16
17. Agile involves both planning and discipline
Adapt to changing requirements & scope
Predictive involves planning of all tasks
before work begins
17
18. Adaptive Software Development (ASD)
Agile Unified Process (AUP)
Crystal Clear
Dynamic System Development Method (DSDM)
Essential Unified Process (ESSUP)
Feature Driven Development (FDD)
Lean Software Development (LSD)
Open Unified Process (Openup)
Extreme Programming (XP)
Microsoft Solution Framework (MSF)
Rational Unified Process (RUP)
SCRUM
18
19. Introduction to Agile Principles
Introduction to Scrum Principles
Scrum Core Elements & Practices
Product Visioning
Roles & Responsibilities
Product Backlog & Release Planning
Sprint Backlog & Spring Planning
Daily Standup Meeting
Burndown Charts & Project Reporting
Sprint Review & Retrospective
Getting Started with Scrum
19
20. 1990s – Ken Schwaber, Advanced
Development Methods (ADM)
1995 – Sutherland and Schwaber presented
first publication of Scrum at OOPSLA ’95
February 2001 – Agile Development
Manifesto was created
2001 – Schwaber and Beedle wrote the book
“Agile Software Development with Scrum”
20
21. One of several Agile Methodologies
Used on thousands of projects
Team size of 3 to 1000+ members
Adapted from the sport of rugby
Total commitment of team and advancement
21
22. Daily Scrum occurs each day
Sprint – 30 days
Release – 2 to 6 months
Project – 2 to n months
Program – 2 to n months
22
23. Each Sprint is completed based on “DONE”
Each normal Sprint may or may not be
released
Sprint Release includes working software that
is deployed to production
23
24. Traceability for Requirements (Business,
Technical)
Code Complete
Deployment plan, scripts completed
Unit Tests written and completed
Integration Test completed
Smoke Test completed
Software under Configuration Management
Integration Test Completed by QA and/or DEV
UAT completed
24
25. Form small groups of 3 or more people
Assign one person as the scribe
Discuss what additional items are needed for
defining DONE on previous slide (5 to 10
minutes)
Input can be personal or organizational
Each group to assign a speaker to share the
results to the group
25
27. Iterative, incremental framework for Project
Management and Agile Software Development
Main Roles
◦ Scrum Master – owns the process, removes blocks
◦ Product Owner – represents business stakeholders
◦ Team – developers, architects, QA, analysts
27
28. Product Backlog
◦ List of High Level
Requirements
◦ Owned by Product Owner
◦ Prioritization driven by
business
Sprint Goal
◦ Single sentence summary
◦ Defined by Product Owner
◦ Accepted by the Team
Sprint Backlog
◦ Decompose tasks from
each Product Backlog item
◦ Task list for each Sprint
◦ Maintained for status
reporting
◦ Owned by the team
Block List
◦ List of impediments and
decisions
◦ Owned by Scrum Master
28
29. Highly adaptable to changing requirements
Short turn around of working software in
weeks
Accepting that problems cannot be fully
understood or defined
Focus on maximizing team’s ability to deliver
Flexibility of implementation
◦ Post-it notes, flipcharts
◦ Software solutions
Ease of use and short learning cycle
29
30. Introduction to Agile Principles
Introduction to Scrum Principles
Scrum Core Elements & Practices
Product Visioning
Roles & Responsibilities
Product Backlog & Release Planning
Sprint Backlog & Spring Planning
Daily Standup Meeting
Burndown Charts & Project Reporting
Sprint Review & Retrospective
Getting Started with Scrum
30
31. Elevator statement
Product Vision box
Objective is to create a statement:
◦ Product features
◦ Target customers
◦ Key differentiators
31
32. Sample Statement:
◦ For a small size sales organization who needs basic
CRM functionality, the SalesProfessional is a web-
based product that provides sales tracking, lead
generation and broker services that satisfies the
agency’s requirements for superior customer
service. Unlike other products, our product is very
cost effective and complementary for top producer
agencies.
