Agile Scrum Process2016

Introduction

• Traditional Methodologies

• Agile Methodology

• Scrum

• Scrum Framework: Roles

• Scrum Framework: Ceremonies

• Scrum Framework: Artifacts

• Clarion Scrum Process-Review

Traditional Methodologies: Waterfall Model

• You complete one phase (e.g. design) before moving on to the next phase(e.g. development)

• You rarely aim to re-visit a ‘phase’ once it’s completed. That means, you better get whatever you’re doing right the first time!

Traditional Methodologies: Waterfall Model

• You don’t realize any value until the end of the project

• You leave the testing until the end

• You don’t seek approval from the stakeholders until late in the day

• Takes too long…

**This approach is highly risky, often more costly and generally less efficient than Agile approaches

Takes too long

Changes

Skipped

Agile Meaning (Literally)Ability to move quickly and easily….

Agile Methodology

Not a process, it's a philosophy or set of values…

Rapid Adaptive Agile Quality-Driven Cooperative Iterative

Process and tools

Comprehensive documentation

Following a plan

Contract negotiation

Agile Manifesto

Individuals and interactions

Working software

Customer collaboration

Responding to change

OVER

12 Agile Principles

• Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

1 ROI

12 Agile Principles

• Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

2 CHANGEABILITY

12 Agile Principles

• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

3 GETTING REAL

12 Agile Principles

• Business people and developers must work together daily throughout the project.

4 ALIGNMENT

12 Agile Principles

• Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

5 SELF ORGANIZATION

12 Agile Principles

• The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

6 BANDWIDTH

12 Agile Principles

• Working software is the primary measure of progress.

7 DONE

12 Agile Principles

• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

8 SUSTAINABILITY

12 Agile Principles

• Continuous attention to technical excellence and good design enhances agility.

9 IMPROVEMENT

12 Agile Principles

• Simplicity —the art of maximizing the amount of work not done —is essential.

10 KEEP IT SIMPLE, STUPID (KISS)

12 Agile Principles

• The best architectures, requirements, and designs emerge from self-organizing teams.

11 EMERGE

12 Agile Principles

• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

12 INSPECT & ADOPT

Various Agile Methodologies

Meaning Of Scrum (Literally)

What Is Scrum?

• Scrum is an agile framework that allows us to focus on delivering the highest business value in the shortest time.

• It allows us to rapidly and repeatedly inspect actual working software (every two weeks to one month).

• The business sets the priorities. Teams self-organize to determine the best way to deliver the highest priority features.

• Every two weeks to a month anyone can see real working software and decide to release it as is or continue to enhance it for another sprint.

Scrum Origins

Controversies

Some professionals believe that Jeff Sutherland, John

Scumniotales and Jeff McKenna invented Scrum

in 1993.

Others, who vouch for HirotakaTakeuchi and

IkujiroNonakaas inventing Scrum in 1986.

Who Is Using Scrum?

Electronic Arts

Lockheed Martin

Microsoft

Google

Siemens Capital

One

Ipswitching Sabre BBC

High Moon Studios

Turner Broadcasting

First American Real Estate

Nielsen Media

Lexis Nexis

Salesforce.comAmazon

Yahoo

BMC Software

John Deere Time Warner

Clarion Technologies

Where To Use Scrum?

• Commercial software

• In-house development

• Contract development

• Fixed-price projects

• Financial applications

• ISO 9001-certified applications

• Embedded systems

• 24x7 systems with 99.999% uptime requirements

• The Joint Strike Fighter

• Video game development

• FDA-approved, life-critical systems

• Satellite-control software

• Websites

• Handheld software

• Mobile phones

• Network switching applications

• ISV applications

• Some of the largest applications in use

Scrum Framework

• Product owner

• Scrum Master

• Team

Roles

• Sprint planning

• Sprint review

• Sprint retrospective

• Daily scrum meeting

Ceremonies

• Product backlog

• Sprint backlog

• Burndown charts

Artifacts

Scrum Framework

• Product owner

• Scrum Master

• Team

Roles

• Sprint planning

• Sprint review

• Sprint retrospective

• Daily scrum meeting

Ceremonies

• Product backlog

• Sprint backlog

• Burndown charts

Artifacts

Role: Product Owner

• Define the features of the product

• Decide on release date and content

• Be responsible for the profitability of the product (ROI)

• Prioritize features according to market value

• Adjust features and priority every iteration, as needed

• Accept or reject work results

Role: Scrum Master

• Represents management to the project

• Responsible for enacting Scrum values and practices

• Removes impediments

• Ensure that the team is fully functional and productive

• Enable close cooperation across all roles and functions

• Shield the team from external interferences

Role: The Team

• Typically 5-9 people

• Cross-functional• Programmers, testers, user experience designers, etc.

