Learn. Inspect. Adapt: An Overview of Agile Project Delivery. Doug Rosenberg and Kara Silva June 19, 2008

Transcription

1 Learn. Inspect. Adapt: An Overview of Agile Project Delivery Doug Rosenberg and Kara Silva June 19, 2008

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3 Paper Airplanes!

4 The Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more Signed by: Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice.

5 What is Scrum? Scrum is a management and team-based process that focuses on simplicity and building business value-add software. Characteristics Superimposed on existing engineering practices Prioritized list of desired requirements = Product backlog Small, cross-functional teams = Scrum Teams Product progresses in a series of 2 to 4 week Sprints Terms Product Backlog Sprint Backlog Sprint Planning Meetings Daily Stand-ups Sprint Reviews Velocity User Stories and Acceptance Criteria

6 20% of Delivered Features are Used 80% of the Time

7 Phased Phased vs. Agile Delivering Incremental Value Feasibility Definition Design Construction Agile Release Iteration 1 Iteration 2 Iteration 3 Iteration 4 Iteration 5 Iteration 6 Iteration 7 Iteration 8 2 wks 2 wks 2 wks 2 wks 2 wks 2 wks 2 wks 2 wks Release #1 Release #2 Release #3

8 Scrum Process Overview

9 Roles Within Scrum Product Owner Scrum Team ScrumMaster Develops and maintains the Product Backlog Prioritizes the Product Backlog Empowered to make decisions for all customers and users Presents and explains Product Backlog to team Self-organizing Seven plus or minus two performers Business and technical domain skills to build an increment of functionality Responsible for estimating and committing to work Full autonomy and authority during a Sprint Responsible for the process Responsible for maximizing team productivity Sets up and conducts meetings Representative to management and team Characteristics of a border collie or sheepdog

10 How do we organize as a team? Success criteria for self-organizing teams: Small team Clear mission Short timeframe Proper leadership Necessary skills Project Manager Business Systems Analyst Tester Developer Data Designer/DBA Good understanding of customer needs Assured of getting needed resources Empowered to take action Basic disciplines in place Source: Mary Poppendieck Source: Managing Agile Projects, Sanjiv Augustine, Prentice Hall, 2005

11 Sprint Planning Meeting Customers Management Product Owner Scrum Team Product Backlog Team Capabilities Business Conditions Technology Current Product Sprint Planning Meeting Sprint Goal Sprint Backlog

12 Adaptive Planning Between iterations, stakeholders and the team collaborate to plan the next iteration Both stakeholders and the team learn from the work delivered in the iteration just completed Iterations are used to guard the team from priorities being changed The team can cancel an iteration if conditions change too much or if substantial new information comes to light Long-term planning beyond a few iterations is discouraged except in the form of a prioritized work item backlog

13 Daily Scrum Meetings (Stand Up) Parameters Daily 15-minutes Participants stand Story and Task focused Not for problem solving Three questions: 1.What did you do yesterday? 2.What will you do today? 3.What obstacles are in your way?

14 Sprint Review Meeting 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 Participants Customers Management Product Owner Other Interested Parties

15 Sprint Retrospective Meeting Process improvement at end of every Sprint Facilitated by ScrumMaster Spend at least as much time planning as you spend in the retrospectives What went well, what could be improved. ScrumMaster prioritizes based on team direction Team devises solution to most vexing problems ScrumMasters will make the difference between do we really have to.. and this is the most valuable thing we do

16 Scrum Sprint Burndown Depicts the amount of work remaining to complete the Sprint. Iteration Burndown

17 Source: Mountain goat software Task Board Example

18 Scrum on a Page

19 Where Can I Get More Information? Books: Agile Software Development with Scrum Schwaber and Beedle Lean Software Development - Mary and Tom Poppendieck Agile Project Management Jim Highsmith Agile Estimation and Planning Mike Cohn Websites: