Agile Boot Camp. Agile for Government Summit. November 20, Dr. Suzette S. Johnson. Dr. Richard Turner

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1 Agile Boot Camp Agile for Government Summit November 20, 2013 Dr. Suzette S. Johnson Agile Engineering Northrop Grumman Dr. Richard Turner Stevens Institute

2 Getting to Know You! Dr. Suzette Johnson Northrop Grumman Agile Community of Practice Chair and Agile Center of Excellence Lead ADAPT Executive Committee Systems engineer, project manager, and Certified Scrum Coach, with an interest and passion for promoting and implementing Agile practices in large-scale systems environments. Lean and Agile experience started in 1999 Dissertation focused on investigating the impact of leadership styles on software project outcomes in traditional and agile engineering environments 2 Dr. Richard Turner School of Systems and Enterprises, Stevens Institute Research interests include: harmonizing software, systems engineering and acquisition lifecycle models applying agile techniques to improve a wide variety of engineering tasks establishing empirical profiles for software development and acquisition best practices employing spiral, risk-driven methods in large system-ofsystems acquisitions

3 Agenda Defining an Agile Environment Creating the Team High-Level Agile Steps Capabilities Description and Release /Sprint /Sprint Execution /Sprint Demonstration and Retrospective Delivery The Great Challenges On the Horizon Agile References 3

4 Today s Outcomes Develop an understanding of the major agile engineering practices Practice writing a product backlog item Participate in a planning and estimating scenario Participate in a team retrospective Have fun working together! 4

5 Today s Plan Collaborate Share Brainstorm Have Fun! 5 Ask

6 Expectations What are your expectations? What questions do you have? Time: 10 minutes 6

7 What is your level of experience? Scale of 1 to 5 7

8 Recognizing the Need for Change Rate of New Technology Adoption 38 years for radio to attract 50 million listeners 13 years for television to attract 50 million viewers. 4 years for the Internet to attract 50 million surfers! (2000. Gabay. Successful Cybermarketing in a Week) ipad sold 30 million within the first 80 days; 45 million in the first quarter NDAA 2010 signed by President Obama in October 2009 Agile DoD IT Guidance Terri Takai, DoD CIO (2011) "Me saying I want to do agile and yet the large integrators not having agile developers is a challenge," she said. "And I'm sure that for the large integrators, it's a question of when we're going to move to agile and when are we going to move away from the laborious acquisition practices we've had in the past. It's not just a culture change, it's not just training for us, it's making sure we can convince our partners that we are truly going there and getting them to meet up." (5/27/2011. Federal News Radio) Kundra, Federal Government CIO, 25 point plan to reform IT Of the billions spent on IT efforts $27 billion is spent on IT projects that go over budget or are behind schedule 8

9 GAO Report July 2012 The U.S. Government Accountability Office report identified 14 challenges and 10 effective practices. 9

10 Agile Principles and Key Concepts Promote rapid delivery of value to customers Provide timely and regular visibility of the solution

11 Agile Engineering What is Agile Engineering? An empirical process Transparency, Inspect, Adapt Focuses on the value stream Delivers value to the customer through frequent and short iterations Why Agile Practices? Faster time-to-market Adapt to change Shortened product life cycle New technological advancements Improved transparency of progress and end-to-end accountability and ownership 11

12 What do you think is the #1 reason for Agile adoption? A. Ability to manage changing priorities B. Need to accelerate time to market C. Enhance software quality 12 Reference:

13 Reasons for Adopting Agile 13 Most responses centered on better customer focus and increased productivity Reference:

14 Agile Manifesto Individuals and interactions Is valued more than Processes and tools A working system Is valued more than Comprehensive documentation Customer collaboration Is valued more than Controlled negotiation Responding to change Is valued more than Following a plan 14 That is, while there is value in the items on the right, we value the items on the left more

15 Agile Principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of a valuable system. 2. A working system is the primary measure of progress. 3. Welcome changing requirements, even late in development. 4. Deliver a working system frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 5. Business people and developers must work together daily throughout the project. 6. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 7. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 8. Agile processes promote sustainable development. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 15

16 Agile Methods Agile is about how we believe people are best motivated to do work and about demonstrating high value on a regular basis particularly in environments that face high requirement volatility and unpredictability. Extreme Programming Dynamic Systems Development Methods Crystal Methods Agile Methods Agile Unified Process Kanban Scrum Adaptive Software Design Feature Driven Development 16

