Agile in Style 2013 Preso by Agilish Ganesh Chandrasekaran

Agile in StyleCourse Material for CSM

byGanesh Chandrasekaran,

BE, SCJP, CCD, CWD, PMP,CGBL, CSM, CGTG, CCCertified ScrumMaster

Vice President Public Relations of Cupertino Toastmasters

One Minute Thanks• “

The energ y of the m ind is the essence of life.”

• - The Philosophy of Aristotle • http://en.wikipedia.org/wiki/Aristotle

Source: Ganesh Chandrasekaran all materials are copyright of iTech Argus Inc.

How I started this?• Giving a person one fish and you feed him

for a day.• Teaching a person how to fish, then you

feed him for a lifetime.• - Chinese Proverb

Agile World• Agile Projects

• Agile Labs

• Agile Experiments

• Agile Strategies

• Agile Organizations

• Agile Families

• Agile SchoolsSource: Ganesh Chandrasekaran all materials are copyright of iTech Argus Inc.

• Agile Sports

• Agile Games

• Agile Sales

• Agile Marketing

• Agile Vacation

• Agile PLM

• Agile Leaders

What is Agile?

• Dictionary - Able to move quickly and easily

• Steve Jobs truly embraced • agility • throughout his life

• “We practice m astering ourselv es in the m om ent so that w e can better open ourselv es to being a serv ant leader and to harness our em otions and choose w hat to do w ith our reactions.”

• - Lyssa Adkins • http://www.agilecoachinginstitute.com/

What is Agile?

• “Success is not f inal, failure is not fatal: it is the courage to continue that counts.”

• - Winston Churchill • http://www.winstonchurchill.org/

Agile Frameworks

Source: Ganesh Chandrasekaran all materials are copyright of iTech Argus Inc. - Survey is from Version One 2011 on overall Agile Projects

Scrum+XP

Hybrid

Don’t Know

Agile Projects Success

Source: 2011 CHAOS report from the Standish Group. Analysis 2002-2010

ROI on AgilityStagesStages Team w/o testsTeam w/o tests Team with Team with

teststestsImplementatio

n 7 days 14 daysIntegration 7 days 2 days

Testing and bug fixing

Testing, 3 daysFixing, 3

daysTesting, 3 daysFixing, 2

daysTesting, 1 dayTotal: 12 days

Testing, 3 daysFixing, 1 dayTesting, 1 dayFixing, 1

dayTesting, 1 dayTotal: 8 days

Overall release 26 days 24 daysBugs in PROD 71 11 (85% decrease)

Source: William West all materials are copyright of iTech Argus Inc.

Topics to be coveredOverview of ScrumSprintsProduct BacklogThe TeamTracking ProgressMeetingsRelease Planning

Overview of Scrum

Source: Online Sources

Scrum Process Inventors

•Scrum formalized at OOPSLA 1995

Source: Wikipedia

Dr. Jeff Sutherland Ken Schwaber

Agile where it started• “ The... ‘relay race’ approach to

product development...may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach - where a team tries to go the distance as a unit, passing the ball back and forth-may better serve today’s competitive requirements.”

Source: Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game,” Harvard Business Review, January 1986.

Agile/Scrum Overview• A cross-functional team• self organized to develop, • improve continuously, and• deliver working software every sprint.

• Product Owner Owns the “What to build” decisions• ScrumMaster Owns the “Scrum process” decisions• Team Owns the “How to build” decisions

Source: William West & Ganesh Chandrasekaran all materials are copyright of iTech Argus Inc.

The Agile ManifestoProcess and ToolsIndividuals and

Interactions over

Following a PlanResponding to Change over

Comprehensive DocumentationWorking Software over

Contract Negotiation

Customer Collaboration over

Source: www.agilemanifesto.org

Rugby Gamehttp://www.espnscrum.com/

Source: Online Sources

What is Agile/Scrum?• Scrum is an agile framework for

completing complex projects. Scrum originally was formalized for software development projects, but works well for any complex, innovative scope of work. The possibilities are endless. The Scrum framework is deceptively simple.

Source: http://www.scrumalliance.org/learn_about_scrum

What is Agile/Scrum?

