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Agile basics-adrish
- 1. AGILE & SCRUM ADRISH BERA BASICS ADRISH BERA @adrishb AGILE METHODS ARE DESIGNED TO HELP DEVELOPMENT TEAMS KICK BUTT
- 2. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 3. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 5. RESPOND TO CHANGING NATURE OF BUSINESS BE IN CONTROL OF TIME TO MARKET ^ PRODUCTIVITY ^ QUALITY HAVE EMPOWERED TEAM FUN @ WORK
- 6. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 7. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 9. AGILE IS A GROUP OF SOFTWARE DEVELOPMENT METHODOLOGY WHERE THE PRODUCT/SOLUTION IS EVOLVED OVER SMALL ITERATIVE STEPS THROUGH COLLABORATION AMONG CROSS-FUNCTIONAL, SELF-ORGANIZING TEAMS – ALIGNED WITH AGILE MANIFESTO
- 10. AGILE MANIFESTO INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN
- 11. AGILE MANIFESTO 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
- 12. SCRUM IS AN EXAMPLE OF AGILE – USED FOR COMPLEX SOFTWARE PROJECTS
- 13. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 14. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 15. STANDARD CONVENTIONS GUIDELINES STANDARD CONVENTIONS GUIDELINES BUSINESS REQUIREMENTS BUSINESS REQUIREMENTS PRODUCT OWNER MARKET OPPORTUNITIES/ PAIN POINTS MARKET OPPORTUNITIES/ PAIN POINTS PRODUCT MANAGER PO, TEAM, SCRUMMASTER
- 16. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 17. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 18. THE TEAM SELF-ORGANIZED, CROSS FUNCTIONAL, 7+/- 2, DOERS SCRUMMASTER MAINTAINER OF THE SCRUM PROCESS/RULES, HANDS-ON PRODUCT OWNER REPRESENTS THE CUSTOMERS TO THE TEAM LINE MANAGER, PROJECT MANAGER, TEAM LEAD ETC. PLAY THE SUPPORING ROLES
- 19. THE TEAM SELF-ORGANIZED, CROSS FUNCTIONAL, 7+/- 2, CENTER OF THE UNIVERSE DOERS OF TASKS – PLANS, CODES, BUILDS, TESTS, RELEASES, DEMOS TASK BREAKDOWN & PLANNING STAND-UP MEETING COMMITTED, SELF-MOTIVATED, EMPOWERED
- 20. SCRUMMASTER MAINTAINER OF THE SCRUM PROCESS/RULES, HANDS-ON DOER REMOVES IMPEDIMENTS REPRESENTS TEAM HELPS TEAM MEMBERS, PROTECTS, COACHES, MENTORS ORGANIZES SCRUM EVENTS EFFICIENT COMMUNICATOR, RESOURCEFUL, TRUSTWORTHY X TEAM LEAD X TECH LEAD X PROJECT MANAGER X SLM
- 21. PRODUCT OWNER REPRESENTS THE END CUSTOMER CREATS/MANAGES USER-STORIES, PRODUCT BACKLOG PRIORITIZES EXPLAINS REVIEWS AND APPROVES PARTICIPATES IN SPRINT PLANNING AND DAILY STAND-UPS ANALYTICAL, PRODUCT MANAGEMENT SKILLS X TEAM LEAD X PROJECT MANAGER X SLM COULD BE A PRODUCT MANAGER
- 22. ROLE OF THE MANAGER ENABLER, NO COMMAND AND CONTROL SUPPORTER TAKES CARE OF WELLBEING REMOVES BIG OBSTACLES TEAM SELECTION PERFORMANCE APPRAISAL SOFTWARE DEVELOPMENT IS NOT A PREDICTABLE FACTORY SET UP! ONE MAN – HOWEVER EXPERIENCED - CANNOT HANDLE ALL ISSUES AND ENSURE PREDICTABLE DELIVERY
- 23. THE CHICKEN & THE PIG IN SCRUM ROLES
- 24. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 25. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 26. SPRINT PLANNING – START OF THE SPRINT DAILY STAND-UP - EVERYDAY SPRINT REVIEW & DEMO - END OF THE SPRINT RETROSPECTIVE – END OF THE SPRINT DAY 1 DAY 10DAY 6 WEEK #1 WEEK #2 START END SPRINT PLANNING DAILY STAND –UPS PRE-PLANNING MEETING FOR NEXT SPRINT SPRINT REVIEW & DEMO RETROSPECTIVE
- 27. SPRINT PLANNING SPRINT GOAL SPRINT BACKLOG TEAM SELECTION TASK BREAKDOWN TASK ESTIMATES CONSIDER TESTING, ARCHITECTURE BACKLOG, ENVIRONMENT SET UP, STUDY, KT, PRODUCT SUPPORT… LOAD 70-80% SEND STORIES IN ADVANCE MODERATED BY SCRUM MASTER ATTENDED BY ALL SCRUM PLAYERS
