This presentation highlights the benefits of using agile methodologies.
It also describe what is agility and how different it is from waterfall approach. What are the different agile methodologies and what is Scrum the most used agile methodology world wide.
Standish Report
A company studied 8000 projects to find in the opinion of project management and the
People Who worked on the projects why projects fails
We choose the top 6 reasons.
None of these have to do with the choice of platform, development environment, language or hardware.
Five have to do with communication between
Developers and
Stakeholders
20 % of what we are building is used.
And 80% is rarely or never used.
So only 20% of what we build is of value to our customers and users. Scrum allows us to build this value for our customers early on.
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Scrum origins
Jeff Sutherland Initial scrums at Easel Corp in 1993 IDX and 500+ people doing Scrum Ken Schwaber ADM Scrum presented at OOPSLA 96 with Sutherland Author of three books on Scrum Mike Beedle Scrum patterns in PLOPD4 Ken Schwaber and Mike Cohn Co-founded Scrum Alliance in 2002, initially within the Agile Alliance
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Traditional planning steps: change is only welcomed/allowed at the end.
Change at the end is very expensive and difficult to implement.
Scrum Planning steps: All the team is working together instead of passing on tasks. Most importantly change is welcomed throughout the project
Which makes change much less expensive and easy to integrate.
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We have 3 roles, Product Owner, Team and Scrummaster
If we are in a rugby or soccer game, the coach set the strategy (this is our Product Owner), the Referee makes sure the game is played according to the rules (this is the scrummaster) and the team do the actual work and plays the game (this is the scrum team)
Represent the Client
Decide what to build
Prepare the backlog
Create Value!!!
You have a business and want to go in a given direction to resolve complexity
The product owner tell your team in which direction to go
He she focuses the team in one direction while looking for value and ROI
The PO don’t have to be technical, he/she should be a business person, understands the business, the ROI
Be able to set the guide and negotiate with the team
The PO is a compass, helps show the direction for the team
Make sure Scrum process runs properly
Keep the team focus
Resolve impediments
Scrummaster focuses on the people
Make sure people are going in the right direction and getting the work done
The scrummaster don’t have to be technical, he/she should have the right personality type
Should be willing to help people go in the right direction.
The project manager used to do both, what sw to do and how to do, now it is split
1 person focus on ROI and one on the team, both make the project go forward.
THE Actual project manager role is divided between the PO and the SM
Most important entity
Do the work
Typically 5-9 people, have all the skills to build the product.
Have all the skills to create the product in one team.
Programmers, designers, testers, user experience designers, etc.
Teams are self-organizing and problem solving.
Commits to tasks and build the work within a sprint.
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Scrum has not only specific roles, but also specific events, and all scrum events are time boxed.
All start with a planning or what we call Sprint planning
Where the team understand the vision from the PO discuss the product backlog, size and commit to stories to be done in the next sprint and set a sprint goal.
Sprint planning can go up to 8 hours for a 1 month sprint
Scrum has not only specific roles, but also specific events, and all scrum events are time boxed.
All start with a planning or what we call Sprint planning
Where the team understand the vision from the PO discuss the product backlog, size and commit to stories to be done in the next sprint and set a sprint goal.
Sprint planning can go up to 8 hours for a 1 month sprint
The team will review the increment of work done during the sprint with the Product Owner, the Scrummaster the Client, the managers all stakeholders can be present.
The client or product owner tries the product, it is a hands on meeting not a demo and accept or reject the the work done.
It is an opportunity to meet the client and get their direct feedback on the product.
After the Review, the team and the scrummaster will do a retrospective to see what went well in the sprint,
What could be improved
And what actions to take for the next sprint.
The retrospective mainly focus on improving the process to get a DONE increment.
Like the other scrum events, the retrospective is time boxed, by example for a 2 weeks sprint your retrospective should take up to 1 hour and a half.
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7 Things Executives Need to do things differently
Focus on Value
Accept hard truths
Think big, start small
Collaborate
Lead by example
Empower teams
Do LESS, less at once, less complex, lest waste.
1)You can have training
You can send your team, or management for scrum training here
We have scrum training for
Scrummasters
Product owners
Team
2) You can have consulting, we work with teams for regular sprints to help you
Use scrum, adapt it to your business and keep scrum in your company
We can work hand in hand with your team
1)You can have training
You can send your team, or management for scrum training here
We have scrum training for
Scrummasters
Product owners
Team
2) You can have consulting, we work with teams for regular sprints to help you
Use scrum, adapt it to your business and keep scrum in your company
We can work hand in hand with your team
1)You can have training
You can send your team, or management for scrum training here
We have scrum training for
Scrummasters
Product owners
Team
2) You can have consulting, we work with teams for regular sprints to help you
Use scrum, adapt it to your business and keep scrum in your company
We can work hand in hand with your team