Source: http://www.scrumalliance.org/learn_about_scrum

1. A product owner creates/updates product backlog.

2. Sprint planning, the team picks top priority stories.

3. Team creates a sprint backlog.

4. The team works on a sprint, usually two to four weeks.

5. Team meets every day to assess its progress.

6. The ScrumMaster keeps the team focused on its goal.

7. Sprint review to showcase the product.

8. The sprint ends with a retrospective.

9. Next sprint begins, with Step 1.

Source:http://swansegarconsulting.com/

Source: http://www.mitchlacey.com/resources/scrum-framework-flow-diagram

Source: Unknown

Sprint

A Sample SprintMonMon TueTue WedWed ThuThu FriFri MonMon TueTue WedWed ThuThu FriFri

9am9am10am10am11am11am12pm12pm1pm1pm2pm2pm3pm3pm4pm4pm5pm5pm

Spr int Spr int Rev iewRev iew

Re tro -Retro -spectivspectiv

eeSp ri nt Sp ri nt

Pla n ni ngPla n ni ng

Backlog Backlog

grooming

Daily Sync MeetingDaily Sync Meeting

5 Levels of Planning

Source: http://www.rallydev.com/

Level Frequency Who What

1 Vision 1 or 2 years once Product Owner, Executives Vision Statement

2Product Roadmap

1 or 2 years once Product Owner, Executives

Product Evolution / Schedule

3 Release1 or 2 years once

(Varies as per needs)

Team, Product Owner, ScrumMaster, Stakeholders

Features (aka “User Stories”)

4 Iteration Every Iteration Team & Product Owner Features (aka “User Stories”) + Tasks

5 Daily Daily Team Tasks, To Do, BurnDown

5 Levels of Planning

Source: wikipedia, all materials are copyright of iTech Argus Inc.

Sprint DonenessPotentially shippable productHigh QualityTestedCompleteTeam decides the DonenessWhat it does, it does very wellShow sample Doneness document

Doneness DocumentDate Task

FALSE 31-Dec-12 All code is checked in SVNTRUE 30-Dec-12 Performed code level checks as per code review checklist

TRUE 30-Dec-12 Tested the component using multiple browsers

TRUE 30-Dec-12 All known issues updated in the Product backlog

TRUE 30-Dec-12 Test Caching of all componentsFALSE 31-Dec-12 All error messages/warning appearing in the log file resolved

FALSE 31-Dec-12 All log instances are pointing to the correct logger with the appropriate log level

FALSE 31-Dec-12 Tested components with real data

TRUE 30-Dec-12 Performed boundary condition checks – null values, very long strings, empty values, negative values etc

FALSE 31-Dec-12 Code should be properly commented

FALSE 31-Dec-12 Design doc should be updated as per implementation changes

FALSE 31-Dec-12 Change history in the code should be updated

TRUE 30-Dec-12 Presentation (HTML) code should be well-commented and indented as per Company standards

FALSE 31-Dec-12 Designed & coded as per established standards

FALSE 31-Dec-12 Functional testing - all applicable use cases should be documented and tested

TRUE 30-Dec-12 Automated testing - unit tests should be written, run and passing for all features - unit test coverage for a component should exceed 80% code coverage - only in rare cases where unit testing is no possible will exceptions be made

FALSE 31-Dec-12 Code reviewed by development lead

FALSE 31-Dec-12 Documented as needed for the components

Definition of DoneFor the business For developmentFeature richness Code / design review

Usability Testing (manual / automated)

Performance Unit testsTiming System tests

Scalability RefactoringReliability Integration

Cross-cutting concerns DocumentationRegression failures

Source: William West all materials are copyright of iTech Argus Inc.

Architecture in AgileArchitecture is built over timeMore time on Architecture initiallyGradual decrease following sprintsUser valued stories less initially Gradual increase following sprints

Source: Mountain Goat Software

Sprint CommitmentThe team commits to stories.The business commits to leave priorities alone during the sprint.Sprint ends on same day every time.Drop scope if needed, but don’t extend.

Product Backlog

• “If it's not on the product backlog it doesn't ex ist.”

• - Jeff Sutherland • http://www.scruminc.com/

• http://scrum.jeffsutherland.com/

Story WritingAs a <user type>, I <want/need/can/etc.> some goal, [so that <reason>].As a boy, I would like to grow up faster, so that I can drive a fast car.Stories are written by anyone.Stories can be added anytime.

Acceptance CriteriaAdding test conditions for the story.

Can drive in all roads. Can have music during ride. Can go 0-60mph in 3secs.

Helps developer to code for needs.Helps tester to create test scripts.Test Driven Development to be followed.