- 28. USER STORIES, TASKS AS A <ROLE>, I WANT <SOMETHING> SO THAT <BENEFIT> TASKS ARE THE WORK ITEMS TO COMPLETE THE SPRINT BACKLOGS – UX, DESIGN, CODE, TEST SPECS, DOCS, KT, TRAINING… CONTRIBUTED AND CREATED BY ALL SCRUM PLAYERS
- 29. DAILY STAND-UP WHAT DID I DO YESTERDAY WHAT AM I GOING TO DO TODAY ARE THERE ANY IMPEDIMENTS USE THE MEETING ALSO TO GET CLARITY ON THE USER STORY UPDATE STATUS OF EACH TASKS & REMAINING HRS BEFORE THE MEETING MANDATORY FOR TEAM, SM, PO MANAGER/CUSTOMERS - OPTIONAL
- 30. USE GOOGLE DRIVE OR A COMMON REPO FOR ALL TO SEE AND EDIT TASK TRACKING SHEET User Story Task Owner Status Estimate d efforts (Hrs) Effort remaning (hrs) Impediments# Description Priority # Description 1 As <a role> I want <something> so that <benefit> 1 1 Do this… Developer 1 in progress 8 4 2 Find that… Dev 2 Done 4 0 3 Study that Tester 1 Not started 2 2 4 Test that Tester 2 Not started 3 3 5 integrate this… Dev 1 Not started 7 7 2 24 16
- 31. SCRUM BOARD TASK #: DESC OWNER: ABC ESTIAMTED HR: 5 REMAINING HR: 4, 3, 4, 2 NOTE/IMPEDIMENTS: XYZ…
- 32. 0 50 100 150 200 250 300 Day 1 Day2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10 TASK BURN-DOWN CHART REMAINING HOURS WORKING DAYS
- 33. DOD - FIT FOR RELEASE AND END-USER USE CODE COMPLETE, CHECKED IN (CI), PEER REVIEWED, UT, FT, PASS RATE/RUN RATE, BUGS FIXED, NON-FT, TA DONE, STATIC & DYNAMIC CODE ANALYSIS, API DOCUMENTATION, CODE COMPLEXITY, REMAINING HRS = 0 DECIDED BY THE TEAM & AGREED WITH THE PO DURING SPRINT PLANNING
- 34. DEFINITION OF ALMOST DONE
- 35. SPRINT REVIEW & DEMO WORKING STUFFS SPEAK VOLUMES AS AGAINST STATUS REPORTS, PPT, TALKS PRESENT THE STATUS OF BACKLOGS – DONE/NOT DEMO STORIES THAT ARE REALLY DONE AS PER DOD PLAN TIME AND EFFORT FOR DEMO PREP CAUTION: DEMO IS THE BY-PRODUCT, FOCUS ON COMPLETENESS!! ATTENDED BY ALL THE STAKEHOLDERS, MANAGEMENT, CUSTOMERS
- 36. SPRINT RETROSPECTIVE 3 QUESTIONS DISCUSSED: WHAT WE SHOULD - START DOING - STOP DOING - CONTINUE DOING FORWARD THINKING… NOT A “ROOT CAUSE ANALYSIS” / “POSTMORTEM” / “FACT FINDING” MEETING ATTENDED BY ALL THE STAKEHOLDERS – AFTER THE SPRINT REVIEW & DEMO
- 37. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 38. WHY AGILE/SCRUM? WHAT IS AGILE? WHAT IS SCRUM? SCRUM PROCESS SCRUM ROLES SCRUM EVENTS SCRUM CULTURE AND VALUES
- 39. AGILE MANIFESTO 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
- 40. 12 PRINCIPLES BEHIND AGILE MANIFESTO 1. OUR HIGHEST PRIORITY IS TO SATISFY THE CUSTOMER THROUGH EARLY AND CONTINUOUS DELIVERY OF VALUABLE SOFTWARE. 2. WELCOME CHANGING REQUIREMENTS, EVEN LATE IN DEVELOPMENT. AGILE PROCESSES HARNESS CHANGE FOR THE CUSTOMER'S COMPETITIVE ADVANTAGE. http://agilemanifesto.org/principles.html
- 41. 12 PRINCIPLES BEHIND AGILE MANIFESTO – CONTD… 3. DELIVER WORKING SOFTWARE FREQUENTLY, FROM A COUPLE OF WEEKS TO A COUPLE OF MONTHS, WITH A PREFERENCE TO THE SHORTER TIMESCALE. 4.BUSINESS PEOPLE AND DEVELOPERS MUST WORK TOGETHER DAILY THROUGHOUT THE PROJECT.
- 42. 12 PRINCIPLES BEHIND AGILE MANIFESTO – CONTD… 5. BUILD PROJECTS AROUND MOTIVATED INDIVIDUALS. GIVE THEM THE ENVIRONMENT AND SUPPORT THEY NEED, AND TRUST THEM TO GET THE JOB DONE. 6. THE MOST EFFICIENT AND EFFECTIVE METHOD OF CONVEYING INFORMATION TO AND WITHIN A DEVELOPMENT TEAM IS FACE-TO-FACE CONVERSATION.
