Scrum101

Being AgileScrum

Sandy Mamoli

The Plan

• Agile: Why?

• Scrum: The Ingredients

• Scrum: The How-to

• Questions

Ask Questions!

Who are?

Why Agile?

• 66% over budget

• 50% over time

• 42% of all requirements change

Do we have a problem?

Predictability

Scare the crap out of them !!

•Time to market: 14 - 30 day cycles

•Manage budget risk

•Manage time risk

•Improve quality

Motivation

• 82% Increased Productivity

• 77% Improved Quality

• 78% Stakeholder satisfaction

• 37% Improved Cost

Benefits

Ingredients

• Iterative and incremental development

• Working software

• Small cross-functional teams

• Embrace change

• Short feedback loops

• Priority by business value

Iterative and Incremental

Working software

Empoweredteams

Cross-functional teams

Embrace change

VisibilityTransparencyFeedback

Priority by business value

Scrum: The How-To

Not a methodology

Not a panacea

Not the only way

Scrum

Courtesy: Gillian Clark

Scrum Teams

Product Owner

Scrum Master

The Team

Product Owner

• Working on shared product vision

• Gathering requirements

• Prioritising requirements

• Accepting the product at the end of each sprint

• Managing the release plan

• Manage ROI

Scrum Master

• Shepherding the team

• Working with the Product Owner

• Removing Impediments

• Keeping the process moving

• Protecting the team

• Ask the team!

The Team

• Estimating size of requirements

• Committing to increments of deliverable software

• Managing the sprint (self-organising)

• Delivering software

• Tracking their own progress (with SM)

Questions?

The Product Backlog

Courtesy: Gillian Clark

When?

• Some requirements done at the initial planning stage

• Some requirements are done later

Sprint 0

CompletenessRequirements Trawling

What?

User stories/Features

Courtesy: Chris Spagnuolo

What is a user story?

A concise, written description of a piece of functionality that will be valuable to a user (or owner) of the software.

“As a music lover

I want to submit payment by VISA card

so that I can purchase the album”

Written in business language

Example product backlog

Who?

• Product owner

• Customer team

• End users

• Advice from the technical team

• The developers or Scrum Master

Only the Product Owner can prioritise!

Questions?

Estimating/Sizing

Story Points vs. Ideal Man-Days

?135813

Estimates are made by the team

Planning Poker

Velocity

Spikes

Questions?

Sprint planning

Courtesy: Gillian Clark

What goes into a sprint?

Sprint planning meeting

• Select backlog and set goal (Product Owner, Team)

• Plan and select sprint functionality (Team)

2 Parts

Part 1: Select backlog

How much?

Yesterday’s weather

Commitment based

Part 2: Plan functionality

Task breakdown

1. Code the UI - 6 hrs

2. Code the middle tier - 8 hrs

3. Connect to gateway - 8 hrs

4. Create landing page - 2 hrs

5. Write unit tests - 4 hours

6. End to end testing - 2 hours

“As a music lover

I want to submit payment by VISA card

so that I can purchase the album”

Done?

Done: Acceptance

“As a music lover I want to submit payment by VISA card so that I can purchase the album”

1. I can purchase an album by VISA card

2. I cannot pay with a VISA card that’s expired

3. I cannot pay with a VISA card with a wrong number

• Designed

• Implemented

• Unit tested

• Someone else has looked at the code

• End 2 end tested

Done: Quality

The Sprint

The War room

Courtesy: Gillian Clark

• What did I achieve yesterday?

• What am I going to work on today?

• Do I have any impediments?

Impediments

Impediment backlog

Track progress

Defects?

Questions?

The Sprint Demo

Courtesy: Gillian Clark

Potentially shippable

Potentially shippable != shippable

The Retrospective

Courtesy: Gillian Clark

Inspect & Adapt

• What worked well?

• What didn’t work well?

• Where can we improve?

• The product backlog

• The impediment backlog

• The ground rules

Outcomes go to...

Go!

Do it by the book?

Still alive?

sandy@sprog.co.nz