Acceptance CriteriaScenario 1: Account is in credit

Given the account is in creditAnd the card is validAnd the dispenser contains cashWhen the customer requests cashThen ensure the account is debitedAnd ensure cash is dispensedAnd ensure the card is returned

Source: http://dannorth.net/

Backlog GroomingReview the stories in backlogRe-prioritize due to changes in current demandsRemove unwanted storiesSplit epics to storiesProduct backlog healthy & up to date

Product BacklogSource: Online Sources

The Team

• “A done is not done until the product ow ner accepts it”

• - Ganesh Chandrasekaran

Product Owner RAR

1 Defines the features of the product2 Prioritizes the product backlog3 Makes scope/schedule tradeoff decisions4 Responsible for the profitability of the

product5 Adjusts priorities as more is learned6 Accepts or rejects work results7 Product vision and strategies

• “A Scrum Master has to Focus-Follow-Force to achiev e the Sprint Goal”

• “A serv ant leader - self-aw are, listens, f lattens hierarchy , helps colleagues im prov e, coaches doesn’t control, unleashes energ y and intelligence of others.”

ScrumMaster RAR

Source: Online Source

1 Be a team player2 Removes impediments from the team3 Information Radiator4 Support the Product Owner5 Facilitate creativity and empowerment6 Improve practices and tools as needed7 Communicate, communicate,

communicate

Scrum MasterSource: Online Sources

• “Talent w ins gam es, but team w ork and intelligence w ins cham pionships.”

• - Michael Jordan • http://en.wikipedia.org/wiki/Michael_Jordan

The Team

1 Members should be full-time2 Self-organizing3 Self-discipline4 Self-awareness5 Typically 5-9 people6 Egos, gossip & attitudes are put aside 7 Common goal is Sprint GOAL

The Team8 Rather all of one thing at a time9 Does a little of everything all the time10 Decide doneness as a team11 Late to daily meetings have a rule12 Respond emails before leaving home13 Trust each other but verify14 Resolve conflicts in effective way

The Team1 Software Developers (UI/UX, Mid Tier, Back

End)2 Technical Architect(s)3 QA Engineer(s)4 Business Analyst(s)5 Technical Writer6 DBA7 Web Analytics Engineer

Tenets of Tae Kwon DoCourtesy - to help each other Integrity - Team being whole & undividedPerseverance - Sprint GoalSelf-Control - Team is self-organizedIndomitable Spirit - Motivate Team SuccessVictory - Yes We Did IT!!!

“Tae Kwon Do and Scrum are both about doing the right thing in a situation rather than mastering a list of rules” - Mike Cohn

Team Building

Source: Five Dysfunctions of a Team and http://www.agilecoachinginstitute.com/student-stories/

Meetings

• “Planning is a m ust hav e, tim ebox ing it keeps the team focused.”

Sprint Planning• Who:

Team, ScrumMaster & Product Owner• Agenda:

Discuss top priority product backlog itemsTeam selects which items to do

• Why:Know what will be worked uponDiscuss backlog items enough to do them

Sprint Planning contd.How full should a sprint be?

Unplanned timePlannable timeCorporate overhead

Estimate & AnalyzeTasks estimated 1-8 hoursHigh-level design is consideredTime boxed to 90 mins meeting time

Sprint in DetailSprint 1 ActivitiesSprint 1 Activities

Sprint PlanningSprint Planning

Day 2 Eng. TasksDay 2 Eng. TasksDay 3 Eng. TasksDay 3 Eng. TasksDay 4 Eng. TasksDay 4 Eng. TasksDay 5 Eng. TasksDay 5 Eng. TasksDay 6 Eng. TasksDay 6 Eng. TasksDay 7 Eng. TasksDay 7 Eng. TasksDay 8 Eng. TasksDay 8 Eng. TasksDay 9 Eng. TasksDay 9 Eng. Tasks

Demo Prepare

Sprint ReviewSprint ReviewRetrospectiveRetrospective

Sprint Complete

Sprint PlanningSource: Online Sources

Exercise #1TEAM ATop 2 items for me1. ITEM No. 12. ITEM No. 2

TEAM BTop 2 items for me1. ITEM No. 12. ITEM No. 2

TEAM CTop 2 items for me1. ITEM No. 12. ITEM No. 2

TEAM DTop 2 items for me1. ITEM No. 12. ITEM No. 2

TEAM CTop 2 items for me1. ITEM No. 12. ITEM No. 2

Commitment DrivenPick high-priority story in backlogDecompose it into tasksEstimate each taskTeam members ask themselves: “Can we commit to this?”

