Introduction To Agile And Scrum

Jul 16, 200863 likes1,672 views

The document introduces Agile and Scrum concepts. It discusses Scrum roles like ScrumMaster and Product Owner and the team. The Agile manifesto values individuals and interactions over processes and tools. Sprints occur over 24 hours and 2 weeks where a backlog of user stories is implemented in tasks. User stories follow a format of "As a <role> I want <goal> so that <benefit>". Metrics show Agile can increase productivity, quality, satisfaction while decreasing costs. Resources provided for learning more.

This document provides an introduction to Scrum and Agile development. It explains why the traditional waterfall model is being changed, describing how Agile methods allow for shorter development cycles with quicker feedback. It then outlines the Scrum framework, including defining the roles of product owner, scrum master, and development team. The document uses a house building analogy to illustrate how Scrum sprints can adapt to changing requirements. It also shows how user stories are broken down into tasks for sprints and how features are estimated in story points. Finally, it briefly describes key Scrum ceremonies like sprint planning, daily standups, and sprint reviews.

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Integrate Scrum and Kanban to maximize business value as early as possible by analyzing, developing, delivering, and maintaining complex products and IT services. Open ScrumBan Manifesto Delivering the finished product Over reviewing the artifacts On-demand release Over scheduled release Value flow Over following dogmas Progressive improvement Over mutation driven by Model Open ScrumBan Principles Lean Agile Implement lean thinking into agile practice, pursue value-added and eliminate waste, such as workflow, stable system, etc. Pursue system thinking, identify various systems and systems of systems, and make decisions based on context Iteration Rhythm Pursue single-piece flow, single-piece can be entered into the plan, but single-piece release is not mandatory, and batch delivery is performed at fixed intervals by default Focus on value delivery, each iteration must have an actual release increment, no longer requiring only potential release increments like Scrum Respect present Use Kanban to show the delivery value stream, and analyze improvement opportunities from the perspective of the value stream, such as lead time When starting, it is not required to immediately change the team according to any team model, and choose the roles and practice according to the situation of the team Evolutionary optimization Use evolution instead of revolution to optimize and help teams develop various practices that are suitable for them Not to tolerate the deficiencies and dysfunctions exposed by Scrum, but to combine the specific environment of different teams to find effective ways to solve them

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Scrum is an iterative agile software development method using sprints of 2-4 weeks to deliver working software. Kanban uses a pull-based scheduling system to determine production priorities and avoid overloading developers. Scrumban combines Scrum and Kanban by using Scrum's roles and meetings to maintain agility while adopting Kanban's continuous process improvement. It is suited for maintenance projects, help desk work, and projects with unpredictable requirements changes.

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At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played. He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily. For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team. This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.

