Brief Introduction to Agile and SCRUM. This was presented at the InnoTech conference in OKC on November 4th, 2009.

1. Introduction to Agile and SCRUM Joe Vallone Dir. Engineering/IT Telogical Systems

2. My Background Over 20 years of Software Development and project management experience Certified SCRUM master (twice) Implemented SCRUM in multiple teams at two different companies Previous opponent now proponent

3. Telogical Systems Provides competitive pricing information to telecom and cable industries Vast number of products and services that range from internet, telephone, and television offers Products and services often bundled as packages or offered as promotions Price and availability varies by location Information constantly changing

4. © Agile Infusion, LLC 2006-2009 Business / Technology Drivers Business Increase Revenue; Decrease Cost; Higher Production Faster speed-to-value Improved ROI Predictability Increased opportunity Flexibility Technology Sustainable Pace Collaborative Development Opportunities to creatively solve problems Work with latest tools, languages, platforms Recognition and Respect

5. Agile Terminology Agile is an umbrella term Includes SCRUM, XP, Crystal, FDD, etc. Agile values and practices that encourage rapid and flexible response to change Scrum One of the agile development methods Agile project management framework Agile Software Development Business/User Value-driven Time-boxed Iterative Incremental

6. Values of Agile Development Processes and tools Comprehensive documentation Contract negotiation Following a plan Individuals and interactions Working software Customer collaboration Responding to change Agile Manifesto 2001, www.agilealliance.org © Agile Infusion, LLC 2006-2009

7. What is SCRUM? Name refers to a Rugby Scrum where adaptive team behavior moves a ball up the field toward a common goal A set of project management values and practices that cut through complexity to focus on building software with high business value © Agile Infusion, LLC 2006-2009

8. © Agile Infusion, LLC 2006-2009 What is Scrum? An Agile Project Management framework : A team-based approach Handles conflicting interests and needs Improves communications and maximizes cooperation Early detection and removal of obstacles Maximizes productivity Multiple, frequent feature-driven planning activities Produces potentially shippable functionality at each iteration Scalable Improves morale Disciplined approach Truth, Transparency, and Commitment

9. Waterfall Model – The bad Old’ Days Requirements Design Implementation Verification Maintenance

10. Differences Between SCRUM and Waterfall With the Waterfall Methodology Has a specific sequence of events Requirements, Analysis, Design, Coding, Testing, Maintenance Requirements and Iterations can not be easily changed Big Design Up Front Clients may want major changes made after a prototype is seen. Time and energy may have been wasted at this stage

12. Is responsible for the profitability/value of the product (ROI)

13. Prioritizes features according to market and/or user value

14. Can change features and priority every 30 days

16. Enables close cooperation across all roles and functions and removes barriers

17. Shields the team from external interferences

19. Selects the iteration goal and specifies work results

20. Has the right to do everything within the boundaries of the project guidelines to reach the iteration goal

21. Organizes itself and its work

22. Demos work results to the end-user and stakeholdersTeam

23. © Agile Infusion, LLC 2006-2009 Release Management Product Owner determines when a release is needed, what functionality it must contain, and what is an acceptable level of quality and cost Product Owner works with Scrum Teams to determine how long it takes to build the release Development creates preliminary estimates Development refines the estimates as priority increases Development selects the product backlog for development, each Sprint Product Owner focuses on business value derived from each iteration and then the release

24. © Agile Infusion, LLC 2006-2009 Chickens and Pigs A chicken and a pig are together when the chicken says, "Let's start a restaurant!“ The pig thinks it over and says, "What would we call this restaurant?“ The chicken says, "Ham n' Eggs!" The pig says, "No thanks. I'd be committed, but you'd only be involved!"

25. Chickens and Pigs Each Scrum Team meets daily for a 15-minute status meeting called the Daily Scrum. The team members who can speak are 'pigs.' Other participants may attend but they should not speak (much) in daily Scrum meetings. These people are called 'chickens.‘ The terms 'chickens' and 'pigs' comes from the statement: "In a ham-and-eggs restaurant, the pig is committed but the chicken is simply involved."

26. Primary Goal of Scrum Iteration “Sprint” (time-box) (2-4 weeks) “DONE” © Agile Infusion, LLC 2007-2008

27. SP Multimedia Communications roadmap / JR

28. Scrum Workflow Key Practices Self-directed; self-organizing teams (preferably co-located) Iterative Adaptive planning Stakeholder/Customer Involvement 30-calendar day iterations 15 minute daily stand-up meeting Team measures progress daily Each iteration delivers tested, fully-functional software for demonstration Always 30-days from potential production release Sprint Retrospective Process Create a rhythm and flow Obstacles Removed Sprint Planning Sprint Review Release Backlog Planning /Retrospective Product Roadmap Business Goals © Agile Infusion, LLC 2006-2009

