scrum an agile methodology
TRANSCRIPT
ScrumAn agile methodology
XAMIN Team
Zahra Golmirzaei
IST 2014, Tehran
Content
› SDM definition
› Review traditional SDM
› Agile methodology– Definition
– Type
› Scrum – roles
– Artifacts
– Process
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SDM
› Software Development Methodology
› A framework that is used to structure, plan, and control the process of developing an information system
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SDM
› Software Development Methodology
› A framework that is used to structure, plan, and control the process of developing an information system
› How to develop a software?– Just code and fix
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SDM
› Software Development Methodology
› A framework that is used to structure, plan, and control the process of developing an information system
› How to develop a software?– Just code and fix
› No overhead , Requires little expertise
› No process, QC, Highly risky
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1950s Code & fix
SDM
› Software Development Methodology
› A framework that is used to structure, plan, and control the process of developing an information system
› How to develop a software?– Design, Code, Test, Maintain
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1950s Code & fix
1960s Design-code-test-Maintain
SDM
› Software Development Methodology
› A framework that is used to structure, plan, and control the process of developing an information system
› Software Development Life Cycle
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1950s Code & fix
1960s Design-code-test-Maintain
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SDM
› Software Development Methodology
› A framework that is used to structure, plan, and control the process of developing an information system
› Software Development Life Cycle– Waterfall
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1950s Code & fix
1960s Design-code-test-Maintain
1970s Waterfall model
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Waterfall model
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Waterfall model
You don’t realize any value until the end of the project
You leave the testing until the end
You don’t seek approval from the stakeholders until late in the day
changes
Takes too long
skipped
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Waterfall model
SDM
› Software Development Methodology
› A framework that is used to structure, plan, and control the process of developing an information system
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1950s Code & fix
1960s Design-code-test-Maintain
1970s Waterfall model
1980s Spiral Model
1990sV-model/Rapid applicationdevelopment
2000s Agile methods
SDM- RUP
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RUP
› Inception: defining the scope and objectives of the project, as
› well as the business case
› Elaboration: capturing the crucial requirements, developingand validating the architecture of the software system, andplanning the remaining phases of the project
› Construction: implementing the system in an iterative andincremental fashion based on the architecture developed inthe
› previous phase
› Transition: testing and releasing the system
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SDM
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RUP Waterfall Spiral
SDM
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RUP Waterfall Spiral
Agile methodology
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What is agile
› Agile – readiness for motion, nimbleness, activity, dexterity in motion
› Agility– The ability to both create and respond to change in order to profit in a turbulent business environment
– Companies need to determine the amount of agility they need to be competitive
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Agile method
› The aim of agile methods is to reduce overheads in thesoftware process (e.g. by limiting documentation) and tobe able to respond quickly to changing requirementswithout excessive rework
› Light Weighted methodology
› Small to medium sized teams
› One of the most common methodologies
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Agile manifesto
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http://agilemanifesto.org/
http://agilemanifesto.org/iso/pr/
The principles of agile methods
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Principle Description
Customer involvement Customers should be closely involved throughout the
development process. Their role is provide and prioritize new
system requirements and to evaluate the iterations of the
system.
Incremental delivery The software is developed in increments with the customer
specifying the requirements to be included in each increment.
People not process The skills of the development team should be recognized and
exploited. Team members should be left to develop their own
ways of working without prescriptive processes.
Embrace change Expect the system requirements to change and so design the
system to accommodate these changes.
Maintain simplicity Focus on simplicity in both the software being developed and
in the development process. Wherever possible, actively work
to eliminate complexity from the system.
Agile characteristic
› Iterative
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Agile characteristic
› Iterative
› Incremental
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Agile characteristic
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Agile characteristic
› Iterative
› Incremental
› self organize
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Agile benefits
› Faster time to market
› Minimize risk (short iteration)
› Reduce overhead
› Agile team
› Better response to customer requirement
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Agile challenges
› Keep the interest of customers
› Team members
› Prioritizing changes can be difficult where there are multiple stakeholders.
› Maintaining simplicity requires extra work.
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Agile Methods
› Agile methods:– Scrum
– Extreme Programming (XP)
– Adaptive Software Development (ASD)
– Dynamic System Development Method (DSDM)
– …
› Agile Alliance– A non-profit organization promotes agile development
› http://www.agilealliance.org/
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Scrum
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Why Talk About Scrum?