32
33. Team members can state the vision in 2
minutes
From Geoffrey Moore’s book “Crossing the
Chasm”:
◦ For (target customer)
◦ Who (statement of the need or opportunity)
◦ The (product name) is a (product category)
◦ That (key benefit, compelling reason to buy)
◦ Unlike (primary competitive alternative)
◦ Our product (statement of primary differentiation)
33
34. Cross functional teams including users break
out to groups of 4-6
Assume the product is sold in shrink-
wrapped box
Design product box front and back
Product name, graphic, 2-4 selling points,
feature description, operating requirements
34
35. After the Design the Box, proceed with
creation of Elevator Statement
Full Vision Document:
◦ Mission Statement
◦ Project scope, schedule, cost, defects
◦ Target customers and needs
◦ Customer satisfaction measures
◦ Key technology and operational requirements
◦ Product constraints (performance, usability)
35
36. What type of experience have you had with
generating Vision?
What has worked well?
What does not work?
36
37. Introduction to Agile Principles
Introduction to Scrum Principles
Scrum Core Elements & Practices
Product Visioning
Roles & Responsibilities
Product Backlog & Release Planning
Sprint Backlog & Spring Planning
Daily Standup Meeting
Burndown Charts & Project Reporting
Sprint Review & Retrospective
Getting Started with Scrum
37
38. Product Owner
◦ Responsible for product
vision
◦ Set Sprint Goals
◦ Prioritization
◦ Owns the Product Backlog
Stakeholder (chicken)
◦ Observe
◦ Provide advise
Scrum Master
◦ Train/Coach Scrum
◦ Manage process
◦ Protect team & enforces
rules
◦ Removes Blocks
◦ Facilitator, Leader
Team (Pig)
◦ Organizes work
◦ Develop product
◦ Communicates issues &
progress
38
40. Product Backlog contains a list of prioritized
requirements
Owned by the Product Owner
Other team members may update the list
Changes are allowed without impacting active
sprint
40
41. Product Vision – yearly by the Product Owner
Product Roadmap – bi-yearly by the Product
Owner
Release Plan – quarterly by Product Owner
and team
Sprint Planning – bi-weekly by the teams
Daily Plan – daily by the individuals
41
42. Initial planning
◦ Establish expectations on high level scope
◦ Prioritized product backlog
◦ Assign order of magnitude estimates (+75% to -
25%)
◦ Define desired date for release
◦ Estimate number of resources
◦ High level of estimates for number of Sprints
At each Sprint
◦ Plan 30 days of scope for each Sprint
◦ Update estimates, priorities and product backlog
42
43. Each estimator gets a deck of cards, with
estimates
Customer/Product Owner reads a story and
discussed with group
Each estimator selects a card that represents
the estimate
Cards are turned over for everyone to see
Discuss differences
Repeat the estimate until agreement is
reached
43
44. Applies relative estimating
Non-biased result from the team
Estimations justified by each estimator
Facilitates rather than stalls the process
Fast and Fun
44
45. Break out into small teams
Use planning poker to assign dog points:
◦ St. Bernard
◦ Poodle
◦ Great Dane
◦ Terrier
◦ Dachshund
◦ Bulldog
◦ Labrador Retriever
◦ German Shepherd
45
46. Requirement (defect,
user story, feature)
Priority Story Points
Upload vendor’s URL A – Must Have 1
Implement new UI for
look and feel
A – Must Have 10
Update owners’
Biography
B – Can be done if
time permits
8
Post new jobs on
Careers page
C – Nice to have 3
New training events
offered
B – Can be done if
time permits
5
46
48. Who Description Hours
AJ Develop new webpage 40
TD Add affiliate url link 15
AM Add validation for new users 6
TG Implement error codes 20
AJ Integrate Single Sign On feature 30
TG Upload new logo 10
AM Upload new content management documents 40
TD Test new user 15
TG Perform QA/UAT 5
48
49. Part A
◦ Time boxed to 4 hours
◦ Run by Scrum Master
◦ Declare Sprint Goal
◦ Top priority backlog items presented by Product
Owner
◦ Team asks questions and accepts requirements for
each Sprint
49
50. Part B
◦ Time boxed to 4 hours
◦ Run by Scrum Master
◦ Declare Sprint Goal
◦ Top priority backlog items presented by Product
Owner
◦ Team clarifies requirements and commits to the
features for the Sprint
50
52. Agenda:
◦ What did you do yesterday?
