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Getting started with Scrum



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Getting started with Scrum

  1. 1. Hello, I'm Tom and I'll guide you through this presentation. Getting started with Scrum
  2. 2. 1 2 3 4 5 6 Agile Manifesto Agile Methodologies Scrum framework Getting started Scrum Master Reporting Lot of things to see. Let's move on ! 7 Conclusion
  3. 3. Agile Manifesto
  4. 4. Source Standish Group Here are the success rates of IT projects in 2009. Succeeded 38% Failed 33% Stopped 29%
  5. 5. Source Standish Group These rates are still better than in 1994. Succeeded 16% Failed 52% Stopped 31%
  6. 6. Source Standish Group 1. Lack of Change Management 2. Poor Communications 3. Inadequate Resources 4. Poorly Defined Requirements 5. Inaccurate Estimates 6. Poor Risk Management 7. Poorly Defined Deliverables 8. Over Optimism 9. No Time for Project Management 10. Technical Incompetence Why do projects fail ?
  7. 7. Value Over Team Product Collaboration Change Here comes the Agile Manifesto. Individuals and interactions Working software Customer collaboration Responding to change Processes and tools Comprehensive documentation Contract negociation Following a plan
  8. 8. Agile Methodologies
  9. 9. An Agile methodology is a set of practices using Agile principles as core values.
  10. 10. 1. Customer satisfaction by rapid delivery of useful software 2. Welcome changing requirements, even late in development 3. Working software is delivered frequently (weeks rather than months) 4. Working software is the principal measure of progress 5. Sustainable development, able to maintain a constant pace 6. Close, daily cooperation between business people and developers 7. Face-to-face conversation is the best form of communication (co-location) 8. Projects are built around motivated individuals, who should be trusted 9. Continuous attention to technical excellence and good design 10. Simplicity—the art of maximizing the amount of work not done—is essential 11. Self-organizing teams 12. Regular adaptation to changing circumstances
  11. 11. XP, RAD, Scrum & Kanban are some Agile methodologies or Agile improvement methods.
  12. 12. Requirement Specification Design Implementation Unit Testing Validation User testing Timeline Let's have a look on the V-Model.
  13. 13. What is not Agile with this model ?
  14. 14. Requirement Specification Design Implementation Unit Testing Validation User testing Timeline 50% = still no working software Tunnel effect requirements can't change Customer is involved only at beginning & end
  15. 15. Value Timeline50% = 50% achieved Customer Customer Customer CustomerCustomer Customer Customer Customer Customer Customer Most of Agile methodologies are iterative.
  16. 16. Most of Agile methodologies share some best practices.
  17. 17. Continuous integration Serious Games Pair programming Test driven development Unit testing Refactoring After 8 no collaborate Innovation Games ....
  18. 18. Do Agile Be Agile
  19. 19. Scrum framework
  20. 20. Scrum defines some roles for each participating member.
  21. 21. Hello ! I'm Lucy. I'm the Product Owner (PO). I'm responsible for the business value of the project.
  22. 22. Hello ! I'm James. I'm the Scrum Master (SM). I ensure that the team is functional and productive.
  23. 23. Hello ! We are the TEAM. We are self-organized to get the work done. Architect Tester Front end developper Back end developper Designer Infrastructure
  24. 24. To be efficient, the TEAM should not be composed with more than 8 members. To use Scrum in large projects, you can have a look at Scrum Of Scrums.
  25. 25. Scrum also defines artefacts.
  26. 26. Product backlog Sprint backlog Sprint Product increment
  27. 27. Finally, Scrum defines ceremonies.
  28. 28. Backlog grooming Sprint planning Daily Scrum Sprint review Sprint retrospective
  29. 29. Scrum has its own set of values. Commitment Transparency Respect Courage
  30. 30. And that's it. This is Scrum !
  31. 31. Backlog grooming Sprint planning Daily Scrum Sprint reviewSprint retrospective Sprint 1 Sprint 2 ...
  32. 32. Getting started
  33. 33. First thing to do is to define who is the PO & the vision of what we are going to do. Who will use the product ? What are the goals ?
  34. 34. The PO can use the Product Canvas tool to define and illustrate the vision. Innovation games can also be very useful.
  35. 35. Then, the PO build the Product Backlog with stakeholders. Backlog grooming NO YES
  36. 36. Product Backlog has to be prioritized by PO and stakeholders. Backlog grooming $$$ $$ $
  37. 37. Representing features with Epic & User Stories is a good practice of Agile Methodologies.
  38. 38. Innovation games such as Buy a Feature or 20/20 vision can help the PO to create and prioritize the backlog with stakeholders.
  39. 39. Before each sprint, PO presents backlog. Sprint planning
  40. 40. Then the team estimates the backlog. Sprint planning
  41. 41. Sprint planning Depending on its velocity, the team constitutes the Sprint Backlog.
  42. 42. The Sprint Backlog is an ENGAGEMENT from the TEAM to the PO.
  43. 43. To constitute the Sprint Backlog, small features with strong value are prioritized as they fastly create business value for stakeholders.
  44. 44. The TEAM velocity will be known after few sprints. Using Poker Planning can help the team defines its velocity.
  45. 45. Sprint can starts. The team is self organized. Daily Scrum Todo Doing Done
  46. 46. During the Daily Scrum (15 minutes), SM asks 3 questions to each member of the TEAM : "What have you done yesterday ?", "What are you going to do ?" & "Are you stuck ?"
  47. 47. DoD : Definition of Done It is mandatory for the TEAM to know when they can say a task is done.
  48. 48. At the end of the sprint, the TEAM shipped a product increment Daily Scrum
  49. 49. Sprint should last from 1 week to 4 weeks. Few tries are necessary to find the best duration for the TEAM.
  50. 50. The TEAM shows to PO the result of the Sprint. Sprint review
  51. 51. If the PO does not want to accept a feature, it can refuse and put it back in the backlog. Justification is mandatory.
  52. 52. SM organizes the retrospective to identify how to work even better. Sprint retrospective + _ ?
  53. 53. That's it ! Restart the process at Sprint Grooming step and loop forever.
  54. 54. Scrum Master
  55. 55. Maybe you are wondering what is the role of the Scrum Master ?
  56. 56. SHU 守 HA 破 RI 離 SM sets up the process, helps the team get to a sustainable pace with known velocity and uses the Retrospective to introduce change that improves velocity. SM has a team that gets software done at the end of the sprint and has a good product owner with ready backlog at the beginning of a sprint. The team is positioned to work on hyperproductivity, the design goal of Scrum. SM is needed but don't have to do much.
  57. 57. Value Quality Speed Quickly build robust and useless features Build robust and useful features that are not needed anymore Build useful features "quick & dirty"
  58. 58. Reporting
  59. 59. Sprint burndown allows the follow the sprint activity. Features TimelineSprint duration Sprintbacklog Perfect line Real team line Something is wrong : adapt sprint duration or velocity
  60. 60. Burndown can be extended to the whole project. Features TimelineInitial project duration Productbacklog Perfect line Real team line : 2 more sprints that originally planned are needed. Something is wrong in the project Sprints
  61. 61. Burnup charts shows the business value of the project. Value Timeline Productbacklog Perfect line Sprints Something is wrong : review prioritization and sprint planning. Real time line
  62. 62. Conclusion
  63. 63. Ok I'm Done ! Thanks for attention. And remember...
  64. 64. Vision without execution is hallucination Thomas Edison
  65. 65. Any questions ?
  66. 66. The end