17 Agile Keywords & Phrases Each Product consists of one or more Releases Each Delivery (Release) consists of one or more Sprints Each Sprint consists of one or more Stories Each Story consists of Tasks Product 1 n Release 1 Release 2 1 n Sprint 1 Sprint 2 Sprint n 1 n Story 1 Story 2 Story n 1 n Task 1 Task 2 Release n Task 3 e.g., Web service app, Contracts app, Claims Mgmt app 2-9 months Multiple releases per spin Product Burndown 1-4 weeks Fixed time Potentially deliverable Checkpoint Sprint burndown User Capability Measures work size (points) Technical reviews implementation, verification, documentation, etc. Deliver working functionality every Sprint 17

18 Tek Talk: Ball Point Game The objective of the Ball Point game is to get as many balls through the team as possible within two minutes. Each ball must be touched at least once by every team member and must end with the same person with whom it began. After two minutes the team is allowed an additional minute to discuss the process and how it could be improved. The game is played a total of five times. Game Introduction 18

19 Tek Talk: Ball Point Game 19

20 Tek Talk: Ball Point Game 20

21 The Agile Scrum Framework Promote rapid delivery of value to customers Provide timely and regular visibility of the solution

22 What is Scrum? This new emphasis on speed and flexibility calls for a different approach for managing new product development. The traditional sequential or 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. (1986). Takeuchi and Nonaka. The new new product development game 22 Picture from

23 Scrum and Extreme Programming Core Practices Scrum 2-4 week Sprints Self-directed and self-organizing teams (7 +/- 2) Cross functional teams Daily Scrum meetings Product Backlog Release and Sprint planning Don t add to Sprint Scrum Master Time boxing Impediments gone in one day No specific engineering practices defined Product Burndown Demonstrations and Retrospective Extreme Programming game Small, frequent releases System metaphors Simple design Testing Frequent refactoring Pair programming Team code ownership Continuous integration Sustainable pace Whole team together Coding standards 23

24 The Agile Scrum Framework Capabilities and User Stories Prioritized by Product Owners Creates the release plan Product Backlog The Daily Tasks managed by the Cross Functional Team Release Plan Backlog Design, Code, Integrate, Test 24 Hours 2-4 Weeks Daily Scrum Meeting Commitment Identification of Impediments Communication Verification Some independent testing Feature Demonstration and Retrospective Validation Potentially Shippable Product Increment THIS SIDE UP 24 Validation Inspect and Adapt Visibility and Transparency How do you define release?

25 Which of the following is not a Scrum core practice? A. Poker B. Cross Functional Teams C. No new work added to a sprint 25 Reference:

26 Roles and Responsibilities Team Chief Engineer/ Architect Product Owner ScrumMaster Ensures the integrity of the architecture Communicates the systems design Has no predefined team Adds to the Product Backlog Defines the features of the product Manages project features and release to optimize return on investment (ROI) Prioritizes features according to mission/user needs Inspects increment and makes adaptations to project Can change features and priority every sprint Communicates project progress and status Accepts or rejects work Cross-functional, seven plus/minus two members Selects the sprint goal and specifies work results Commits to what it feels it can accomplish Has authority to do everything within existing standards and guidelines to reach the sprint goal Manages itself and its work Collaborates with Product Owner to optimize value Demos work results to the Product Owner Ensures that the team is fully functional, productive and improves quality Enables close cooperation across all roles and functions and removes barriers Shields the team from external interferences Ensures that the process is followed Teaches Product Owner and Team how to fulfill their roles Does not make decisions for the team

27 Project Team Structure Transition from functional grouping to cross functional teams PM and Technical Lead Chief Engineer Chief Architect Quality Infrastructure Team Hardware Team Software Team Systems Engineers Integration and Test Configuration Management Lead TM Lead TM Lead TM Lead TM Lead TM Lead TM TM TM TM TM TM TM TM TM TM TM TM TM Isolated progress with too many hand-offs and barriers 27

28 Project Team Structure (An Example) Capabilities Push accountability and ownership to the team level Everyone trained 28

29 Cross Functional Teams Product Owner Scrum Master Developer Cross Functional Team 1 Cross Functional Team 2 Cross Functional Team 3 Cross Functional Team n n Product Scrum Master Developer Developer Integrator Configuration Owner Management Product Scrum Master Developer Owner Developer Integrator Configuration Tester Systems Developer Management Engineer Product Scrum Master Developer Developer Integrator Configuration Owner Tester Systems Management Developer Engineer Developer Integrator Configuration Tester Systems Developer Management Engineer Tester Systems Engineer Developer 29

