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Agile Scrum at Double V3

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Agile Scrum at Double V3

  1. 1. Scrum Organization How to work with one as a Client
  2. 2. Agenda • Today: • Roles & Responsibilities • Scrum Process • Scrum Artifacts • Contracts
  3. 3. Roles & Responsibilities
  4. 4. Scrum Roles PM Team SM What Who How Product Vision Process Owner Product Builders Client Relations Impediment Remover Non-Divisible Story Editor Team Shield
  5. 5. Team • Cross-functional • Owns the Iteration Backlog • Negotiates Iteration Backlog with Product Manager • Provides ‘buy-in’ for the team • Held Responsible for completing all negotiated work • Self-Organizing/Self-Managing • Removes micro-management of the team • Stays together over many iterations • Demonstrates the work to the PM and Client
  6. 6. Product Manager Role • Split role: Account Manager/Product Owner • 30-40% Account Manager, 60-70% Product Owner • Tracks schedule, budget and scope for the Client • Owns the Product “Vision” • Works with Client to create/prioritize the Product Backlog • Synthesizes Stake holder input • Responsible for clearly defining ‘done’ for all Stories • Responsible for maintaining an accurate Product Backlog • Single point of contact for the Client • Final authority for requirements questions
  7. 7. Scrum Master Role • Ensures division of roles • Shields the Team against Interference • Removes Impediments • Owns the Process • Responsible for ensuring that the process is followed by all parties • Responsible for optimizations of the process if needed • Owns Timeboxing & Teams’ schedule • Where appropriate, makes sure that extraneous meetings/time wasting exercises do not occur. • Works with Team to improve performance • Makes the Products’ Progress Visible via the Scrum Artifacts
  8. 8. Discussion • How do these Roles work together to produce a Product? • If I have an idea for the product... • If I need some work done... • “Ownership”/”Vision”/”Final Answer” • Who at DV3 should I contact when...
  9. 9. Managing Teams • Two forms of management • Project Management • People Management
  10. 10. Managing Teams • Project Managers... • Own Schedule & Budget • Interface with the Client • Resolve Project Impediments • Evangelize the Project • Define Scope • Track work completed
  11. 11. Managing Scrum Teams • Project Managers... • Own Schedule & Budget - Product Manager • Interface with the Client - Product Manager • Resolve Project Impediments - Scrum Master • Evangelize the Project - Product Manager • Define Scope - Product Manager • Track work completed - Scrum Master
  12. 12. Managing Teams • People Managers... • Resolve Conflicts (inside and outside of the Team) • Career Growth • Set Objectives • Resource Planning • Involved in Hiring/Firing Process • Support the Team within the Company • Perform Reviews
  13. 13. Managing Scrum Teams • People Managers... • Resolve Conflicts (inside and outside of the Team) - Scrum Master • Career Growth - Scrum Master • Set Objectives - Scrum Master • Resource Planning - Ops Coord. • Involved in Hiring/Firing Process - > • Support the Team within the Company - Scrum Master • Perform Reviews - >
  14. 14. Scrum Process
  15. 15. Generic Process Dev Dev Dev Iteration Iteration Iteration Release Shippable Demo Demo Demo Iteration Product Product Product Product Each Demo is of a fully functional product that can be shipped with one release Iteration “Ship it!”
  16. 16. Scrum Meetings • Pre-Iteration • Iteration Planning • Task Planning • Iteration Preparation • During Iteration • Daily Scrum • Post-Iteration • Iteration Retrospective • Iteration Review
  17. 17. Ideal Wireframe Development
  18. 18. Discussion • Why a mandatory Release Iteration? • Client Participation in the Process • What counts as ‘interference’? • How do I know what process we are using? • I’ve got fixed dates that I need the product by...
