Agile project management

Agile project
managementIntroduction to Scrum
Ing. Jan Verner
@janverner
cz.linkedin.com/in/janverner

14.4.2016 - Site 2/28
About me

16.4.2015 - Site 3/28Introduction Theory Examples Summary
What should you learn?
This presentation brings
• Theoretical basis
• Demonstration on practical examples
• Real world experience

Theory
• What is scrum?
• When should we use scrum?
• Scrum in detail
• Artifacts
• Roles
• Processes

What is scrum?
• Framework for project organization
• No specific engineering practices prescribed
• Focused on cooperation with customer
• Product progresses in iterations called “sprints”
• Requirements are captured as items in so called “product
backlog”
• Self-organizing teams
• Opened to change – may vary and be adapted
• Based on Agile manifesto

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

When should we use scrum?
• Consider Technology and Requirements
• Consider people
skills on project
Scrum is preferred
on Complex projects

Scrum in detail
• Roles
• Product owner
• Scrum master
• Team
• Artifacts
• Product backlog
• Sprint backlog
• Processes
• Sprint planning
• Daily meeting
• Sprint review
• Sprint retrospective

agileforall.com

Roles – Product owner
• Represents customer
• Defines features of the product
• Adjusts priority of features
• Accepts/rejects sprint results
• Should be available for the Team
during sprint execution to clarify questions

Roles – Scrum master
• Introduces and supervises scrum
practices and processes
• Enables cooperation across all roles
• Removes sprint impediments
• Shields team from external influences
• Organizes daily meetings

Roles – Development Team
• Typical size 5-9 members
• Multi-functional (roles sharing)
• Analytics
• Developers
• Testers
• Specialists (e.g. usability)
• Should be collocated
• Full time members
• Improves during sprint retrospective

Artifacts – Product backlog
• List of product requirements
• Visible and maintained by Product owner
• Communication and information exchange
• Each requirements represented as
Product Backlog Item (PBI)
• Description and acceptance criteria
• Priority (set by the Product owner)
• Effort estimation (set by the Team)
• Each PBI’s size should be smaller than one sprint
• Refining of PBIs (top-down)

Artifacts – Sprint backlog
• Created at the beginning of each sprint
• Used to document and track planned work
• Contains set of Tasks for each PBI
• Status [To do, In progress, Done]
• Assigned Team member
• Remaining effort [hours]
• Contains “burndown” chart
• Visualizes remaining effort in each day of sprint
• Used to track Team progress during sprint
• Used in daily meeting

Artifacts – Sprint backlog – Burndown chart

Processes – Sprint planning
• Executed at the beginning of each sprint
• Length approximately 1 day
• Team calculates availability
• Team selects PBIs with highest priority to ongoing sprint
• Team breaks down selected PBIs to Tasks
• Documents all Tasks in Sprint Backlog
• Team commits to selected PBIs

Processes – Daily meeting
• Used to synchronize Team progress
• Organized every day during sprint execution
• Should be short and effective
• Standup meeting (maximum 15 minutes)
• Every Team member answers
• What has he finished
• What is he going to work on
• Does he have any problems (impediments)
• Review sprint burndown chart

Processes – Sprint review
• Done at the end of each sprint
• Approximately 3 hours
• Product owner decides on acceptance/rejection
of realized PBIs
• Accepted PBIs are Closed

Processes – Sprint retrospective
• Done at the end of each sprint
• Internal discussion of the Team
• What went well?
• What went wrong?
• What can be improved?

agileforall.com

Examples
From theory to praxis
• Benefits of agile development
• What is not visible at first glance
• Barriers to Scrum Adoption
• Tooling support
• Demos using Team Foundation Server

Benefits of agile development
• Customer
• Change of requirements
• Fast response
• Early delivery
• Manager
• Team performance overview (burndown chart)
• Iterations allow project improvements (retrospective)
• Developer
• Better understand requirements (sprint backlog)
• Focus on results
• Team self organization

What is not visible at first glance
• In real world additional roles are necessary in order to
make project successful
• e.g. Project manager, Architect, Quality manager
• Scrum focuses on people, but processes are still needed
and have to be managed
• Team has to be aware of long term goals and visions in
order to feel overall project status
• Product owner must be properly selected
• Sprint retrospective has highest value for team

Barriers to Scrum Adoption
VersionOne Survey 2012

Tooling support
VersionOne Survey 2012

Demos using Team Foundation Server
• Feel free to tryout using with dreamspark.com
• Team Foundation Server is also for free in cloud
for up to 5 developers
• Visual Studio 2012 Demo Mate
http://blogs.msdn.com/b/briankel/archive/2011/10/16/demomates-for-visual-studio-11-alm-demos.aspx

Summary
• Scrum is about response to change
• Suitable for complex projects
• Product owner is key to success
• Early product delivery helps to optimize project performance
• Sprint backlog contains list of requirements
• Sprint burndown chart tracks Team progress
• Sprint retrospective helps to improve Team
• Proper tooling supports development

14.4.2016 - Site 28/28
Question and Answers…
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@janverner
cz.linkedin.com/in/janverner

Agile project management

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