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Editor's Notes

#3: My name is Robert Dempsey
#5: I&#x2019;m the CEO of ADS, a web development shop in Orlando
#6: Simple project management for agile teams
#7: Find me on Twitter
#9: The Old Way Requirements -> Design -> Implement -> Verify -> Maintain Waterfall
#10: The Old Way Requirements -> Design -> Implement -> Verify -> Maintain Waterfall
#11: The Old Way Requirements -> Design -> Implement -> Verify -> Maintain Waterfall
#12: The Old Way Requirements -> Design -> Implement -> Verify -> Maintain Waterfall
#13: The Old Way Requirements -> Design -> Implement -> Verify -> Maintain Waterfall
#14: The Old Way Requirements -> Design -> Implement -> Verify -> Maintain Waterfall
#15: Pros Find bugs early in the process Correct requirements now, less problems later (in theory) Emphasis on documentation - developers hate doing this Simple and disciplined Good for stable projects
#16: Cons Each step is not mutually exclusive Developers are usually (not) clairvoyant Documentation overhead Rigid and inflexible Stable project?!
#17: Reality Development phases overlap Software is emergent - the farther along we go the more we know &#x201C;Done&#x201D; is a moving target Flexibility is required - business requirements and the environment changes Collaboration is essential
#18: Lays out the philosophy for agile development Individuals and interactions over process and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
#19: Agile Myths Lack of discipline - &#x201C;self-managing&#x201D; = do whatever you want, when you want Lack of visibility &#x201C;That won&#x2019;t work here&#x201D;
#20: What is Agile? Group of philosophies and practices that provides the ablility to handle changing requirements Iterative development A lot of collaboration between business and developer Have self-organizing and self-managing teams Stressing leadership over management Utilizing these and a set of practices, a team gains the ability to continuously adapt.
#21: Agile Methods Extreme Programming (XP) Test Driven Development (TDD) Feature Driven Development (FDD) Behavior Driven Development (BDD) Scrum
#22: Scrum!
#23: A framework for developing complex products and systems Grounded in empirical process control theory Transparency Inspection Adaptation Three inspect and adapt points Sprint Review and Planning meetings Daily Scrum The Retrospective
#24: The Scrum Team Product Owner ScrumMaster The Team Called pigs: they have their bacon on the line
#25: Involved, but aren&#x2019;t committed Users, stakeholders (customers, vendors), managers, and business units
#26: The driving force behind the process Helps the team and organization adopt and use Scrum A leader, not a manager Roles they play: coach, teacher, and supporter
#27: Manages and controls the product backlog Responsible for the value of the work done Keeps the product backlog in priority order, visible to everyone A single person, not a committee Must have authority, and the respect of others to succeed Single point of contact for the team
#28: The ones turning product backlog items into increments of potentially shippable functionality Cross-functional: everyone that needs to be on the team to make the stories happen Self-organized: everyone contributes No job descriptions, no titles, no exceptions Sink or swim as a team Optimal team size: 7, +- 2 Team composition may change at the end of a sprint; be careful in doing so
#29: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#30: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#31: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#32: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#33: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#34: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#35: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#36: Product Backlog Managed by the Product Owner Evolves along with the product and the environment Master list of all functionality desired in the product Includes all features, functions, technologies, enhancements, and bug fixes Requirements are typically written in user story format
#37: User Stories How we write our requirements From the user perspective
#38: User Stories
#39: Product Backlog Sorted in order of priority Requirements never stop changing Minimize work: add fine-grained detail to the highest priority items (for the next few sprints)
#40: Release Planning Purpose: establish a plan and goals that everyone can understand and communicate Establishes The goals of the release The highest priority Product Backlog items The major risks Overall features and functionality that the release will contain Probable delivery date and cost if nothing changes Composed of Sprints that deliver increments of the product, starting with the most valuable and most risky Once enough increments are completed, release! Most planning is done at the beginning of a release
#41: Sprint Sprint: 1-4 week block of time; all sprints are the same length Protected by the ScrumMaster - no changing once it's started Sprint Planning Meeting When the iteration is planned Max 8 hours for a one-month sprint, or 5% of the total Sprint length Two parts
#42: Sprint Planning Meeting: Part 1 - What 4 hours The Product Owner and Team mutually determine what functionality will go into the Sprint Considers the Product Backlog, the latest increment, team capacity, and past performance of the team Only the team can say what they can accomplish in the upcoming Sprint Sprint Goal: the purpose statement of the Sprint, the "why"
#43: Sprint Planning Meeting: Part 2 - How 4 hours Team determines how it will deliver a "done" increment Identification of tasks - where the details are A single task should take no more than one day Sprint backlog - the list of tasks Team self-organizes to assign and do the work Negotiation between the Team and the Product Owner happens here