30 Self-organizing, Self-managing Teams Team organizes around the work that needs to be done Self-organization does not mean people get to do whatever they want Management guides the evolution of behaviors that emerge from the interactions The team works to solve their own problems. Management does not solve problems for the teams Depending on the culture, the team may have to be taught how to selforganize/self-manage 30

31 Today s Scenario: RestEZ Online hotel reservation system for RestEZ Based on customer needs, your team has defined a logical architecture for the online hotel reservation system. The system is a traditional 3 tier architecture: a database layer (to persist reservations), a business logic layer (to manage reservations), and a browser-based user interface (to receive customer input). 31

32 TekTalk: Roles and Responsibilities Reflecting on the section Creating the Team and the given scenario address the following: With your team, identify the team members and roles. You will need a product owner, scrum master, and team members. Keep in mind the need for cross-functional teams Identify your responsibilities and write them on your card Team discussion: How can this get resolved? The Product Owner is micromanaging the team making self-managing impossible. The team is struggling to understand the priorities of the work. A team member is constantly late for the daily standup. The team has not been able to deliver on their commitments for the past 3 iterations. Time: 10 minutes 32

33 Process Overview Execution Review - Retrospective Promote rapid delivery of value to customers Provide timely and regular visibility of the solution

34 High Level Agile Stages Vision Customer Needs Product Roadmap Release Execution Demo and Retrospective Delivery 34

35 Project Start-Up ( 0) Modeling an initial architecture and design for the system Identify an architectural strategy Create an initial system design. Work through the design details during future iterations in model sessions Every iteration must deliver at least some piece of business functionality The roadmap is mapped out by release Setting up the environment You need workstations, development tools, and work areas. Start with just enough to get the team going and continue to build on this in future releases Determine release dates and iteration length The release increments have been identified with a fixed interval typically of days making it easier for customers who may not be co-located to participate and for final QA reviews Start building the team Begin with at least one or two senior developers, the Scrum Master and Product Owner and one or more stakeholder representatives Training 35

36 Release Cycle 3 Month Release Cycle Capabilities Description Release Execution Demo and Retrospective Delivery started in Dec. 1/04 3/31 Day 1 A.M. = Release Mtg P.M. = 1 Mtg Formal release End of Each Retrospective Demonstration Potentially releasable Day 1 of Each Meeting 2-4 hours 36

37 and Estimating the Work Developing Understanding Creating the Vision Agile Systems Engineering: Delivering Value Product Vision Captured Capabilities System Architecture Requirements mapped to stories Revisit architecture and design each release and iteration Use Cases/ Requirements System Level Validations User Stories and Acceptance Tests Functional Non-Functional Architecture Sequence Diagrams Activity Flow Diagrams Product Backlog 6-9 months 1 6 months 1-4 weeks Daily Product Roadmap Release Sprint Daily Plans and Commitment 37 Copyright 2013 Northrop Grumman

38 Some Thoughts on Architecture Architecture development is ongoing (emerging) and focuses on small increments/releases of value Emphasis on a modular architecture with well defined interfaces Project startup (defined timeframe) to define enough of the architecture to get started; model in smaller increments (release/iteration level) Emerging versus Intentional Architecture Regular Architecture Meetings 38

39 Product Roadmap Product: Hotel Website for RestEZ Release 1 Release 2 Release 3 Release 4 March 29 June 28 Sept. 27 Dec. 13 Room reservations and payment User profiles for future visits Hotel amenities Conference offerings Online chat support Local information Special discounts for room reservations Improve usability Google maps Air and hotel package deal Meeting and Business plans and reservations 39

40 High Level Agile Stages Vision Custome r Needs Product Roadmap Release Execution Demo and Retrospective Delivery 40

41 Create the Product Backlog 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 Continuously refined Vision Customer Needs Product Roadmap Release Execution Demo and Retrospective Delivery Product Vision Customer Needs Prioritized As a vacationer, I want to search room availability As a vacationer, I want to change my reservation As a vacationer, I want to cancel my reservation As a vacationer, I want to pay with a credit card 41