• Members should be full-time• May be exceptions (e.g., database administrator)

• Teams are self-organizing• Ideally, no titles but rarely a possibility

• Membership should change only between sprints.

Clarion Role Mapping

Product owner/Shadow product owner

Scrum master

Cross functional scrum team

Product owner is generally from client side and shadow product owner would be from BA/SA offshore side. In some cases product owner could be from offshore, who has gained detailed product/system knowledge, this scenario does not require Shadow PO.

Team facilitator from offshore side to drive overall scrum process

Technical Architect (onsite + offshore), Technical Leader, QA, Developers and Designers.

Scrum Master

PO PO

Cross-functional scrum team

Scrum Framework

• Product owner

• Scrum Master

• Team

Roles

• Sprint planning

• Sprint review

• Sprint retrospective

• Daily scrum meeting

Ceremonies

• Product backlog

• Sprint backlog

• Burndown charts

Artifacts

Ceremony: Sprint Planning Meeting

• Team selects items from the product backlog they can commit to completing

• Sprint backlog is created• Tasks are identified and each is estimated (1-16 hours)

• Collaboratively, not done alone by the Scrum Master

• High-level design is considered

Clarion: Sprint Planning Meeting

• Purpose: At every sprint start, sprint backlog is created out of product backlog.

• Participants: Product owner, scrum master, team

• Duration: This is a time-boxed meeting, duration depends on the duration of sprint and complexity of the items.

• Highlights:• Fibonacci point based estimates which would be related to the complexity / time of

the tasks.

• Stories are discussed in sprint planning meeting and estimation will be given by developers on based of story, planning poker is used for the user story estimation.

• Generally for 1 point we consider 2-3 hours work, 2 pointer it is a half day work, 3 pointer is a days work and 5 pointer is 2 days work.

Planning Poker

• Product Owner reads story

• Team estimates (including QA/Testing)

• Team Discusses

• Team estimates again

This process is repeated till consensus is reached.

PO

... …… …..

5

3

1

Clarion Pre-sprint Planning Meeting

• Happens a day before actual Sprint planning meeting.

• All the internal team members participate.

• Few the tentative stories are picked from the prioritized product backlog.

• Team discuss and understands the stories and the underlying challenges and questions in the upcoming stories.

• For the new team it is suggested to do the point estimation also during pre-sprint planning.

• The purpose is to facilitate the main Sprint planning with client.

Ceremony: Daily Standup

• Parameters• Daily

• 15-minutes

• Stand-up

• Not for problem solving• Whole world is invited

• Only team members, Scrum Master, Product Owner, can talk

• Helps avoid other unnecessary meetings

Clarion DSM

Purpose:

• Each team member summarizes• What was done yesterday• What would be done today• If there are any Issues being faced.

• This helps coordinating priorities of the day.

• Participants: Product owner, scrum master, team

• Duration: Short duration of around 15 minutes.

Scrum Master

PO PO

Cross-functional scrum team

Yesterday I did…Today I plan to…I am facing some impediments...

Ceremony: Sprint Review

• Team presents what it accomplished during the sprint

• Typically takes the form of a demo of new features or underlying architecture

• Informal• 2-hour prep time rule

• No slides

• Whole team participates

• Invite the world

Ceremony: Sprint Review

• Purpose: At the sprint execution end, sprint review meeting would be held for following• Shippable product would be demoed to the

Product Owner (PO) in this meeting.• Product Owner (PO) can accept or reject the

Scrum Backlog items presented in the demo.• There could be new product backlog items

identified during this meeting

• Participants: Product owner, scrum master, team, interested stakeholders

• Duration: In general this meeting should not be longer than one hour per week of sprint duration.

Scrum Master

PO PO

Cross-functional scrum team

I declare that following product backlog items as “Done”1.…2.…Based on feedback we need to add some new product backlog items.

