Agile Basic Training - Transformation · 2018-10-14 · Scrum Team Launch Workshop 3 Scrum Framework • Scrum has 4 meetings and 3 artifacts • Scrum has 3 roles that share the
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Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
www.agilemanifesto.org
Agile Manifesto
8
What is Agile Software Development?
Team Based Incremental Iterative Frequent Delivery Fully Visible Production Quality Value Driven
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Product Development Value Stream
Product Discovery
Product Definition
Product Development
Product Delivery
Product Operation
Support
Scrum/XP
Lean Startup
Lean UX
DevOps Kanban
Scrum is one of several complementary frameworks used to increase organizational agility
Business success comes from maximizing value/time.
10
notes
11
Scrum Mechanics
Scrum Framework and
Execution
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Scrum Framework
• Scrum has 4 meetings and 3 artifacts
• Scrum has 3 roles that share the
responsibility of creating value in small
increments
• The roles complement each other to
create a balanced team
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Scrum Framework
Potentially Shippable Product
Increment
Sprint Backlog
Product Backlog
Release
Planning
Sprint
Planning
Sprint
Review Sprint
Retrospective
Daily
Scrum
1-4
weeks
Story Time
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The Scrum Team
Desired Features
Product Owner
Development Team
Product
ScrumMaster
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Product Owner
Maximizes the value of the work done
o Sets Vision o Manages Backlog o Elaborates Features o Decides Release Dates o Reviews Work
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Development Team Member
o 7 ± 2 o Cross functional o Full-time o Self-organizing o Empowered
Develops the product with high quality
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ScrumMaster
o Facilitator o Protector o Coach o Mentor o Gopher o Change Agent
Helps the team improve flow
and throughput The ScrumMaster is the
Heart of Collaboration
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notes
19
Scrum Execution
• Scrum organizes work into 1-4 week time
boxes called Sprints
• Each Sprint has 4 primary meetings
• The bulk of the time is spent creating
value in the form of a product
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Sprint Planning Meeting
Product Backlog
Sprint Backlog
Pri
ori
ty
Goal 1: What? • Which PBIs can will comprise our forecast? • What is our Sprint Goal? Ex. Build the shopping cart
Goal 2: How? • Design an implementation plan, often by decomposing into tasks • Double check our forecast
Attended by • Product Owner, Development Team, ScrumMaster • Other interested stakeholders
Time-box is 1 hour per week
of Sprint
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Sprint Time Box
S1
1-4 weeks
Steady cadence, fixed length Abnormal Termination If the Sprint Goal cannot or should not be reached for
unexpected reasons, stop and plan a new Sprint
Focus No one can change the Sprint plan except the Scrum Team to add or
remove a PBI
S2 S3 S4
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Daily Scrum
15 Min
The Three Questions What did you do yesterday? What do you plan to do today? Is anything blocking you?
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Task Board
Sprint Burndown
Information Radiators
Item
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Sprint Review
• Purpose • Demonstrate the completed stories
• Get feedback from the Stakeholders
• Attendees • Product Owner, Development Team, ScrumMaster
• Any other stakeholders
• Last day of Sprint • ~2 hours for a 2 week sprint
Preparation • Who will show what? • Deploy to a preview server • Any documentation needed? • Update and show release burnup chart • What is the Team status?
2 Hours
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Show actual running
code!
Sprint Retrospective
• Scrum Team meets privately
• Goal is process improvement
• Format
• Gather Data
Reflect on what worked well, what didn’t
• Generate Insights
Discuss results and new ideas
• Decide Action Items
Consider adopting new practices
Stop doing things that are not working
1.5 Hours
Start Stop Continue
Keep it interesting • Appreciations • Food • Variety
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notes
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Agile Planning
5 Levels User Stories Prioritization
Estimation Release Planning
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Agile Planning
• Agile planning is continuous
• Agile planning happens at 5 levels, each
with a different time horizon
• The Product Backlog is the primary
source of work to be completed and
value to be delivered
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Value Driven
Estimates
Features
Schedule Cost
Plan
Driven
The Plan creates
cost/schedule estimates
Waterfall
The Vision creates
feature estimates
Schedule Cost
Features
Value / Vision
Driven
Agile
Source: Sliger and Broderick “The Software Manager’s Bridge to Agility”
Constraints
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Product Context - 5 Levels of Planning
Strategy
Portfolio
Vision
Roadmap
Release
Sprint
Day
P1 P2 P3 P4 P5
Product Backlog
Release 1 Release 2 Release 3
s1 s2 s3 s4 … sN
Scru
m P
lan
nin
g
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Product Vision
• The Big Picture of how the product creates value
• Aligns team and business to the same goal
What is the name? Who is the target customer? What are the key benefits? What are the differentiating features?