#44: Sprint Backlog All of the tasks required to turn Product Backlog items into "done" increments Break each user story down so that changes in progress can be understood in the Daily Scrum Modified during the Sprint as-needed Tasks are added and removed if unnecessary Tasks are estimated in hours, by the Team Only the Team can change the Sprint Backlog during a Sprint Highly-visible and real-time
#45: Sprint Backlog All of the tasks required to turn Product Backlog items into "done" increments Break each user story down so that changes in progress can be understood in the Daily Scrum Modified during the Sprint as-needed Tasks are added and removed if unnecessary Tasks are estimated in hours, by the Team Only the Team can change the Sprint Backlog during a Sprint Highly-visible and real-time
#46: Sprint Backlog All of the tasks required to turn Product Backlog items into "done" increments Break each user story down so that changes in progress can be understood in the Daily Scrum Modified during the Sprint as-needed Tasks are added and removed if unnecessary Tasks are estimated in hours, by the Team Only the Team can change the Sprint Backlog during a Sprint Highly-visible and real-time
#47: Sprint Backlog All of the tasks required to turn Product Backlog items into "done" increments Break each user story down so that changes in progress can be understood in the Daily Scrum Modified during the Sprint as-needed Tasks are added and removed if unnecessary Tasks are estimated in hours, by the Team Only the Team can change the Sprint Backlog during a Sprint Highly-visible and real-time
#48: Sprint Backlog All of the tasks required to turn Product Backlog items into "done" increments Break each user story down so that changes in progress can be understood in the Daily Scrum Modified during the Sprint as-needed Tasks are added and removed if unnecessary Tasks are estimated in hours, by the Team Only the Team can change the Sprint Backlog during a Sprint Highly-visible and real-time
#49: Sprint Backlog All of the tasks required to turn Product Backlog items into "done" increments Break each user story down so that changes in progress can be understood in the Daily Scrum Modified during the Sprint as-needed Tasks are added and removed if unnecessary Tasks are estimated in hours, by the Team Only the Team can change the Sprint Backlog during a Sprint Highly-visible and real-time
#50: Sprint Burndown Graph showing the amount of Sprint Backlog work remaining Variable of interest: work remaining and date
#51: Daily Scrum 15-minute standup The Team is responsible for having the meeting The ScrumMaster ensures it happens, and that it stays short 3 questions Goals Improve communication Eliminate other meetings Identify and remove impediments Highlight and promote quick decision making Improve everyone's knowledge
#52: Daily Scrum 15-minute standup The Team is responsible for having the meeting The ScrumMaster ensures it happens, and that it stays short 3 questions Goals Improve communication Eliminate other meetings Identify and remove impediments Highlight and promote quick decision making Improve everyone's knowledge
#53: Increment Potentially shippable software: the Product Owner may decide to put it into production Bug free, tested, clean code Must work with everything already in place This is where regression testing and continuous integration servers come in
#54: Sprint Review 4-hour meeting for a one-month Sprint, or 5% of the total length of the sprint The Scrum Team and stakeholders collaborate on what was done Based on the feedback and changes to the Product Backlog during the Sprint, they collaborate about what to do next Informal meeting intended to foster collaboration Product Owner - tells what has/hasn't been done Team - discusses what went well, what problems they ran into, and what they did to resolve them Team - demos what's been done, and answers questions Product Owner - discusses the Product Backlog as it stands Group - collaborates on what to do next
#55: Release Burndown Graph showing the Product Backlog estimated effort remaining across time Product Backlog estimates are reviewed and revised Keep in mind: the Team is responsible for all estimates
#56: Sprint Retrospective Held between the Sprint Review and the next Sprint Planning meeting 3 hours max ScrumMaster encourages the Team to revise their development process to become more effective Purpose: inspect how the last Sprint went in regards to people, relationships, processes and tools Identify and prioritize the major items that went well, and those that didn't - discuss how they can be done better Discuss: team composition, meeting arrangements, tools, definition of "done" Result: actionable improvement measures
#57: Rinse and Repeat The process begins anew
#58: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#59: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#60: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#61: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#62: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#63: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#64: Scrum Overview Product backlog -> release planning -> sprint (daily scrum) -> increment -> sprint review -> sprint retrospective
#65: Results of Agile Adoption - Agile Survey (2/08) 642 respondents 82% increased productivity
#67: Results of Agile Adoption - Agile Survey (2/08) 77% increased quality
#69: Results of Agile Adoption - Agile Survey (2/08) 78% increased stakeholder satisfaction
#71: Results of Agile Adoption - Agile Survey (2/08) 37% decreased costs
#73: Compelling arguments for at least giving it a try
#74: Compelling arguments for at least giving it a try
#75: Compelling arguments for at least giving it a try
#76: Compelling arguments for at least giving it a try
#77: Additional Information Scrum Lunch and Learn
#78: Additional Information Agile Development with Scrum

Introduction To Agile And Scrum

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Editor's Notes