Stakeholders (optional)

Ceremony: Sprint Retrospective

• Periodically take a look at what is and is not working

• Typically 15–30 minutes

• Done after every sprint

• Whole team participates• Scrum Master

• Product owner

• Team

• Possibly customers and others

Clarion Sprint Retrospective Meeting

• Purpose: This meeting is held at the end of each sprint (after the sprint review), it facilitates team to inspect and adapt its process to optimize efficiency.• In this meeting following points would be

discussed.• What went well in the sprint.

• What did not went well in the sprint.

• How can we enhance.

• The output of this meeting becomes the input for next sprint for enhancing the practice.

• Participants: Product owner, scrum master, team

• Duration: In general this meeting should not be longer than 45 minutes for each week of sprint duration.

Scrum Master

PO PO

Cross-functional scrum team

... …… …..

... …… …..

... …… …..

Add On’s: Clarion Product Backlog Grooming meeting

• Purpose: This is done couple of work days before next sprint planning meeting, which give product owner little time to revise priorities before commitments are made. Team focuses on top few items only, this helps the team to clarify & decompose the higher priority PBIs

• Participants: Product owner, scrum master

• Duration: In general this meeting should not be longer than 2 hours.

Scrum Master

PO PO

Cross-functional scrum team

Requirement Requirement

Requirement Requirement

Requirement Requirement

Requirement Requirement

Requirement

Requirement

Requirement

Requirement

Requirement Requirement

Sprint Planned

Groomed

Future

Sprintable

Actionable/ User Stories

Epic / Cosmic Stories

Scrum Framework

• Product owner

• Scrum Master

• Team

Roles

• Sprint planning

• Sprint review

• Sprint retrospective

• Daily scrum meeting

Ceremonies

• Product backlog

• Sprint backlog

• Burndown charts

Artifacts

Artifact: Product Backlog

• The requirements

• A list of all desired work on the project

• Ideally expressed such that each item has value to the users or customers of the product

• Prioritized by the product owner

• Reprioritized before the start of each sprint

Clarion Product Backlog

• It is prioritized list of user stories covering whole product/system.

• Before the sprint planning meeting product Backlog items will be created by Product Owner(PO) in collaboration with Business Analyst(BA) from offshore side, who would act as a shadow product owner.

• Stories defined should follow INVEST principle of Scrum.

• Break down Epics.

Scrum Master

PO PO

Cross-functional scrum team

WORK ITEM 1

High Priority ItemsWORK ITEM 2

WORK ITEM 3

WORK ITEM 4

WORK ITEM 5

WORK ITEM 6

User Story

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

A user story should be detailed enough for the team to start work from, and further details can be established and clarified at the time of development.

3C’s Of User Story

• Card - A written description of the user story for planning purposes and as a reminder.

• Conversation - A section for capturing further information about the user story and details of any conversations.

• Confirmation - A section to convey what tests will be carried out to confirm the user story is complete and working as expected.

User Story: Invest In It

• Independent - User Stories should be as independent as possible.

• Negotiable - User Stories are not a contract. They are not detailed specifications. They are reminders of features for the team to discuss and collaborate to clarify the details near the time of development.

• Valuable - User Stories should be valuable to the user (or owner) of the solution. They should be written in user language. They should be features, not tasks.

• Estimable - User Stories need to be possible to estimate. They need to provide enough information to estimate, without being too detailed.

• Small - User Stories should be small. Not too small. But not too big.

• Testable - User Stories need to be worded in a way that is testable, i.e. not too subjective and to provide clear details of how the User Story will be tested.

User Story: Format

As a [role] I want to [a feature] so that [reason, value].

As a frequent traveler I want to be able to quickly rebook frequently booked flights so that I can save time during the booking process.

User Story: Example

• Epic#1: User Authentication and Authorization Module

• Story#1: Registration System for school user

• Description: As a visitor of the site, I want to be able to register by providing my email and password in order to use the available features.

• Acceptance Criteria:• I should be presented with a link on top right corner to register titled ‘Register’.

• I should be presented with a form asking email, password, password confirmation.

• I should be presented with a Register button, clicking on which I should be registered as a user on app.

• I should be presented with errors in case of incorrect email format and a password shorter than 8 chars.

Artifact: Sprint Backlog

• The sprint backlog is a list of tasks identified by the Scrum team to be completed during the Scrum “Sprint”.