◦ What do you plan to do today?
◦ Do you have any blocks?
Follow-up:
◦ Scrum Master updates block list
◦ Scrum Master removes blocks
◦ Team members update work hours in Sprint
Backlog
52
53. The learning objective is to practice real-life
situation in a risk-free setting
The role play involves the Daily Scrum
meeting of a successful project
Each person will have one minute to speak
Each group will have at least three roles and
one observer
Each person to act according to the given
situation and not the perceived role
53
54. Each person will play a different role:
◦ Scrum Master
◦ Product Owner
◦ Developer/Architect
◦ QA
◦ Analyst
One person will be an observer and scribe
Players then discuss their responses with
observer
Repeat until all roles have been acted upon
54
55. Review objective of role-play
Critique by formulating constructive feedback
Relate practical application of the theories
presented with actual role-play
55
56. Introduction to Agile Principles
Introduction to Scrum Principles
Scrum Core Elements & Practices
Product Visioning
Roles & Responsibilities
Product Backlog & Release Planning
Sprint Backlog & Spring Planning
Daily Standup Meeting
Burndown Charts & Project Reporting
Sprint Review & Retrospective
Getting Started with Scrum
56
58. Introduction to Agile Principles
Introduction to Scrum Principles
Scrum Core Elements & Practices
Product Visioning
Roles & Responsibilities
Product Backlog & Release Planning
Sprint Backlog & Spring Planning
Daily Standup Meeting
Burndown Charts & Project Reporting
Sprint Review & Retrospective
Getting Started with Scrum
58
59. Sprint Review meeting held at end of each
Sprint
Time boxed for 2-4 hours
Run by the Scrum Master
Team demonstrates working software to the
team
Follow-up discussion
59
60. Meeting run by the Scrum Master
Time boxed to 1-2 hours
Team reviews what worked well, what did not
work
Process improvement by adjustments
Topics differ by team
60
63. Company ABC started with Scrum when Agile
Manifesto was written and Agile Software
Development with Scrum originated in 2001. The
founders of the company had extensive software
experience however lacked the product
management expertise to launch their web-
based insurance software. The flexibility offered
by Scrum was a good match for their company
strategy and culture. The company also was in
its startup stage during a very tough time in
2001 for internet companies.
63
64. Company ABC started building success with
monthly Sprint releases, with team member
of 9 people. New features were always
prioritized and aligned with the business
needs. The organization became very self-
directed with delegation to all the team
members. Scrum process was also adapted
by the Sales, Marketing, Finance and
Consulting departments to manage the
projects and prioritize their backlog items.
64
65. Within six years, the company grew to over 350
people, with 40 key insurers as the customer base.
Would Scrum continue to provide growth, what’s
next?
1. Move to traditional management structure –
introduce new middle management with potential
to disrupt Scrum Masters
2. Redesign Scrum – not an easy task to get started
3. Continue with existing process – work to scale up
the Scrum process to accommodate 500 to 1000
employees
65
66. Arrange for break out groups of 3 to 5 people
Review the case study in the previous 3
slides, 5 to 7 minutes
Have each group arrive at a solution to
“What’s next?” for Company ABC
Each group to present the recommendation
66
67. Project Charter
Team Operating Agreement Signed
Meeting Room/Teleconference
Communication Plan
Project artifacts and tools
Project Kick-off (define DONE)
Product Owner assigned or proxy
Core team established
Preliminary vision from project sponsor
Allocate time for Scrum training
67
68. Brainstorm – 10 minutes
◦ Identify ideas to accelerate implementation of
Scrum
Summarize the results
Conduct brief discussion
68
69. Integrate what was presented today with
back on the job responsibilities
Each participate to complete the sentence:
◦ “I plan to use the skills I learned today to ______.”
Discuss feedback on the takeaways from this
course
69