42 User Stories What is a User Story? Functional stories often based off a scenario of a use case On large projects a user can be another system Definition of Done Design, Write tests, code, unit tests, documentation, etc. No credit for partial work either done or not done Estimation Story Points Considers: complexity, uncertainty, effort Estimated by the team Relative values 1, 2, 3, 5, 8, 13, 21,? As vacationer, I want to save my selections so I can come back later and make changes or complete my reservation. 42

43 Writing User Stories Often written by the Product Owner Vision Customer Needs Product Roadmap Release Execution Brainstorm to generate ideas Demo and Retrospective Delivery Some stories start out as epic stories; break them down Stories should be drafted and estimated prior to the release planning meeting INVEST in good User Stories.. Independent Negotiable Valuable Estimable Small Testable 43

44 The Product Backlog Product: Hotel Website for RestEZ Vision Customer Needs Product Roadmap Release Execution Requirement: Make Room Reservations Demo and Retrospective Delivery PBI Acceptance Criteria Effort Estimates Vacationer searches for room availability Search by date Search by room type 5 Vacationer saves search request Save a request with a name Recall a request by name 8 Vacationer reserved room with a credit card Reserve with Visa Reserve with MC 13 Do NOT reserve with AmEx 45 Ordered according to Business Value Owned by the Product Owner with the opportunity to reprioritize each Sprint

45 Release Meeting Meeting is time-boxed Vision Customer Needs Product Roadmap Release Execution Usually ½ - 1 day depending Occurs with the entire project team Demo and Retrospective Delivery INPUT OUTPUT Product Roadmap Product Backlog Current Product Capabilities System level Architecture/Design Drafted User Stories Velocity Release Meeting Release Plan Stories with Relative Effort and Acceptance Criteria Dependencies Commitment to the Release 46

46 TekTalk Together: Writing User Stories Scenario: Based on customer needs, your team has defined a logical architecture for an online hotel reservation system. The system is a traditional 3 tier architecture: a database layer (to persist reservations), a business logic layer (to manage reservations), and a browser-based user interface (to receive customer input). Your product owner started to create the product backlog and has provided the following Epic: As a vacationer I want to search for information on the hotel s facilities so I can plan activities for my visit. As a group we will write 2 additional stories for the epic story above. Time: 10 minutes 47

47 Estimating User Stories Traditional estimates focus on absolutes Agile Estimates focus on relative size estimates Why are relative size estimates preferred? People are better at comparing versus measuring in absolutes Estimates are faster Basic math still applies Easier to reach consensus House made of straw House made of sticks House made of bricks Reference: Rally Software

48 Recommendations for Estimating User Stories Keep your estimates high-level intuitive guesses Don't over-analyze the details Estimating using a number sequence (Fibonacci numbers) It gets less precise as the estimates get bigger, which builds a natural distribution curve into your estimates. Estimate as a team Track your Velocity over time You can also track your reliability i.e. the number of points delivered as a percentage of the number of points committed to at the start of the /Sprint. At the start of each /Sprint, look back at your Velocity Don't try to reconcile points with hours Commit as a team 49

49 Estimating Technique: Poker Estimating the user stories for a release. A release is one or more iterations Vision Customer Needs Product Roadmap Release Execution Going into the estimation phase, stories for the release have been identified and each has verification objectives; Stories have been discussed with the team Demo and Retrospective Delivery Steps Each estimator is given a deck of cards, each card has a valid number such as (1, 2, 3, 5, 8, 13, 21,?) The teams read the stories An average story is selected The story is read to the team and discussed briefly Each estimator selects a card to reveal his estimate Cards are turned over so everyone can see them Differences in estimates are discussed; especially outliers Re-estimate until estimates converge ? 50 Reference:

50 TekTalk Together: Estimate This! Backlog Item Putting away a load of laundry Relative Estimate Vacuuming the floors Packing lunch Cleaning handprints off the refrigerator 1, 2, 3, 5, 8, 13, Time: 10 minutes

51 Velocity (Based on history) Velocity is the amount of work a development team completes in an iteration/sprint (story points completed) Velocity is a range; Look for the high, the low, and the mean Velocity for Team A Project Velocity Story Points Project Velocity per Team A Velocity Project Velocity per High: 45 story points High: 155 story points Low: 30 story points Low: 120 story points Mean: 37 story points Mean: 137 story points 52

52 Story Points Tek Talk Together: Walk Through Scenario The team has 320 story points of work in their product backlog. Using the team s velocity when are they likely going to deliver these stories assuming no changes? Each sprint is 2 weeks. Velocity for Team A Team A Velocity High: Low: 45 story points 30 story points Mean: 37 story points Time: 5 minutes 53

