The document discusses key concepts in Agile development including Scrum framework. It compares traditional waterfall model with Agile approach. Some key Scrum concepts covered are roles, events, artifacts, empirical process control, transparency, self-organizing teams. It provides details on events like daily scrum, sprint planning and retrospective. Artifacts discussed are product backlog, sprint backlog and definition of done. Traditional vs Agile success rates are also shared.
2. Traditional Development – Waterfall Vs Agile
Agile – Concepts
Scrum - Theory
Scrum - Roles
Scrum – Events
Scrum – Artifacts
3. Relay Race
Teams hand work off
to other teams as steps
are completed
BA-Dev-QA- Imp-
Support
4. Deploy
Requirement
Change
Takes Longer
Poor Visibility
Poor Quality
High RiskAnalyse Design Implement Test
DeployAnalyse Design Implement Test Short
Cycles
Early
Visibility
Better
Quality
Low
Risk
DeployAnalyse Design Implement Test
DeployAnalyse Design Implement Test
DeployAnalyse Design Implement Test
DeployAnalyse Design Implement Test
Embrace
Change
8. Ruby Approach to software
development
NOT RELAY
Team = Unit, passes Back &
Forth and takes it forward
9. “A framework within which people can address complex
adaptive problems, while productively and creatively delivering
products of the highest possible value.” – Scrum.org
Lightweight
Simple to understand
Difficult to master
Process
Technique Artefacts
Events
Roles
10. Empirical process control theory
Knowledge comes from experience
Making decisions based on what is known
Iterative, incremental approach to optimize
predictability and control risk.
Inspection
Adaptation
Transparency
11. Key aspects of the process must
be visible to those responsible for
the outcome.
Common Language
Common Definition of Done
12. Inspect Scrum Artefacts
Check the Deviation from Goal
Optimal Frequency
By skilled inspector
At Point of Work
Peer Reviews
14. Pigs:
PO
SM
Team
Chickens:
Stakeholder
Customers
Management
What will
we call it?
Ham n
Eggs
NO!
Thanks
I’d be
COMMITTED
& You’d
INVOLVED
Let’s Open
a
Restaurant
15. Maximize Value of the Product
Maintain Product Backlog
Order
Maximum Value from Team
Ensuring Team Understand the Backlog items
Delegate this work
1 Person
Not a committee
VOC
16. Scrum is understood and enacted
Team adheres to Scrum theory, practices, and
rules.
Facilitator
Servant Leader
Coach Self-organization and
cross-functionality
Removing impediments
Facilitating Scrum events
Team
Scrum Adoption
Scrum Implementations
Causing change that increases
the productivity of the Scrum
Team
Collaborate with Other SM
Organisation
Effective Product Backlog
Management
Understanding product
planning
in an empirical environment
Understanding and practicing
agility
Ensuring the PO
arrange the Product Backlog to
maximize value
PO
17. Work on creating Potentially Shippable
Increment “Done” Product
Self Organising
No Titles
No sub Teams
Accountable as a Whole
Cross Functional
Size: Optimal – 3-9
PO & SM not included
18. Create Regularity
Minimise need of meetings
All Event = TIME BOXED
Sprint duration = FIXED
All Other EVENT = END = when purpose is Achieved
Opportunity for INSPECTION & APATATION
Enable TRANPARENCY
19. Daily Scrum
Development
Work
Review
Retrospective
Planning
Heart of the SCRUM
Reduce RISK
Increase Predictability
MAX = 1 Month
MUST be Fixed
No GAP
No Change that endangers the GOAL
Scope may be refined as more is learned
CANCEL?
Only PO
GOAL = OBSELETE
20. Work to be performed in the Sprint
Collaborative work of the entire Scrum Team
MAX = 8 Hrs
Sprint Backlog
Sprint Goal
Constraints
Velocity
Product
Backlog
• The Product Owner discusses the objective
• Only the Development Team can assess what it can
accomplish
• Development Team forecasts the Product Backlog
items it will deliver in the Sprint, the Scrum Team
crafts a Sprint Goal
21. 15-minute time-boxed
To synchronize activities and create a
plan for the next 24 hours
Same time and place each day to reduce
complexity.
Inspect progress toward the Sprint Goal
Decide how it intends to work together as
a self organizing team to accomplish the
Sprint Goal and create the anticipated
Increment by the end of the Sprint
Mandatory for All Development Team
SM Ensure It Happens
What did I do
yesterday?
What will I do today ?
Impediments
improve communications
eliminate other meetings
23. End of Sprint
Inspect the Increment
Adapt the Backlog if needed
PO:
Product Backlog items “Done”
Discuss the Product Backlog as it
stands
Dev Team:
What went well, problems it
ran into, and how those
problems were solved;
demonstrates the work that
it has “Done”
All :
What to do next (Most valuable)
Review of the timeline, budget, potential capabilities, and marketplace for the next
anticipated release
24. What went well? What Could be
Improved?
Formal opportunity inspection and
adaptation.
3 hrs Time Box
After the Sprint Review But prior to the next
Sprint Planning
The Scrum Master ensures that the event
takes place
Identified improvements that it will implement in the next Sprint.
Inspect Last Sprint
People,
Relationships,
Process
Tools
Potential improvements
Action Plan
25. Scrum relies on transparency
Scrum’s artifacts represent work or value to provide transparency and
opportunities for inspection and adaptation.
Artifacts are not transparent, these decisions can be flawed,
Value may diminish and risk may increase.
The Scrum Master’s job is to work with the Scrum Team and the organization to
increase the transparency of the artifacts.
Involves learning, convincing, and change.
Transparency doesn’t occur overnight, but is a path.
26. Ordered list of everything that might be
needed in the product
Owner – PO
Never Complete , Dynamic & Evolves
Feature, Functions, Enhancements,
Fixes
Item may have attributes of –
Description,
Order,
Estimate
Value
One Product Backlog
Product Backlog refinement –
detail, estimates, order to items
Ongoing process
~10% of time
Task
Groomed User Stories
+ Story Points + AC
User Stories
- AC
Epics / User Stories
Feature Epics
Priority
27. Set of Product Backlog items selected for the Sprint
+ Plan product Increment + Sprint Goal
Enough detail that changes in progress can be understood in the Daily Scrum.
Dev Team modifies the Sprint Backlog throughout the Sprint
Emerges during the Sprint
Highly visible, real-time picture of the work that the Development Team
28. Assess when work is complete on the product Increment
Everyone must understand what “Done” mean
Vary significantly per Scrum Teams
Guides the Development Team in knowing how many Product Backlog to Pick
DoD will expand to include more stringent criteria for higher quality with
Maturity