30. New features can be added at any time to the Product Backlog by anyone

31. Features have only a gross estimate of effort and value

32. Product Owner prioritizes the Product BacklogEach new feature is prioritized and added to the stack Features may be reprioritized at any time Features may be removed at any time Low value Features © 2004, Scott W. Ambler

33. © Agile Infusion, LLC 2006-2009 Backlog Items User Stories As a <actor>, I would like to <action>, so that <value> Attributes Size (points) – Relative Size Value ($, H/M/L) – Business value Functional area, etc. Conditions of Satisfaction

34. © Agile Infusion, LLC 2006-2009 Estimation Agile approach to estimation Separate estimates of size from estimates of duration Estimates ≠ Commitment Don’t spend too much time…it doesn’t get better Estimate Size; Derive Duration Story Points Velocity Techniques Compare Triangulate Break into Smaller Pieces Use Planning Poker

35. © Agile Infusion, LLC 2006-2009 Team Sprint Capacity and Velocity How does team get to commitment? Capacity Planning Vacations, Holidays, etc Project time commitments Productive hours/day Other commitments Velocity What is the rate at which we convert backlog items to “done” increments History, Lessons Learned, Risks, Capacity, Skills, Environment, Tools Explicit Personal and Team Commitment

36. © Agile Infusion, LLC 2006-2009 Architecture and Scrum Architecture and infrastructure work High value non-functional requirements Demonstrate ability to support features Every Sprint must deliver at least some piece of business functionality To prove that architecture or infrastructure works To prove to customer that work they value is taking place

37. © Agile Infusion, LLC 2006-2009 The Daily Scrum Scrum Master Coordinates Same place, same time daily Preferably at task board Scrum Team Members One person speaks; others listen “Since the last daily Scrum I completed..” “Today I am going to work on…” “The obstacle in my way is…” Update work remaining on tasks for burndown Not a problem-solving or design session Scrum Master reports on obstacles Chickens invited to listen and observe

38. © Agile Infusion, LLC 2006-2009 The Sprint Burndown Chart We Track Work Remaining

39. © Agile Infusion, LLC 2006-2009 New Business Driver Customer Priorities Planned Sprint Planned Sprint Planned Sprint Priorities Priorities Integrated Testing Architecture Quality Deliverable Product 30 Day Sprint 30 Day Sprint 30 Day Sprint 30 Day Sprint Customer 30 Day Sprint 30 Day Sprint 30 Day Sprint Release 100% Tested What it looks like in action Release Planning Priorities Planned Sprint Planned Sprint Planned Sprint Planned Sprint Planned Sprint Planned Sprint Planned Sprint Planned Sprint Planned Sprint Priorities Priorities Priorities © Gestalt-LLC

40. © Agile Infusion, LLC 2006-2009 Project Reporting Artifacts Product, Release, Sprint Backlogs Obstacles (Risks and Issues Report) Burndown Charts/Data (Product, Release, Sprint) Levels of Testing (Unit, Functional, User, Performance) Quality metrics (defects, tests, builds) Transparency Information Radiators Posted in team room, public areas, project wiki Should be able to quickly understand project health

41. © Agile Infusion, LLC 2006-2009 Quality Continuous Integration & Testing Strive to get continuous builds Full testing of each increment at every level possible Automate, Automate, Automate!! Defect Management Maintain high quality through each sprint Do not build the “bug mountain” Log all issues from start of project that do not get closed by end-of-day Traceability From Vision to Goals to Features to Backlog to Tasks Maintainability Quality designs, Simplicity, Fully automated Unit to Systems tests Usability Sprint by Sprint feedback and adaptation to user’s needs

42. © Agile Infusion, LLC 2006-2009 What does it mean? Significant Change to the Organization You will… Know where you are everyday Share Responsibility and Accountability Check each others work daily Collaborate and work as a team Identify and address issues and risks daily Be completely transparent This will require high levels of TRUST

43. To make SCRUM Successful Everyone in the organization should be trained CEO->employees Ideal team size 7 +/- 2 Teams become self-organized Interference from Management should be limited TRUST!

44. Scrum works because… Its philosophical underpinnings focus on empowering the development team and satisfying customers. Its managerial culture is rooted in helping others achieve their goals. Its technical tools are focused on making fact-based decisions through a learning process. When all of these factors are in place, it’s hard for Scrum not to succeed. -- Mary Poppendieck Lean and Agile development methodology expert from her foreword to “Agile Project Management with Scrum” by Ken Schwaber

45. Where can you learn more? Scrum Master Certification www.scrumalliance.org Join Yahoo Group “Scrumdevelopment” Recommended Reading Agile Project Management with Scrum Schwaber Agile Software Development with Scrum Schwaber Scrum for the Enterprise Schwaber Agile Estimation and Planning Cohn Agile Retrospectives Derby/Larsen Agile Testing Crispin/Gregory

46. Q&A What questions do you have?