  19. 19. Artifacts
  20. 20. Metrics • Effort (E)- Team’s estimate (unitless) of the complexity of a Story • We currently use the series 0,1,2,3,5,8 • Velocity - Amount of Effort points a Team can complete per Iteration • Business Value (BV)- The Product Managers estimate of the potential value of including a piece of functionality • Broken down into ‘Benefit’ and ‘Penalty’ • We currently use the series 1,2,3,5,8,13,21 • ROI = BV / E • rBV = % of ROI that a Story has across the Release
  21. 21. Team/PM Artifacts • Product Backlog • Contains all of the Stories/Product Backlog Items (PBIs) for the Product • Anyone can add a Story to the Backlog, but only the PM can give it Business Value, ‘Conditions of Success’ and Prioritize it • Iteration Backlog • Contains all of the Stories/PBIs that the Team has committed to completing by the end of the Iteration • Only the Scrum Master can add/remove items from this list
  22. 22. A word about Stories • Each Story on the backlog should represent a ‘thin slice’ of functionality • I - Independent • N - Negotiable • V - Valuable • E - Estimable • S - Small • T - Testable • Willam C. Wake • http://xp123.com/xplor/xp0308/index.shtml
  23. 23. Product Backlog Item “If it’s not on the Product Backlog, Product Backlog Item Product Backlog Item Product Backlog Item Product Backlog Item Product Backlog Item Product Backlog Item Product Backlog Item it doesn’t exist” – Jeff Sutherland Product Backlog Item Product Backlog Item All Corollary: is listed: known work ! Legacy bugs “If it’s not on the Iteration Backlog, ! Newly discovered bugs it’s not being worked on” ! Infrastructure items ! Analysis work Conclusion: ! What else? If work needs to be done, but can’t be ! What is not on the backlog? tracked to a Task associated to a specific Backlog Item, then it’s an Impediment. Copyright © 2005-2007 Danube Technologies, Inc. 39 Portions used with permission. All Rights Reserved.
  24. 24. Stake holder Artifacts • Enhanced Product Burndown Chart • Contains all information useful for budgeting and scheduling across the Products life-cycle • Earned Business Value Chart • Tracks the sum of rBV earned over all Iterations in a Release
  25. 25. Metrics Matter ! New work is added below current baseline ! Intersections produce a range of likely finish dates ! Empirical extrapolation of schedule Copyright © 2005-2007 Danube Technologies, Inc. 109 Portions used with permission. All Rights Reserved.
  26. 26. Discussion • Where’s my Gantt Chart? • What about the (huge) Technical Requirements Document? • As a Stake holder, why shouldn’t I see what the Team is doing? (tasks, Iteration Burndown Chart)
  27. 27. Contracts
  28. 28. Scrum Friendly Contracts... • Are not fixed Schedule nor fixed Budget • Worst case is fixed Schedule & Budget • Are reflective of the philosophy that “Change is Constant” even if it’s not expected to be • Contain a Release Iteration Clause • Contain a ‘Pay by Iteration’ ideology • This allows the Client to control Schedule and Budget • This also allows a Client to make changes on the fly or add ‘extra’ work
  29. 29. Scrum Friendly Contracts... • Contain an Iteration Ejection Clause • Client still pays for the full iteration even when they want to change directions midstream • Can have a pay model for hitting/missing targets
  30. 30. Fixed Budget Contracts • A fixed budget is not always hard to handle • A ‘cost per iteration’ can be determined • It defines how many iterations can be worked on (don’t forget the Release Iteration) • Once a Product Backlog is built (including ROI estimates) we can estimate how much of the Backlog will be completed based upon the Teams Velocity * Number of Iterations • If this cannot satisfy the Clients needs, then either the Clients expectations needs to be managed, or the price needs to rise
  31. 31. Suggested Readings ✴ Agile Estimating and Planning by Mike Cohn ✴ The Enterprise and Scrum by Ken Schwaber • http://www.scrumalliance.org/articles/65-scrum-reading-list • Agile and Iterative Development: A Manager’s Guide by Craig Larman • Articles on the Scrum Alliance website: • http://www.scrumalliance.org/articles/75-agile-smells-lack-of-progress • http://www.scrumalliance.org/articles/68-what-scrum-can-and-cannot-fix • http://www.scrumalliance.org/articles/70-why-fixed-bids-are-bad-for-clients • many many more