introduction to agile and scrum innotech

Solutions that make sense of telecom & cable pricing information™Solutions that make sense of telecom & cable pricing information™

Introduction to Agile and SCRUM

Joe Vallone

Dir. Engineering/IT

Telogical Systems


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


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

Research

Web Page Request

System Pulls Web Page Off Internet

Find Changes in Product and Pricing

Information

Display Changes to Research


© 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


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


Values of Agile Development

• Individuals and interactions

• Working software• Customer

collaboration• Responding to

change

• Processes and tools

• Comprehensive documentation

• Contract negotiation

• Following a plan

Agile Manifesto 2001, www.agilealliance.org



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



Waterfall Model – The bad Old’ Days

Maintenance

Verification

Design

Requirements

Implementation


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

Solutions that make sense of telecom & cable pricing information™Solutions that make sense of telecom & cable pricing information™© Agile Infusion, LLC 2007-2009

Key Scrum Roles and Responsibilities

ScrumMaster

Product Owner

Team

► Defines the features of the product, decides on release date and content

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

► Prioritizes features according to market and/or user value► Can change features and priority every 30 days► Accepts or rejects work results

► Cross-functional, seven plus/minus two members► Selects the iteration goal and specifies work results► Has the right to do everything within the boundaries

of the project guidelines to reach the iteration goal► Organizes itself and its work► Demos work results to the end-user and stakeholders

► Ensures that the team is fully functional and productive► Enables close cooperation across all roles and functions

and removes barriers► Shields the team from external interferences► Ensures that the process is followed. Invites to daily

scrum, iteration review and planning meetings


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



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!"


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."



Primary Goal of Scrum

Iteration “Sprint” (time-box)(2-4 weeks)

“DONE”

http://www.cfisoft.com/pads/stylepad.gif

Solutions that make sense of telecom & cable pricing information™Solutions that make sense of telecom & cable pricing information™SP Multimedia Communications roadmap / JR



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

Release Backlog

Sprint Review

Sprint Planning

Planning /Retrospective

Business Goals

Product Roadmap

Obstacles Removed


The Product Backlog

Each Sprint implements the highest value features

Each new feature isprioritized and added to the stack

Features may beremoved at any time

Features may bereprioritized at any time

Highvalue

Lowvalue

Features

© 2004, Scott W. Ambler

• All possible system features are captured in a prioritized list – the Product Backlog

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

• Features have only a gross estimate of effort and value

• Product Owner prioritizes the Product Backlog


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


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


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


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


The Sprint Burndown Chart

We Track

Work Remaining


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


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

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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!


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


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

http://www.scrumalliance.org/


Q&A

• What questions do you have?

introduction to agile and scrum innotech

Documents

agile values

scrum teams

weeksdone agile infusion

rugby scrum

scrum workf

agile terminologyagile

pigseach scrum team

daily scrum meetings