Scrum in an hour
Sep 23, 2014
Scrum in an hour Giordano Scalzo, 12/03/2009
Agenda– Introduction to Scrum (30 m)
– Scrum in Registratori (10 m)
– Q&A? (15 m)
TraditionalPhased developmentAnticipated resultsUp-front design
Results
Requirements Not ClearFear to go to the next phase
Analysis Paralysis
Requirements ChangeChange gets more and more expensive
Customers don’t get what they want
Results
Project Takes Too Long34% of projects delivered successfully
Long duration defers revenue(Source: Standish Report 2003)
No Time for TestingQuality assurance gets crunched
Late integration means late failures
Results
Time Wasted on Junk52% of requirements implemented
64% of functionality rarely used(Source: Standish Report 1994)
Poor Progress Visibility% Task complete not sufficient
Average overrun 43%(Source: Standish Report 1994)
Agileproject
management
Agile Principles
1. Satisfy the Customer2. Welcome Change3. Deliver Frequently4. Work as a Team5. Motivate People6. Communicate Face-to-
Face7. Measure Working
Software8. Maintain Constant Pace9. Excel at Quality10.Keep it Simple11.Evolve Designs12.Reflect Regularly
Scrum
“The New New Product Development Game”
Hirotaka Takeuchi and Ikujiro Nonaka - 1986
“The Knowledge Creating Company” Hirotaka Takeuchi and Ikujiro Nonaka - 1988
“Agile Manifesto” Ken Schwaber and Jeff Sutherland - 1994
Origin of Scrum
The Goal of Scrum
Manage Complexity, Unpredictability and Changethrough Visibility, Inspection and Adaptation
Scrum isA methodology framework
An iterative process
A wrapper for existing practices
A way to improve communications
A way to maximize productivity
A buzzword
Scrum is notA silver bullet
A magic wand
Just for software
About engineering pratices
A shortcut
A step-by-step cookbook approach
Easy: it needs time and discipline
Scrum Roles
Product OwnerProduct Owner
Owner of project visionRepresents the customer
Product Owner
Define features (according to vision)
Prioritize features(according to ROI)
Pick release dates
Give feedback
Manage stakeholders
Accept or reject results
The TeamThe Team
Small (5–9 people)
Colocated - Cross-functional
Self-organized - Full-time
The Team
Define tasks
Estimate effort
Develop product
Ensure quality
Evolve processes
Scrum MasterScrum Master
Servant leader
Team protector
Scrum guide
Scrum Master
Remove impedimentsPrevent interruptionsFacilitate the team
Support the process
Manage management
Scrum ProcessScrum Process
Scrum ProcessScrum Process
Product BacklogProduct Backlog
Product BacklogOwned by Product Owner
High-level requirements
Expressed as business valueNot complete, nor perfect
Expected to change & evolveLimited view into the future
Product BacklogProduct Backlog
Includes roughestimates
Prioritized byvalue & risk
Publiclyvisible
Better to describeas user stories
Timeboxed – Frozen featuresVariable scope – Shippable result
SprintsSprints
=
++
Sprint PlanningSprint Planning
Sprint PlanningFace to face communication
Small reversible steps
User’s perspective
Sprint Planning (Part 1)
Strategical level planning
Prioritize/select featuresDiscuss acceptance criteriaVerify understanding
½ - 1 hour per sprint/week
Sprint Planning (Part 2)
Tactical level planning
Define sprint backlog itemsEstimate sprint backlog items
Use velocity (Yesterday’s Weather)Share commitment
½ - 1 hour per sprint/week
Breakdown of business value into assignable tasks
Sprint BacklogSprint Backlog
Sprint BacklogSprint Backlog
Sprint Backlog
Owned by the team
Team allocates work
No additions by others
The heartbeat of Scrum
Daily ScrumDaily Scrum
Daily Scrum
What I did since last meeting
What I will do until next meeting
What things are in my way
Only the team talks
Not to Scrum Master
No problem solving
Max 15 minutes
Information irradiator
Task BoardTask Board
Definition of DoneDefinition of Done
...Coded, commented, checked in, integrated, reviewed, unit tested, deployed to test environment, passed user acceptance test& documented...
Burndown ChartBurndown Chart
Satisfy Product OwnerGet feedback on product
Sprint ReviewSprint Review
Sprint Review
Informal, no slides
Whole team participates
The world is invited
Show complete features
Accept or reject results
½ - 1 hour per sprint/week
Evolve the process
Sprint RetrospectiveSprint Retrospective
Sprint Retrospective
Reflect on process and product
Whole team participates
What to start doing
What to stop doing
What to continue doing
Steady pull of business valueInspect and Adapt
SprintsSprints
Sprints
Driven by Product Owner
Welcome change
Include design and testing
Share commitment
“Fail fast”
Abnormal Sprint Termination
Only in extreme cases
Team terminates: cannot meet sprint goalProduct Owner terminates: priority changeRaises visibility of problems
Resultseffects of
applying Scrum
Managed UncertaintyRolling wave planning
Simpler mini-projects lowers risk
Flexible ScopeAllow changes at fixed intervalsReleases enable learning
Faster DeliveryShorter time to marketValue delivered in increments
Higher QualityTesting happens continuouslyProcess improvement built-in
Eliminated WasteNothing is designed that is not builtNothing is built that is not used
Increased VisibilityAll problems are made visibleProgress is running tested software
Scrum appliedScrum applied
Scrum TaskboardScrum Taskboard
Planning poker cardsPlanning poker cards
Pomodoro timerPomodoro timer
RulesRules
Sprint BacklogSprint
Backlog
Q&A?