Transcript
Scrum in One DayAlexandre Cuva
Coach Agile, LTM3, CSM, CSPO, HSPTPPMDay Bucharest 2012
Practical Stuff
Alexandre Cuva
Email : alexandre.cuva@gmail.comTwitter: @cuvaalexBlog: http://agile-alexcuva.blogspot.com/Phone: +41 78 715 8309
Organizational Coaching (Management 3.0, Scrum)
Team Coaching (Scrum, XP, Kanban)
Technical Coaching (TDD, BDD, C#, Java, Groovy)
Agile Training (Management 3.0, Agile, Scrum, XP)
Observation
The complexity is growing fast
Observation
The current standard management system, does not provide satisfaction to all.
“Organizations can become learning networks of diverse individuals creating value, and the role of leaders should include the stewardship of the living rather than the management of the machine.”
http://www.stoosnetwork.org
Agile OverviewAgile Tree
Source: Coaching Agile Teams by Lyssa Adkins
Practices
Principles Values
Profit
Agile OverviewAgile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it.Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
Source: Agile Manifesto : http://www.agilemanifesto.org
Agile OverviewAgile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
7. Working software is the primary measure of progress.8. Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely.9. Continuous attention to technical excellence and good design enhances
agility.10. Simplicity--the art of maximizing the amount of work not done--is essential.11. The best architectures, requirements, and designs emerge from self-
organizing teams.12. At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.
Source: Agile Manifesto : http://www.agilemanifesto.org
SCRUM OVERVIEWLearning Framework
Scrum OverviewScrum three Pillars
Transparency Inspection Adaptation
Scrum Flow
Product Backlog
Sprint Planning 1
SprintPlanning 2
Selected Product Backlog
SprintBacklog
Review Meeting Daily Scrum
Retrospective
Vision
SCRUM ARTIFACTSScrum a Learning Framework
Business Solutions
Scrum ArtifactsVelocity
the amount of product backlog that a team can handle in one single sprintQuantified in story pointsStory point is an arbitrary measure to quantify the required effort to finish an user story. Namely, how hard the story is. Loosely based on Fibonacci series.
Business Solutions
Scrum ArtifactsProduct BurnUp
Display work delivered so far in the release to predict whether the release date will be met (extrapolation)
Scrum ArtifactsProduct Release Burndown
Scrum ArtifactsSprint Backlog
The Sprint Backlog defines the work the Development Team will perform to turn Product Backlog items into a “Done” Increment. The Sprint Backlog makes visible all of the work that the Development Team identifies as necessary to meet the Sprint Goal.As new work is required, the Development Team adds it to the Sprint Backlog.As work is performed or completed, the estimated remaining work is updated. When elements of the plan are deemed unnecessary, they are removed. Only the Development Team can change its Sprint Backlog during a Sprint.
Scrum ArtifactsSprint Burndown
Scrum ArtifactsScrum Board
Business Solutions
Scrum ArtifactsDefinition of done
When can a story be considered as “done” and accepted?
Done defines what the Team means when it commits to “doing” a Product Backlog item in a Sprint.
Exit criteria must be defined in advance for every individual User story at the sprint planning. E.g.:
• Release (baseline created): label submission• Code Review conducted• Unit Tests successfully run and integrated with the CI system• Code coverage and static analysis done• Verified• Tests for regression automated and successful• Demo to the Product Owner for acceptance• User, API and Design documents completed
Lingo term in the Agile religion for “done”: “sashismi”
USER STORIESLearning Framework
User StoriesWhat is a User Story
A user story describes functionality that will be valuable to either a user or purchaser of a system or software.
User stories are composed of three aspects:• A written description of the story used for planning and as a reminder• Conversations about the story that serve to flesh out the details of the story• Test that convey and document details and that can be used to determine when a
story is complete
User StoriesEpics, Themes and User Stories
User Stories
Themes
Epics
User StoriesAttributes of a good user story
IndependentAvoid introducing dependencies cause this can lead to prioritization, estimating and planning problems
NegotiableStories are short descriptions of functionality, the details of which are to be negotiated with the customer. Important details shall be annotated as they surface
Valuable to users or customersAvoid stories that only are valuable for developersHave the customer user or their representative write the stories
EstimableIf there are lack of knowledge, make a spike to gather further info
SmallSplit stories (or combine them) into the right size
TestableDevelopers must be able of determine when they are DONE
User StoriesThe three aspect of user stories
• Stories are traditionally written on note cards
• Cards may be annotated with estimates, notes, etc.
Card
• Details behind the story come out during conversations between stakeholders, product owner and team
Conversation
• Acceptance tests confirm that the story was coded correctlyConfirmation
Business Solutions
User StoriesFormat
User StoriesExamples of user stories
As a surfer, I want to ride the
wave so that I will have great fun.
As a trader, I want open a
position, so I can short a EURUSD
pair.
Retrospective
THE INCEPTION DECKLearning Framework
The Inception Deck
Ask why we are here ?
The Inception Deck2. The Elevator Pitch
The Inception Deck3. Design the Box
The Inception Deck4. Not List
The Inception Deck5. Meet you neighbors
The Inception DeckAnd the last 5 things to remember
6. Show the solution.7. Ask what keeps us up at night.8. Size it up9. Be clear on what’s going to give10. Show what it’s going to take.
Alexandre Cuva
Email : alexandre.cuva@gmail.com
Twitter: @cuvaalex
Blog: http://agile-alexcuva.blogspot.com/
Phone: +41 78 715 8309
Organizational Coaching (Management 3.0, Scrum)
Team Coaching (Scrum, XP, Kanban)
Technical Coaching (TDD, BDD, C#, Java, Groovy)
Agile Training (Management 3.0, Agile, Scrum, XP)
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