If yes repeat with next story

Velocity DrivenNeeds 4-5 sprints velocity chartUse average or previous sprint velocityGrab user stories equal to that velocityPossibly stop there, but some team:

Identify tasks for selected storiesSome then estimate those tasks

Story PointsA measure of relative size of featureBased on the total effort involvedKey is the relative size of numbersTeam does best sizing in 2-3 sprints1,2,3,5,8,13,20,40,100Planning Poker once a month

Daily Scrum/Sync UpDaily sync choose a time & stick to it15-minutes and that’s the maximumNot for problem solvingWhole world is invited, only team talkTo reduce other meetings

Daily Scrum/Sync UpWhat did you do yesterday?What will you do today?What, if anything, is in your way?Each team member max 1-2 mins Prepare 5 mins previous day - 3Qs.

Famous Story on Scrum• A Pig and a Chicken are walking down the road.

• The Chicken says: "Hey Pig, I was thinking we should open a restaurant!"

• Pig replies: "Hm, maybe, what would we call it?"• The Chicken responds: "How about 'ham-n-

eggs'?"• The Pig thinks for a moment and says: "No

thanks. I'd be committed, but you'd only be involved!"

Source: wikipedia

• “There's no w ay to force som eone to be energ ized. How ev er, y ou can rem ov e roadblocks.”

• - James Shore • http://www.jamesshore.com/

Daily Scrum/Sync StandupSource: Online Sources

Scrum Task BoardSource: Online Sources

Role: QA Engineer

Part A: I watched the Bond movie yesterday.The scene where friends take it on bad guys is awesome. I liked that scene very much. I am a Bond Fan.

Role: Tech Architect

Part A: I was googling about Automatic Hot Deploy in WebLogic 12C, this is an interesting theme. We should look at exploring this more for our project as well.

Role: Developer 1 Front EndPart A: I had a flat tire today morning, hence was delayed to work. I called AAA but they are slow in service. Does anyone know better road side services?

Role: Developer 2 Middle TierPart A: I saw the weather channel, tomorrow is going to snow. I am going to work from home. How about you guys?

Role: Developer 3 Back EndPart A: I saw the news channel, looks like Obama is going to create a new fund called Developer Association Fund. We all should discuss on this topic today, how it will impact us?

Exercise #2

Role: Not a Team Member (Chicken)Part A: I see you guys gather everyday same time. What exactly you guys discuss here?

Role: QA Engineer

I tested the story 123 User Login and completed 2 acceptance criteriaI will test today story# 321 File Upload No impediments

Role: Tech ArchitectI worked on story 234 Handling Large Files in upload designing the performance tuningI will continue today as well. No impediments

•Role: Developer 1 Front End•I had completed task 8 in story 245 authoring form English Today will take task 3 in story 246 authoring form multiple languages. I have impediment on detail of task 3. Impediment is how many languages to be translated is not in story. Need answer from product owner.

Role: Developer 2 Middle TierI had completed task 7 in story 245 authoring form English. Today will take task 2 in story 246 authoring form multiple languages. I have no impediment.

Role: Developer 3 Back EndI had completed task 6 in story 245 authoring form English. Today will take task 1 in story 246 authoring form multiple languages. I have no impediment.

Exercise #2

Role: Not a Team Member (Chicken)He/She should just watch the action - No talk.

• “Done is not done, until the Product Ow ner accepts it.”

Sprint ReviewTeam presents the productDemo of new features or architecture2 hours prep guidelineWhole team participatesInvite the world

Sprint ReviewSource: Online Sources

• “You improvise. You adapt. You overcome.”

• - Clint Eastwood • http://en.wikipedia.org/wiki/Clint_Eastwood

• “Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.”

• - Steve Jobs • http://en.wikipedia.org/wiki/Steve_Jobs

• “Without continual growth and progress, such words as improvement, achievement, and success have no meaning.”

• - Benjamin Franklin • http://en.wikipedia.org/wiki/Benjamin_Franklin

Sprint RetrospectiveWhat worked very well?What went wrong?How can we improve?Did we improve from last Sprint?30-60 minutes maximumDone after every sprintScrumMaster, Product Owner & Team

Sprint RetrospectiveSource: Online Sources

Sprint Retro

Start - Stop - Continue

ROTI - Return On Time Invested

Sprint RetrospectiveSource: Online Sources

Agile Estimation

Estimation1 Relative Sizing2 Story Points3 Wideband Delphi (WBD Technique)4 PROBE Technique5 Planning Poker6 Ideal Time7 Affinity Diagram Estimating

Relative SizingPick one and estimatePick second and compare and estimateQuestion yourself while estimatingIf any unknowns raise red flagMismatch then discuss and debateT-shirt sizes S,M,L,XL,XXL

Wideband DelphiA consensus-based techniqueModerator finds experts for opinionModerator gets data from expertsModerator collates, sends for votingError by 40% accuracy by 80%Done after every sprintScrumMaster, Product Owner & Team

