Training Presentation 2016

1. Agile Scrum Process
2016

2. Introduction
• Traditional Methodologies
• Agile Methodology
• Scrum
• Scrum Framework: Roles
• Scrum Framework: Ceremonies
• Scrum Framework: Artifacts
• Clarion Scrum Process-Review

3. 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!

4. 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

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

6. Agile Methodology
Not a process, it's a philosophy or set of values…
Rapid Adaptive Agile Quality-Driven Cooperative Iterative

7. Process and tools
Comprehensive documentation
Following a plan
Contract negotiation
Agile Manifesto
Individuals and interactions
Working software
Customer collaboration
Responding to change
O
V
E
R

8. 12 Agile Principles
• Our highest priority is to satisfy the customer through early and continuous
delivery of valuable software.
1 ROI

9. 12 Agile Principles
• Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
2 CHANGEABILITY

10. 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

11. 12 Agile Principles
• Business people and developers must work together daily throughout the
project.
4 ALIGNMENT

12. 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

13. 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

14. 12 Agile Principles
• Working software is the primary measure of progress.
7 DONE

15. 12 Agile Principles
• Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely.
8 SUSTAINABILITY

16. 12 Agile Principles
• Continuous attention to technical excellence and good design enhances agility.
9 IMPROVEMENT

17. 12 Agile Principles
• Simplicity —the art of maximizing the amount of work not done —is essential.
10 KEEP IT SIMPLE,
STUPID (KISS)

18. 12 Agile Principles
• The best architectures, requirements, and designs emerge from self-organizing
teams.
11 EMERGE

19. 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

20. Various Agile Methodologies

21. Meaning Of Scrum (Literally)

22. 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.

23. 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.

24. 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.com
Amazon
Yahoo
BMC Software
John Deere Time Warner
Clarion Technologies

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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.

31. 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

32. 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

33. 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

34. 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.

35. 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

36. 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.

37. 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

38. 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...

39. 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

40. 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)

41. 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

42. 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
... …… …..
... …… …..
... …… …..

43. 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

44. 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

45. 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

46. 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 Items
WORK ITEM 2
WORK ITEM 3
WORK ITEM 4
WORK ITEM 5
WORK ITEM 6

47. 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.

48. 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.

49. 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.

50. 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.

51. 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.

52. 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

53. 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.

54. Clarion Sprint Cycle
Design &
Analysis
Implementation
& unit testing
Continuous
Integration
Testing & QA
Deployment
Detailed
requirements
Every sprint consists of iteration of following tasks

55. 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
-----------
-----------------------------------------------------------------------------------------------------
---------------------------------------------
-----------
Sprint
planning
meeting
Daily standup meeting Product backlog grooming Sprint review /
retrospective

56. 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
-----------
-----------------------------------------------------------------------------------------------------
---------------------------------------------
-----------
Sprint
planning
meeting
Daily standup meeting Product backlog grooming Sprint review /
retrospective

57. 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.

58. 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

59. 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.oftickets
BU R N U P TASK
Total April

60. 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
StoryPoints
V ELO CITY CHAR T
Commitment Completed

61. Clarion Scrum Process - An Overview

62. Information Radiator
Online 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

63. Thank You!