- 43. 12 PRINCIPLES BEHIND AGILE MANIFESTO – CONTD… 7. WORKING SOFTWARE IS THE PRIMARY MEASURE OF PROGRESS. 8. AGILE PROCESSES PROMOTE SUSTAINABLE DEVELOPMENT. THE SPONSORS, DEVELOPERS, AND USERS SHOULD BE ABLE TO MAINTAIN A CONSTANT PACE INDEFINITELY.
- 44. 12 PRINCIPLES BEHIND AGILE MANIFESTO – CONTD… 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.
- 45. 12 PRINCIPLES BEHIND AGILE MANIFESTO – CONTD… 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.
- 46. CULTURE & VALUES COMMITTED, FOCUSED, RESPECTFUL COURAGE, OPENNESS, FLEXIBILITY GET INTO CUSTOMERS’ SHOES TEAMWORK FOLLOW AGILE MANIFESTO & PRINCIPLES
Editor's Notes
- Agile can help us to - respond well to explorative nature of our business and unpredictability of the requirements - follow an iterative, “inspect-and-adapt” approach to development that will greatly reduce both development costs and time to market - empower individuals and teams to take ownership of the product and delivery, reduce management overheads and bring an inclusive and fun culture
- Agile is not a magic bullet that can solve the constraint of scope, quality and time. In real life, normally the scope can always be managed if we keep the time and the quality fixed. But in traditional project management systems, we take scope as sacrosanct and keep varying quality and time. Agile is built on the premises that we can fix the time and the quality – by varying the scope.
- - respond well to explorative nature of our business and unpredictability of the requirements - follow an iterative, “inspect-and-adapt” approach to development that will greatly reduce both development costs and time to market - empower individuals and teams to take ownership of the product and delivery, reduce management overheads and bring an inclusive and fun culture
- A scrum (short for scrummage) is a method of restarting play in rugby that involves players packing closely together with their heads down and attempting to gain possession of the ball
- SCRUM PROCESS IN NUTSHELL The product owner creates a prioritized requirement list called a product backlog. The scrum team is a self-organized, cross-functional team with a Scrummaster tasked to represent the team and remove impediments from its way During sprint planning, the team takes a few backlog items from the top of that prioritized list, a sprint backlog, and decides how to implement those pieces and what is the criteria of marking them complete according to the "definition of done" The team has a certain amount of time — a sprint (usually two to four weeks) — to complete its work. The team meets each day to assess its progress (daily Scrum stand up meeting) At the end of the sprint, the work should be potentially shippable: ready to deliver to a customer, or demonstrate to a stakeholder. The sprint ends with a sprint review and retrospective to do it better next time As the next sprint begins, the team chooses another chunk of the product backlog from the top of the stack and begins working again. The cycle repeats until enough items in the product backlog have been completed, the budget limit is hit, or a deadline arrives.
- Scrum is all about teamwork, empowerment, self discipline and taking full responsibility. Teams normally demonstrate very well the power of self-organization, if they are allowed to do so and left to themselves.
- The role is very important! It helps you learn leadership by influence and respect without formal authority.
- Command & Control - identify what needs to be done, give detailed instructions to the employee, track the employee to ensure that they complete the work. The role of the employee in this model is to follow the directions as given, trusting the judgment and wisdom of the manager. But Software development has more complexity and variability. Requirements tend to change easier and faster, tools and technologies are also changing continuously. In this environment, it is difficult for a manager to understand every detail and issue precise instructions to guide the work of every employee. Within the Team, the work is highly interconnected, with intricate dependencies, and frequent change and surprise. To expect a manager to do all the thinking and planning for her team is unrealistic. As a result, it often constrains the team’s productivity and end up demoralizing them.
- Quiz: Team members: PIG PO: PIG Scrummaster: PIG Product manager: Chicken Line Manager: Chicken Top management: Chicken
- Sprint Goal: “Implement Web-services API support for <xyz> product, so that the app developers can access the products backend capability”
- Should ideally from users perspective.
- "Yesterday I have taken up the task called "create a new api for accessing the <xyz> data from <mmm> table". This is part of the user story: "As a user, I want to do <abc..>, so that I can achieve <def..>. The task is about 70% done and I need to add a few more validations and complete the unit testing before handing over to <testing team mate> for api testing. Remaining work left for this task is 3 hrs - which I'll do today. Apart from this, I'll take up the next task: "...." which is part of the user story: "As a ...". The planned effort of this task is 5 hrs and I'll complete this today. I have one impediment: I did not get enough time from <a team mate> to review my code as she was busy. Can I have another team mate to review my code today?"
- What is DOAD - Definiting of Almost Done?
- Trust me it’s a lot of fun to keep crossing completed tasks!
- The sprint demo is one of the most exciting part of Scrum. It’s when the team gets an opportunity to show the fruit of their hard labor during the sprint and all the real value they are delivering to the organization