› Popular
› Powerful
› Easy to learn
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Scrum has been used by:• Microsoft
• Yahoo
• Amazon
• Electronic Arts
• High Moon Studios
• Lockheed Martin
• Philips
• Siemens
• Nokia
• Capital One
• Intuit
• Intuit
• Nielsen Media
• First American Real Estate
• BMC Software
• Ipswitch
• John Deere
• Lexis Nexis
• Sabre
• Salesforce.com
• Time Warner
• Turner Broadcasting
• Oce
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Scrum
› SCRUM is an agile, lightweight process for managing and controlling software and product development in rapidly changing environments.
– Iterative, incremental process– Team-based approach– developing systems/ products with rapidly changing requirements
– Controls the chaos of conflicting interest and needs– Improve communication and maximize cooperation– Protecting the team form disruptions and impediments– A way to maximize productivity
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Requirements Design Code Test
Time
Scrum Overview
Requirements Design Code Test
Time
Rather than doing all of one thing at a time...
Scrum teams do a little of everything all the time
Shippable
Scrum Overview
Scrum Framework
Roles
Product Owner
Scrum Master
Team
Artifacts
Product backlog
Sprint Backlog
Burn Down Charts
Ceremonies
Sprint Planning
Sprint Review
Sprint Retrospective
Daily Scrum Meeting
Scrum Roles
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Product Owner
› What is the essence of the product owner role?– a product owner should own the product on behalf of the company.
– You can think of the product owner as the individual who champions the product
– who facilitates the product decisions
– and who has the final say about the product,
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Product Owner
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Scrum Master
› Responsible for enacting Scrum values and practices
› Removes impediments
› Ensure that the team is fully functional and productive
› Enable close cooperation across all roles and functions
› Shield the team from external interferences
› A Scrum Master should never be the Product owner
Team
› Typically 7 people (+/- 2)
› Cross-functional
› self-organizing
› Membership should change only between sprints
› Turns the product backlog into increments of potentially shippable functionality
› Show the deliverables to the product owner
Role; The Scrum Team
Scrum Teams are self-organizing and cross-functional. The team model in Scrum is designed to optimize 1. Flexibility2. Creativity3. productivity.
Scrum Team
Scrum Roles
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Scrum Framework
Roles
Product Owner
Scrum Master
Team
Artifacts
Product backlog
Sprint Backlog
Burn Down Charts
Ceremonies
Sprint Planning
Sprint Review
Sprint Retrospective
Daily Scrum Meeting
Scrum Process
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Decision level
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Product vision board
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Product Roadmap
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Product Roadmap
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Product Roadmap
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Product backlog
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Product Backlog Item, PBI
A Product Backlog is a list of top-level requirements that are usually associated with a single Project or Product.
Product Backlog
› Is the list of requirements per product.
› Is dynamic and in constantly evolution. (alive document)
› Prioritized by the product owner
– Risk, value, and necessity.
› Reprioritized at the start of each sprint.
› Product Backlogs items are usually stated as user stories.
› Should take around 10% of each sprint to review the product backlog
Product Backlog
Backlog item Estimate
Allow a guest to make a reservation 3
As a guest, I want to cancel a reservation. 5
As a guest, I want to change the dates of a reservation. 3
As a hotel employee, I can run RevPAR reports (revenue-
per-available-room)8
Improve exception handling 8
... 30
... 50
Product backlog
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Product backlog
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Product backlog
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Theme
Epic
User Story
User Story
User Story
Epic
User Story
User Story
PBI
Theme
Epic
User Story
User Story
User Story
Epic
User Story
User Story
PBI
Themes- very top-level requirements or objectives e.g. A new website
Epics – very large user stories e.g. A new website section
Theme
Epic
User Story
User Story
User Story
Epic
User Story
User Story
PBI
Theme
Epic
User Story
User Story
User Story
Epic
User Story
User Story
PBI
User Stories – an Independent, Negotiable, Valuable, Estimatable, Small, Testable (“INVEST”) piece of functionalitywhich are short, simple descriptions of the desired functionality told from perspective of the user
Theme
Epic
User Story
User Story
User Story
Epic
User Story
User Story
Feature
Bug
Technical work
Knowledge acquisition
PBI
User Stories – an Independent, Negotiable, Valuable, Estimatable, Small, Testable (“INVEST”) piece of functionalitywhich are short, simple descriptions of the desired functionality told from perspective of the user
Product Backlog Sample
User story
› User story essentials
› Telling stories about the user experience
› Mapping user stories based on experience– using this useful template:
As a [type of user]
I want to [perform some task]
so that I can [reach some goal]
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Product Backlog
Product Backlog Item, PBI
A Product Backlog is a list of top-level requirements that are usually associated with a single Project or Product.
Sprint backlog
› Consists of the tasks the Team performs to turn Product Backlog items into a “done” increment.