53 Commit to the Release Plan Capabilities identified Capabilities Description Release Execution High level requirements and initial user stories mapped User stories with acceptance criteria Dependencies identified Known or assumed velocity by development team and project team Total number of user stories planned Total number user stories planned Planned hours (WBS element) Demo and Retrospective Delivery 54

54 High Level Agile Stages Vision Custome r Needs Product Roadmap Release Execution Demo and Retrospective Delivery 55

55 Capabilities Description Release Execution High Level Requirement The Plan Demo and Retrospective Delivery User Stories User Stories 1 User Stories Story Task (8 hrs) User Stories User Stories Product Backlog Stories for the Release Story Story Story Task (10 hrs) Task (12 hrs) Task (6 hrs) planning = ~2-4 hours on the first day of the iteration plan = based on velocity and capacity *Notional Data 56

56 TekTalk: Committing to an 57 Scenario: Based on customer needs, your team has defined a logical architecture for an online hotel reservation system The system is a traditional three tier architecture: a database layer (to persist reservations), a business logic layer (to manage reservations), and a browser-based user interface (to receive customer input). Your product owner has created a product backlog and is ready to meet with the team to work on the release plan. With your team complete the following. Activity: 1. Your team has a velocity of story points per iteration. How many iterations will it take to complete this backlog? 2. Which user stories will the team commit to for their next iteration? 3. With your team, write acceptance criteria for a user story of your choice. 4. What considerations might the team make as they plan their iterations? Time: 10 minutes

57 Example: Hotel Website Product backlog (Stories) Priority 1 Vacationer searches for room availability 2 Vacationer saves search request 3 Vacationer reserved room with a credit card Search by date Search by room type Save a request with a name Recall a request by name Reserve with Visa Reserve with MC Do NOT reserve with AmEx User Story Points Backlog (Tasks) Hours Design Review 4 Install Baseline 4 ICD Updates 8 Acquire Test Data 8 Code 24 Develop Tests 8 Run Tests 8 Capabilities Description Release Execution The Daily Standup Yesterday I started on the interface. Capabilities Description Today I plan to The one thing standing in my way Release Execution Demo and Retrospective Delivery Demo and Retrospective Delivery Capabilities Description Release Execution Demo and Retrospective Delivery 58

58 High Level Agile Stages Vision Custome r Needs Product Roadmap Release Execution Demo and Retrospective Delivery 59

59 Execution For Each PBI Definition of Done Capabilities Description Release Execution Demo and Retrospective Delivery PBIs Document s Design Develop Updates to: Feature Tests; Write and update test cases Systems Testing Product Baseline Unit Testing Review Peer Review Unit Testing/Component Testing Continuous Integration Test Automation Peer/Code Reviews Definition of Done 60 Development Cycle

60 Which of the following occur during sprint planning? A. The team identifies which PBI they can deliver B. The team decides what tasks are necessary C. The team estimates the tasks in hours 61 Reference:

61 Hours Scrum Board in Action! Check out: 62

62 Daily Scrum meetings 63

63 High Level Agile Stages Vision Custome r Needs Product Roadmap Release Execution Demo and Retrospective Delivery 64

64 The /Sprint Review and Retrospective /Sprint Review Demonstrates new functionality Transparency and information sharing Informal Time-boxed Everyone invited What has been tested and what stories are accepted Revisit the backlog Update Metrics Vision Customer Needs Product Roadmap Release Execution Demo and Retrospective Delivery Retrospective Take a look at what is and is not working well Time-boxed Done at the end of each /Sprint Facilitated by the Scrum Master Focus is on process improvement Whole team participates Worked well Could be improved Actions and Priorities

65 Story Points Story Points Monitoring Progress Product Burndown for the Release Focuses on the Points (Work) Remaining 1000 Vision Customer Needs Product Roadmap Release Execution Demo and Retrospective Delivery Planned Completed Product Burndown Based on story points planned A project team s burndown (team of teams) Updated and reviewed each iteration As stories are accepted and tests passed, requirement progress is updated iteration 0 iteration 1 iteration 2 iteration 3 iteration 4 iteration 5 Story points baseline Burndown (Pts Remain) A team s product burndown 66