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Product Backlog
• Dynamic set of items to be done
• Prioritized
• Constantly in flux as the situation changes
Story
Story
Story
Spike
Story
Refactor
Story
Defect
Process Change
items are removed
priorities change
items are added
33
notes
34
User Stories
• User Stories are simple descriptions of
desired functionality
• User Stories have two attributes that are
helpful for planning: size and priority
• Stories are elaborated just-in-time for
implementation
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User Story Template
As a <user role>, I can <do something> so that <I get some value>.
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Card – Conversation – Confirmation
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Sample User Stories
As a student, I can get a degree on-line so that I do not have to move near a college campus
As an online student, I can print a copy of my transcript to show an employer
As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term
As a professor, I can get student test summary reports so that I can assess my teaching effectiveness
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Backlog Hierarchy
Epic User Story Task Task Task Task
User Story Task Task Task Task
User Story Task Task Task Task
Product Backlog
Sprint Backlog
Business Goal
Planning Implementation
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Where are the details?
(front)
Story 6: Course Catalog Demo As a prospective student, I can browse the course catalog to see if the classes I am interested in are available.
(back)
Story 1 Acceptance Criteria [ ] Has full catalog browse and search controls [ ] Show available dates in summary list [ ] Item click leads to class detail page [ ] Show class star ratings only, no comments [ ] Replace “Register for Course” button with “Join Now!” that links to sign-up page
Automated Tests
Speclet • formula • UI design • screen flow • business rules
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notes
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Prioritization
• Priorities help the Scrum Team decide
what to do next
• Priorities help with long term planning
• Prioritization can be done in many ways,
based on many criteria
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Prioritization - MoSCoW
o Business value
o New knowledge
o Risk/Complexity
o Desirability
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Story Map
Epic
I can browse by
department
I can search by subject
I can register
I can read content
I can browse by
title
I can unregister
I can browse by professor
I can join a waitlist
I can take tests
I can search by date offered
I can search by major
I can take classes on-line
Browse Search Register Attend Reports
I can do homework
I can print my
transcript
I can see my grade for a class
I can browse by popularity
Theme
Must
Should
Could
Pri
ori
ty
Smaller stories give more options for prioritizing for max value
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I can print my
schedule
I can print my report
card
I can chat with
classmates
notes
44
Agile Estimating
• Agile estimation is done at both the high
level and the low level
• Estimates are used for planning and for
tracking progress
• Estimates are done quickly, by the
Delivery Team
• Estimates are not commitments
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Why Estimate?
Story Points • High Level
• Compare one story to another
• Forecast Releases and Sprints
Task Hours • Low Level
• 1-8 hours for a Story element
• Refine Sprint plan
• Track Sprint progress
1 2 3 5 8 13
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Estimation Basics
Quick
Story 1: Home Page As a prospective student, I can view the college services so that I can decide if I want to apply.
2 Story 17: Major Progress
As a degree candidate, I can see which courses I still need to satisfy my major so I can plan my next term
5
Quick
Relative
Guess
Done by Team
More than 2x effort required
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Affinity Estimating
Groups of 2-3 people choose some stories
Put in column with similar sized stories
Team members
can move stories
Visual grouping for quick comparisons
1 2 3 5 8 13 20
48
Start with numbers
or arrange by size
first
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Velocity
5
12
27
32
36 38
40 37 38
40
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6 7 8 9 10
Sto
ry P
oin
ts C
om
ple
ted
Sprint
Team Velocity
How many story points can the Team complete in a Sprint?
Varies by circumstance, increases with
experience
Aggregates Team dynamics and organizational
factors
Is measured, not “managed”
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Velocity is sum of estimates of
stories completed
notes
50
Story Splitting
• Smaller stories provide more agility • There are known patterns for splitting
stories
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Smaller is Better
20
5 3 5
Smaller Stories are easier to
work with
Increased Throughput
• helps flow
• quicker feedback
• unbundle priorities
Decreased Complexity
• easier to estimate
• fewer test cases
• easier to focus
• cleaner designs
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Story Splitting Patterns
• Workflow Steps • Business Rule Variations • Major Effort • Simple/Complex • Variations in Data • Data Entry Methods • Defer Performance • Operations (CRUD) • Spikes
1. How Long? Number of Sprints = Total Backlog/Average Velocity 2. How Much? Percent of Backlog = Total Backlog/(Average Velocity * Number of Sprints) 61
notes
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Scrum Roles
Product Owner Development Team
ScrumMaster
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Product Owner
• The Product Owner navigates the product to maximum business value