Agile

An
Introduction to
Agile SCRUM Methodology

PresumptionsPresumptions
The audience is well aware of traditional
software development methodologies like
Waterfall Model, Iterative models, etc.

AgendaAgenda
 Introduction
 What is Agile Methodology?
 What is Scrum?
 History of Scrum
 Functionality of Scrum
 Components of Scrum
 Scrum Roles
 The Process
 Scrum Artifacts
 Scaling Scrum
 Q & A Session

IntroductionIntroduction
Classical methods of software development have
many disadvantages:
 huge effort during the planning phase
 poor requirements conversion in a rapid changing
environment
 treatment of staff as a factor of production
 New methods:
Agile Software Development Methodology

What is Agile ?What is Agile ?
 Agile proponents believe
 Current software development processes are too
heavyweight or cumbersome
 Too many things are done that are not directly related to
software product being produced
 Current software development is too rigid
 Difficulty with incomplete or changing requirements
 Short development cycles (Internet applications)
 More active customer involvement needed
 CMM focuses on process

Contd…Contd…
 Agile methods are considered
 Lightweight
 People-based rather than Plan-based
 Several agile methods
 No single agile method
 XP most popular
 No single definition
 Agile Manifesto closest to a definition
 Set of principles
 Developed by Agile Alliance

Agile ManifestoAgile Manifesto
A Statement of Values
 Individuals and interactions over processes and
tools
 Working software over comprehensive
documentation
 Customer collaboration over contract negotiation
 Responding to change over following a plan
 http://www.agilemanifesto.org

Agile MethodsAgile Methods
 Agile methods:
 Scrum
 Extreme Programming
 Adaptive Software Development (ASD)
 Dynamic System Development Method (DSDM)
 …
 Agile Alliance (www.agilealliance.org)
 A non-profit organization promotes agile
development

Scrum in 100 wordsScrum in 100 words
Scrum is an agile process that allows us to focus on
delivering the highest business value in the shortest
time.
It allows us to rapidly and repeatedly inspect actual
working software (every two weeks to one month).
The business sets the priorities. Our teams self-manage
to determine the best way to deliver the highest
priority features.
Every two weeks to a month anyone can see real working
software and decide to release it as is or continue to
enhance for another iteration.

History of ScrumHistory of Scrum
 1995:
 analysis of common software development processes  not suitable for empirical,
unpredictable and non-repeatable processes
 Design of a new method: Scrum by Jeff Sutherland & Ken Schwaber
 Enhancement of Scrum by Mike Beedle & combination of Scrum with Extreme
Programming
 1996:
introduction of Scrum at OOPSLA conference
 2001:
publication “Agile Software Development with Scrum” by
Ken Schwaber & Mike Beedle
 Successful appliance of Scrum in over 50 companies
Founders are members in the Agile Alliance

CharacteristicsCharacteristics
 Self-organizing teams
 Product progresses in a series of month-long “sprints”
 Requirements are captured as items in a list of
“product backlog”
 No specific engineering practices prescribed
 Uses generative rules to create an agile environment
for delivering projects
 One of the “agile processes”

How Scrum Works?How Scrum Works?

SprintsSprints
 Scrum projects make progress in a series of
“sprints”
 Analogous to XP iterations
 Target duration is one month
 +/- a week or two
 But, a constant duration leads to a better
rhythm
 Product is designed, coded, and tested during
the sprint

Sequential vs. Overlapping Dev.Sequential vs. Overlapping Dev.
Requirements Design Code Test

No changes during the sprintNo changes during the sprint
SprintInputs Tested Code
Change
 Plan sprint durations around how long you
can commit to keeping change out of the
sprint

Scrum FrameworkScrum Framework
 Roles : Product Owner, ScrumMaster, Team
 Ceremonies : Sprint Planning, Sprint Review,
Sprint Retrospective, & Daily Scrum Meeting
 Artifacts : Product Backlog, Sprint Backlog,
and Burndown Chart

Product OwnerProduct Owner
 Define the features of the product
 Decide on release date and content
 Be responsible for the profitability of the
product (ROI)
 Prioritize features according to market value
 Adjust features and priority every iteration, as
needed
 Accept or reject work results.

The Scrum MasterThe Scrum Master
 Represents management to the project
 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

Scrum TeamScrum Team
 Typically 5-10 people
 Cross-functional
 QA, Programmers, UI Designers, etc.
 Members should be full-time
 May be exceptions (e.g., System Admin, etc.)
 Teams are self-organizing
 What to do if a team self-organizes someone off the team??
 Ideally, no titles but rarely a possibility
 Membership can change only between sprints

CeremoniesCeremonies
 Sprint Planning Meeting
 Sprint
 Daily Scrum
 Sprint Review Meeting

Spring Planning MeetingSpring Planning Meeting
Sprint Planning
Meeting
Product Backlog
Team Capabilities
Business Conditions
Technology
Current Product
Sprint Backlog
ProductO
wner
Scrum
Team
M
anagem
ent
Custom
ers
Sprint Goal

Parts of Sprint Planning MeetingParts of Sprint Planning Meeting
 1st
Part:
 Creating Product Backlog
 Determining the Sprint Goal.
 Participants: Product Owner, Scrum Master,
Scrum Team
 2nd
Part:
 Participants: Scrum Master, Scrum Team
 Creating Sprint Backlog