› It is developed during the Sprint Planning Meeting.
› It is all of the work that the Team identifies as necessary to meet the Sprint goal.
› One day or less is a usual size for a Sprint Backlog item that is being worked on.
› Only the Team can change its Sprint Backlog during a Sprint
Tasks Estimate Assignee Sat Sun Mon Tue Wed Thurs
Code the user interface 16 8 4 4
Code the middle tier 50 16 12 10 4
Test the middle tier 40 6 7 9 11 8
Write online help 20 12
Write the food class 36 6 6 6 6 6 6
Add error logging 10 6 3
…. ..
Sprint Burn Down Chart
› Is a graph of the amount of Sprint Backlog work remaining in a Sprint across time in the Sprint
Hours
40
30
20
10
0Mon Tue Wed Thu Fri
50
Sprint Burn Down Chart
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time
74
time
75
time
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time
Below each activity, or large story are the child stories that make it up
necessity
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time
necessity
task
sub-tasks or
task details
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time
optionalit
ynecessary
less
optional
more
optional
first release
second release
third release
Scrum Process
Sprint
1- Sprint Planning Meeting (2-4 Hours)Part One: What will be done this Sprint?Part Two: How will the chosen work get done?
1
2- Daily Scrum Meeting (15 m)What has been accomplished since the last meeting?What will be done before the next meeting?What obstacles are in the way?
2
3 - Sprint Review (1-2 Hours)Release “Done” Backlog
3
4 - Sprint Retro (1-2 Hours)
4
Sprint Planning Meeting
Sprint PlanningMeeting
Product Backlog
Team Capabilities
Business Conditions
Technology
Current Product
Sprint Backlog
Sprint Goal
We should use 5% of our sprint time on this.At most workplaces, 10% of the sprint is time boxed for this meeting.
Daily Scrum
15 minutes
What have you done since the last meeting
What will you do before next meeting
What is in your way
Decisions
Do not digress beyond
answering the three questions
Product owner gives updates
Sprint review meeting tasks
Scrum Master
• Set the Agenda
• Project reporting
• Snapshot of sprint retrospect
• Address the stake holders
Team
• Present the product increment
• Present individual stories
• For every story –demo development, QA and documentation
Product owner
• Evaluate functionality
• Confirm the stories that have fulfilled the DONE criteria
• Include surprises (if any)
Sprint Retrospective
What worked well
What did not go well
Take away
Typical Sprint
Sprint Planning & Retrospective
Sprint work
Sprint Review
Backlog refinement
10%
80%
5%
5%
2 weeks
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Product Owner Responsibilities
Organize the backlog into incremental releases
Specify objective acceptance criteria for stories
• Communicate Business Goals, Customer Goals, End User Goals
• Coordinate involvement of SMEs, users, and business stakeholders
• Coordinate with other product owners to insure coherence of product and releases
Create and maintain the product backlog
Participate daily
Be available to answer questions and clarify details on user stories
Verify stories are done based on acceptance criteria
Evaluate product at end of Sprint and add or remove stories from backlog as necessary
Definition of “Done”
This is the “Definition of Done” for the Scrum Team and is used to assess when work is complete on the product Increment.
Although this varies significantly per Scrum Team, members must have a shared understanding of what it means for work to be complete, to ensure transparency.
PO Challenges
Partial PO PO Committee
Proxy PO
Underpowered PO
ProductOwnerHierarchy
Scrum of Scrums / Meta-Scrum
Scrum Master Product OwnerScrum team member
When to use
› requirements are not clearly defined.
› work is delivered in increments
› work is measured and controlled
› productivity is maximized by applying known technologies
› organizations are willing to do anything and everything for a project to succeed
› project is important and no one has confidence that any existing approach will work.
› control and management is Empirical
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When to avoid
› there isn’t a flexible environment
› corporate culture isn’t conducive to this of development environment
› teams of developers are more than 10. Six is ideal.
› Cost is a major issue
› No management support
› No formal training available
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Ref
› Mike Cohn, User Stories Applied: For Agile Software Development, 2004
› Mike Cohn , Succeeding with Agile : Software Development Using Scrum, 2009
› Iian Goldstein, Scrum Shortcuts without Cutting Corners: Agile Tactics, Tools, & Tips, 2013
› Kenneth S. Rubin, Essential Scrum: A Practical Guide to the Most Popular Agile Process, 2012
› Rachel Davies, Liz Sedley, Agile Coaching, 2009
Ref
› http://scrummethodology.com/
› https://www.scrumalliance.org
› https://www.scrum.org/
› http://www.romanpichler.com/blog/
Thanks for your attention
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