PROBE Technique

Proxy Based Estimating(PROBE)Experience on same type of featureEstimated quickly with accuracy

Story PointsA measure of relative size of featureBased on the total effort involvedKey is the relative size of numbersTeam does best sizing in 3-4 sprints1,2,3,5,8,13,20,40,100Planning Poker once a month

Planning Poker

BookBook NoNo Pts.Pts.1 Minute Manager 100 3

Winning Formulas 200 5

The Talent Code 176 5

Succeeding with Agile 450 8“Good friends, good books,

and a sleepy conscience: this is the ideal life.” ― Mark Twain

Planning Poker

RoomRoom Run 1Run 1 Run 2Run 2KitchenGarageLiving

WasherM Bed

1Bed 2Bed 3

House Moving Project

Ideal Time

Time to complete no interruptions• Often expressed in days• 8hrs of ideal time could take 3

days• Longer if more distractions

“We provide reliable estimates” - James Shore

Affinity Diagram

1. Silent Relative Sizing2. Editing of wall3. Place Items into relative buckets4. Product Owner Challenge5. Get it into electronic tool

Velocity

1. Sum of story point in an iteration2. Varies from iteration to iteration3. Varies between different teams4. Helps Release Planning5. 3-4 iterations to stabilize velocity

Cycle Time

1.Story entered into the backlog date2.Date when team starts the story3.Date when the story is “done”• Working cycle time = Difference

between start and end date of story

Tracking Progress

Tracking Progress• Task Boards with task current view• Burndown Charts

• Release burndown chart• Sprint burndown chart

• Velocity chart• Show net progress• Promote transparency• Bad News is Good News (fail early than late)

Velocity Chart

Burndown Chart

Combined Chart

Release Planning

Release Planning• Sprints to complete the total backlog • Use team velocity and total story points • Hardening Sprint as needed• Release Sprint as needed• Mean Time Between Failure(MTBF) test• Stress, performance or usability testing• Compliance testing, documentation

touchupsSource: Mountain Goat Software

Sample Release PlanPhase 1 ReleasePhase 1 Release

Regular SprintRegular SprintRegular SprintRegular SprintRegular SprintRegular Sprint

Hardening SprintHardening Sprint

Regular SprintRegular SprintRegular SprintRegular SprintRegular SprintRegular Sprint

Hardening SprintHardening Sprint

Regular SprintRegular SprintRegular SprintRegular Sprint

IT SprintIT Sprint

UAT SprintUAT Sprint

Release SprintRelease Sprint

Succeeding with Agile

-Mike Cohn

Succeeding with Agile• Change is not top-down or bottom-up.• The end state is unpredictable. • Scrum is pervasive.• Scrum is dramatically different.• Change is coming more quickly.• Best practices are dangerous.• Cohn, Mike (2009-10-20). Succeeding with Agile: Software Development Using Scrum (p. 5). Pearson Education (USA).

Kindle Edition.

Good Luck Good Health Good Karma

Hope this has given an intuitive and informational sessionBest Regards

Ganesh ChandrasekaranScrumMaster 2.0

Global Agile CoachAgile Leader

Sample Projects

QuickTemp ThermometerProject CharterOverall Objective• To implement a robust thermometer that will allow for

easy use to read temperature quickly and accurately. Strategy• Re-usable strips to measure the temperature• Alternative to ear, nose, mouth temperature readers• Hygienic and child safe for appropriate usage

QuickTemp ThermometerProject CharterScope• QuickTemp Designer• Health specialist for Quality testing• QuickTemp to be better, faster, and cheaper• Easy to read temperature for children in 5 secs

Critical Success FactorsKey Success Elements

Critical Success Factor Today Target

1 Ease of use for children Current thermometer not easy to use Ease of use

2 Better, Faster, and Cheaper 10 secs to read temp 5 secs to read temp

3 Accuracy to be close to 95% Not sure of accuracy 95% accuracy

QuickTemp Project1 Market Analysis2 Base Model3 Cost vs Benefit Analysis4 Safety measures for children5 Hygienic for re-use6 Ease of use7 Pediatric Certified

Vacation Planning Guide• Show creating a backlog

• Show how backlog is prioritized• Exercise the Poker game for top 10

stories• Exercise commitment with story cards• Exercise the Daily Scrum Meeting• Show the artifacts displayed in demo

Build an Agile School• Teachers and Principal• Students admission• School policies and rules• School building construction• Monthly sprint cycle for grades• Retrospective for areas to improve

• “Change is good. Changing frequently towards good makes you great.”

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