• During the sprint planning meeting, the team selects some number of product backlog items

What Is Sprint?

A sprint is a set period of time during which specific work has to be completed and made ready for review.

More precisely we can say a Sprint is a Time Box.

• During the actual sprint, team implements the user stories committed to the sprint backlog in continuous integration mode.

• Duration: Usually from 2 weeks to 4 weeks.

Clarion Sprint Cycle

Design & Analysis

Implementation & unit testing

Continuous

Integration

Testing & QA

Deployment

Detailed requirements

Every sprint consists of iteration of following tasks

Actual Sprint - Starting Mid-week

• Advantages & probable scenarios when this cycle would be suggested• This way even if we have to stretch a bit to finish some tasks, team would not

hesitate to do it during mid-week.

• In addition to this if teams are working in distributed agile set-up, then mid-week start helps the product owner to be easily available.

• This cycle is suitable when the releases can be done on weekdays.

2 WEEK SPRINT STARTING MID WEEK (10 WORKING DAYS)

TUE WED THU FRI MON TUE WED THU MONFRI

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Sprint planning meeting

Daily standup meeting Product backlog grooming Sprint review / retrospective

Actual Sprint - Starting On Monday

• Advantages & probable scenarios when this cycle would be suggested• This cycle is suitable when the releases can only be done on weekends.

2 WEEK SPRINT STARTING MID WEEK (10 WORKING DAYS)

MON TUE WED THU FRI MON TUE WED FRITHU

----------------------------------------------------------------------------------------------------------------

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Sprint planning meeting

Daily standup meeting Product backlog grooming Sprint review / retrospective

Sprint Zero

• Purpose: This is carried out to initiate the overall scrum process and the logistics related to the project.

• Participants: all the team participates in this sprint and it is driven by scrum master.

• Duration: Approximately 2 weeks

Scrum Master

PO PO

Cross-functional scrum team

Sprint Zero High Level Tasks• Initial grooming of the product catalog.• Decide maximum base point for user story.• Decide the sprint duration and sprint release cycle.• Technical understanding by team.• How and where QA would be done.• Setting up environments.

Artifact: Burn-down Chart

• Tells us about:• How much work is remaining to be

done in the project

• How much deviation we are having from the current estimation or are we pulling in lot of tasks in the sprint

Ideal Team Great Team Nice Team Too Fast Too Late

Sample burn down and inferences

0

50

100

150

200

250

300

Add On’s: Burn-up Chart

• Tells us about:• How much work has been completed,

and the total amount of work.

• How the sprint is progressing with reference to change in scope.

0

10

20

30

40

50

60

1 1 / 4 1 2 / 4 1 3 / 4 1 6 / 4 1 7 / 4 1 8 / 4 1 9 / 4 2 0 / 4 2 3 / 4 2 4 / 4

No

. of

tick

ets

B U R N U P T A S K

Total April

Add On’s: Velocity Chart

• Shows the amount of value delivered in each sprint, enabling you to predict the amount of work the team can get done in future sprints.

• It is useful during your sprint planning meetings, to help you decide how much work you can feasibly commit to.

• Initial velocity figures could below, however a steam moves forward we get the better idea about the capability of the team.

Sprint 1 Sprint 2 Sprint 3 Sprint 4

Commitment 40 53 56 57

Completed 37 47 50 57

0

10

20

30

40

50

60

Sto

ry P

oin

ts

V E L O C I T Y C H A R T

Commitment Completed

Clarion Scrum Process - An Overview

Information RadiatorOnline Scrum Tool

Cross-functional scrum team

WORK ITEM 1

WORK ITEM 2

WORK ITEM 3

WORK ITEM 4

WORK ITEM 5

WORK ITEM 6

PRODUCT BACKLOG

WORK ITEM 1

WORK ITEM 2

WORK ITEM 3

SPRINT BACKLOG

TASK

TASK

TASK

TASK

TASK

TASK

TASK

TASK

TASK

TASK

TASK

TASK

TASK

TASK

TASK

PRODUCT INCREMENT

Sprint Preplanning

Sprint Zero

Sprint Planning Meeting

Daily Scrum

Meeting

Sprint Review

Meeting

Sprint Retrospective

Meeting

Design Code

Analysis

Deploy Test

CI

Scrum Master

PO PO

Product Backlog

Grooming

Clarion Scrum Process

Thank You!