Introduction to Scrum by Manoj Vadakan-conscires agile practices

Going Agile? What is in it for me?

M A N O J V A D A K K A N

Manoj Vadakkanmanoj@vadakkan.org

H O S T E D B YBachan AnandConscires Agile Practicesagile@conscires.com

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Your experience with Agile

I don’t know what Agile is

Understand the values of Agile

Started using Agile but have Challenges

I am sailing smooth on my Agile boat

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Agenda

Why Agile?

What is In In It For Me?

What is Scrum?

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About your facilitator

6

Certifications7

Organizations consulted with8

Currently with9

Previous Speaking Engagements10

Iterative Vs. Agile

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Homework Problem12

http://alistair.cockburn.us/Are+iterations+hazardous+to+your+project%3F

The Homework ProblemIterative vs. Agile

A School homework assignment

Read 10 books answer 20 questions

Submit answers by Following Monday (1 week to complete the assignment)

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http://alistair.cockburn.us/Are+iterations+hazardous+to+your+project%3F

http://www.scrumalliance.org/articles/134-iterative-vs-agile

Homework Problem14

Homework Problem15

Homework ProblemThe plan

Read two book every day (M-F)

Spend Saturday to answer questions

Submit answers on Monday

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0

2

4

6

8

10

12

Monday Tuesday Wednesday Thursday Friday Saturday

# of Books to Read

# of Questions

Homework ProblemWhat Really Happened

Student read books as per plan.

Status on Friday - Green

Started looking at questions on Saturday to realize that books need to be read again for the most part

Status on Saturday - Red

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0

2

4

6

8

10

12

# of Books to Read

# of Questions

What is the point?

How the student should have measured his progress?

Number of Books read?

Number of Questions answered?

How do you measure progress in your projects?

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Agile

Agile Manifestowww.agilemanifesto.org

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Agile Manifestowww.agilemanifesto.org

Individuals & interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

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That is, while there is value in the items on the right,

we value the items on the left more.

Responding to Change

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Working Software

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Working Software

Track Record

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The Plan Driven development: The Plan25

The Plan Driven developmentThe Plan

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The Plan Driven development: The Plan27

The Plan Driven development: The Plan28

The Plan Driven development: The Plan29

The Plan Driven development: The Plan30

The Plan Driven developmentOct Target date

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Reality?

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The Plan Driven development: Reality33

The Plan Driven development: Reality34

The Plan Driven development: Reality35

The Plan Driven development: Reality36

The Plan Driven developmentNew Date

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The Plan Driven developmentsystem testing

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bugs39

The Plan Driven developmentProduction Release

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The Plan Driven developmentProduction Release

delivered in March

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The Plan Driven developmentProduction Release

5 Months late

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The Plan Driven development: Prod. Release

no new business value for 15 months

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Trust?

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How do we build the Trust?

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What if we deliver

working Software

with business value from the first week/month

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What if we deliver

working Software

Frequently

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Agile Manifestowww.agilemanifesto.org

Individuals & interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

48

That is, while there is value in the items on the right,

we value the items on the left more.

Agile is not an Excuse for

We don’t need to plan anything

We don’t need to document anything

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Lazy Agile

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Why Agile?

What Challenge do you have?

What challenges do you have in your environment?

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Why Agile?

We may have better process efficiency than we ever had before.

How do we improve now?

Is the budget/schedule getting shorter?

How about value delivered & Time to Market?

Business Value

Is prioritization an afterthought?

When/who prioritize features?

Late? may be when we are really sure we can not do it all within the time?

Applying the Pareto Principle

Reasons for Project Failure56

Lack of User Input 13%

Incomplete Requirements & Specifications 12%

Changing Requirements & Specifications 11%

Lack of Executive Support 8%

Technology Incompetence 7%

Lack of Resources 6%

Unrealistic Expectations 6%

Unclear Objectives 5%

Unrealistic Timeframes 4%

New technology 4%

Other 23%

Extracted from CHAOS Report : The Standish Group 1995

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User Involvements 16%

Executive Management Support 14%

Clear statements of Requirements 13%

Proper Planning 10%

Realistic Expectations 8%

Smaller Project Milestones 8%

Competent Staff 7%

Ownership 5%

Clear Vision and Objectives 3%

Hardworking, Focused Staff 2%

Other 14%

Extracted from CHAOS Report : The Standish Group 1995

Reasons for Project Success

What is in it for me?

As a customer , I want to be able to Go to market faster

Faster return on investment

Opportunity to provide feedback early

As a Project Manager/Leadership, I want To measure progress in terms of real progress made on product .

Better engaged and accountable team

As a team member, I want A sustainable pace

Satisfaction of quality product delivered

Clear Priority and less interruption during development

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Scrum A quick Introduction Scrum

Scrum

A process framework for managing product development

Not a methodology

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Sprint

Sprint

Sprint

Sprint

Sprint

Production

Release

Product Owner with

Stakeholders/PMO

Product Owner with

Stakeholders/PMO

Product Backlog

Feedback from Sprint

Reviews

Feedback from Releases

Sprint = Iteration

Discovery Period

During the Discovery Period, the product team identify the features, prioritize the features, and identify a

roadmap for the product. The roadmap will identify the release milestones into production and the features

contained in each releases at a high-level.

Each Sprint deliver (for a subset of Product Backlog) running tested features potentially shippable that the team

can demonstrate to the customer to get feedback

Multiple sprints

usually build up a

release

Agile Product Development

Product Owner with

Stakeholders/PMO

With the help of the Product Owner, the team selects a set of features from the top of the prioritized product

backlog.

Team Spends 2 to 4 hours on the first day of the sprint to break down the features to detail tasks (technical,

testing, documentation, etc) and estimate hours needed to complete them.

Within the sprint the team deliver Running Tested Features along with all the documentation for the selected

features.

The product from the sprint is demonstrated to the customer to get feedback.

Sprints are of the consistent, fixed length for a project, usually 1 week to 4 weeks.

Agile Product Development: Sprints

Product

Backlog

Sprint

Backlog

Sprint

Task List

Sprint

Demo

The team

creates working

software for the

features

selected for the

Sprint including

all the

necessary

Documentation Sprint

Potentially

shippable

product

Initial Analysis for

the sprint backlog

Acceptance

Criteria

Defined for Sprint

Scrum63

• Roles

• Product owner

• Scrum Master

• Team

• Ceremonies

• Daily Scrum

• Sprint Planning

• Sprint Review-Demo

• Retrospective

• Artifacts

• Product Backlog

• Sprint Backlog

• Planning

• Release plan

• Progress Tracking

• Velocity

• Burn down Chart

What is in it for me?

As a customer , I want to be able to Go to market faster

Faster return on investment

Opportunity to provide feedback early

As a Project Manager/Leadership, I want To measure progress in terms of real progress made on product .

Better engaged and accountable team

As a team member, I want A sustainable pace

Satisfaction of quality product delivered

Clear Priority and less interruption during development

64

What is your action item?

What are you going to differently?

What two action items do you have?

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