66 End of the Release Similar to end of iteration every iteration is potentially releasable Vision Customer Needs Product Roadmap Release Execution Demo and Retrospective Delivery Hardening iteration All stories demonstrated and accepted End-to-end capability testing Version description document Documentation and metrics updated Many disciplined agile teams have a parallel testing effort during the iteration where defects are found and feed back into the process. In addition, the working software becomes a working system QA testing, DT&E, etc. 67

67 Lessons Learned for Agile Adoption Leadership support is critical for successful agile adoption Whole project team trained: Critical for understanding the agile practices and creating a common language Cross-functional teams and collaboration across teams Must have effective, knowledgeable Product Owners Everyone involved in the planning sessions Automated testing and continuous integration is a must Commitment to continuous improvement (problem-practicevalue) Use of burndown charts, metrics, and demonstrations were successful for teams to manage their work and communicate progress Adopting agile practices is a paradigm shift across the organization 68

68 What do you think is the #1 barrier to agile adoption? A. Lack of Management Support B. Lack of Customer Collaboration C. The Organizational Culture 69 Reference:

69 Barriers to Agile Adoption 70 Reference:

70 What do you think is the #1 leading cause of failed Agile projects? A. Pressure to follow waterfall B. Lack of experience with agile C. Culture at odds with agile values 71 Reference:

71 Leading Causes of Failed Agile Projects 72 Find someone to help you through the transition Reference:

72 TekTalk: Retrospective Reflect on today s session. What worked well Suggestions for improvement What are three important take-aways from today? Time: 15 minutes 73

73 On the horizon. 74

74 Quick Introduction to Kanban Method Three Core Principles Start with what you do now Agree to pursue incremental evolutionary change Initially, respect current roles, job titles and responsibilities Five Core Practices Visualize Limit Work In Progress (WIP) Manage Flow Make Process Policies Explicit Improve Collaboratively 75 Reference:

75 DevOps and Agile Developer Operations 76

76 Summary Agile practices enable the project team to respond to the changing needs of customers and technologies Agile practices emphasize the need for ongoing iterative development with completed, demonstrable functionality at the end of every iteration There are five levels of planning The entire team participates in planning Detailed planning occurs every iteration Most valuable metrics for monitoring progress: Velocity (scope) User stories planned versus user stories completed (progress) Hour burndown Tests passed (what s working) 77

77 78

78 Quick Recap The Product Owner is responsible for creating and prioritizing the Product Backlog. The team decides in a Sprint meeting, how many of the highest prioritized features/backlog items they can deliver during the Sprint. Then they define the tasks and hours for each backlog item in their iteration. During the Sprint, the team synchronizes in a Daily Scrum meeting and follows progress in the burn down chart. The ScrumMaster helps the team through the process, removes impediments and ensures that the team is able to work effectively. During the Sprint, valuable functionality is developed and a potentially shippable product increment created, which is demonstrated by the team during a Sprint Review meeting. There should not be any new PBI added to the Sprint once it has started. Teams are transparent and raise concerns early 79

79 References and Recommended Readings Creating Adaptive Businesses Adaptive Enterprise Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era Steven Haeckel Marion, McKelvey, & Uhl-Bien. (2007). Leadership Quarterly, 18(4), Agile Development Practices Agile Project Management with Scrum Agile Software Development: Adaptive systems principles and best practices Agile Software Development with Scrum Agile Testing Balancing Agile and Discipline Implementing Lean Software Development Ken Schwaber Meso and Jain Ken Schwaber and Mike Beedle Lisa Crispin and Janet Gregory Boehm and Turner Poppendeick Metrics Agile EVM Earned Value Management in Scrum Projects Agile Metrics (Agile 2009 Conference proceedings) Sulaiman, Barton, Blackburn Dan Rawsthorne, Danube 80

80 Agile Terminology 81 Term Capacity Cross Functional Team (CFT) Burn Down Chart Product Backlog Product Burn Down Chart Product Owner User Story User Story Points/Estimates Velocity Definition The hours the development team is available to work within an iteration Responsibilities include systems engineering, development, integration, configuration management, testing, etc. Fixed time-box in which development occurs; ~ 2-4 weeks. A development team s progress; Focuses on the remaining hours Requirements/User Stories to be completed Progress for the release; Focuses on the remaining story points Owns the product backlog, assigns priority to user stories Similar to a requirement; completed within in an iteration. As a user I want to action so that purpose Estimates derived and owned collectively by the CFT; Points represent complexity, uncertainty, and effort (usually a scale 1-21) The number of user story points delivered in a iteration 81

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