Pre-Project/Kickoff MeetingPre-Project/Kickoff Meeting
 A special form of Sprint Planning Meeting
 Meeting before the begin of the Project

SprintSprint
 A month-long iteration, during which is
incremented a product functionality
 NO outside influence can interfere with the
Scrum team during the Sprint
 Each Sprint begins with the Daily Scrum
Meeting

Daily ScrumDaily Scrum
 Parameters
 Daily
 15-minutes
 Stand-up
 Not for problem solving
 Three questions:
1. What did you do yesterday
2. What will you do today?
3. What obstacles are in your way?
 Chickens and pigs are invited
 Help avoid other unnecessary meetings
 Only pigs can talk

Daily ScrumDaily Scrum
 Is NOT a problem solving session
 Is NOT a way to collect information about
WHO is behind the schedule
 Is a meeting in which team members make
commitments to each other and to the Scrum
Master
 Is a good way for a Scrum Master to track the
progress of the Team

Scrum FAQsScrum FAQs
 Why daily?
 “How does a project get to be a year late?”
 “One day at a time.”
 Fred Brooks, The Mythical Man-Month.
 Can Scrum meetings be replaced by emailed status
reports?
 No
 Entire team sees the whole picture every day
 Create peer pressure to do what you say you’ll do

Sprint Review MeetingSprint Review Meeting
 Team presents what it
accomplished during the sprint
 Typically takes the form of a
demo of new features or
underlying architecture
 Informal
 2-hour prep time rule
 Participants
 Customers
 Management
 Product Owner
 Other engineers

Sprint Retrospective MeetingSprint Retrospective Meeting
 Scrum Team only
 Feedback meeting
 Three questions
 Start
 Stop
 Continue
 Don’t skip for the first 5-6 sprints!!!

Product BacklogProduct Backlog
 A list of all desired work on the project
 Usually a combination of
 story-based work (“let user search and
replace”)
 task-based work (“improve exception
handling”)
 List is prioritized by the Product Owner
 Typically a Product Manager, Marketing, Internal
Customer, etc.

Product BacklogProduct Backlog
 Requirements for a system, expressed as a
prioritized list of Backlog Items
 Is managed and owned by a Product Owner
 Spreadsheet (typically)
 Usually is created during the Sprint Planning
Meeting
 Can be changed and re-prioritized before
each PM

Sample Product BacklogSample Product Backlog

From Sprint Goal to Sprint BacklogFrom Sprint Goal to Sprint Backlog
 Scrum team takes the Sprint Goal and
decides what tasks are necessary
 Team self-organizes around how they’ll meet
the Sprint Goal
 Manager doesn’t assign tasks to individuals
 Managers don’t make decisions for the team
 Sprint Backlog is created

Sprint Backlog during the SprintSprint Backlog during the Sprint
 Changes
 Team adds new tasks whenever they need to in
order to meet the Sprint Goal
 Team can remove unnecessary tasks
 But: Sprint Backlog can only be updated by the
team
 Estimates are updated whenever there’s new
information

Sprint BacklogSprint Backlog
 A subset of Product Backlog Items, which
define the work for a Sprint
 Is created ONLY by Team members
 Each Item has it’s own status
 Should be updated every day

Sprint BacklogSprint Backlog
 No more than 300 tasks in the list
 If a task requires more than 16 hours, it
should be broken down
 Team can add or subtract items from the list.
Product Owner is not allowed to do it

Sample Sprint BacklogSample Sprint Backlog

Sprint Burn down ChartSprint Burn down Chart
 Depicts the total Sprint Backlog hours
remaining per day
 Shows the estimated amount of time to
release
 Ideally should burn down to zero to the end of
the Sprint
 Actually is not a straight line
 Can bump UP

Information RadiatorInformation Radiator
"Two characteristics are key to a good
information radiator. The first is that the
information changes over time. This makes it
worth a person's while to look at the display...
The other characteristic is that it takes very
little energy to view the display."

Sprint Burndown ChartSprint Burndown Chart
Progress
752 762
664
619
304
264
180
104
200
100
200
300
400
500
600
700
800
900
5/3/2002
5/5/20025/7/2002
5/9/2002
5/11/2002
5/13/2002
5/15/2002
5/17/2002
5/19/2002
5/21/2002
5/23/2002
5/25/2002
5/27/2002
5/29/2002
5/31/2002
Date
RemainingEffortinHours

Release Burndown ChartRelease Burndown Chart
 Will the release be done on right time?
 X-axis: sprints
 Y-axis: amount of hours remaining
 The estimated work remaining can also burn
up

Product Burndown ChartProduct Burndown Chart
 Is a “big picture” view of project’s progress (all
the releases)

Scalability of ScrumScalability of Scrum
 A typical Scrum team is 6-10 people
 Jeff Sutherland - up to over 800 people
 "Scrum of Scrums" or what called "Meta-
Scrum“
 Frequency of meetings is based on the
degree of coupling between packets

Scalability of ScrumScalability of Scrum

Pros/ConsPros/Cons
 Advantages
 Completely developed
and tested features in
short iterations
 Simplicity of the
process
 Clearly defined rules
 Increasing productivity
 Self-organizing
 each team member
carries a lot of
responsibility
 Improved
communication
 Combination with
Extreme Programming
 Drawbacks
 “Undisciplined hacking”
(no written
documentation)
 Violation of
responsibility
 Current mainly carried
by the inventors

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