Adopting agile via continuous improvement with workshop.

1. C o n f i d e n t i a l
ADOPTING AGILE
VIA
CONTINUOUS
IMPROVEMENT
WITH
WORKSHOP
- PRIYANK SHAH

2. Agenda
 Agile Overview
 Workshop
 Q&A Session

3. Agile
MAen atlthernoatidveo to ltroadgitioynal project
management
 An alternative to waterfall or traditional
sequential project execution model
 Helps teams respond to
unpredictability through incremental
and iterative work cadences
 Generates early feedback

4. Who is using scrum?

5. Scrum Is NOT?

6. What is Scrum?
Scrum is Not a process or a technique
for building products; rather, it is a
framework within which you can
employ various processes and
techniques.
Scrum is using one or more cross-functional,
self-organizing teams of
about seven people each.

7. Scrum Process

8. Scrum Framework
Roles
•Product Owner
•Scrum Master
•Scrum Team
•Stakeholders
Phases
•Sprint Planning
•Daily Scrum Meeting
•Sprint Review
•Sprint Retrospective
Artifacts
•Product Backlog Sheet
•Sprint Backlog Sheet
•SRTM
•Daily Status Mail Template
•Impediment Tracking Sheet
•Sprint Review Analysis Sheet

9. Role Overview
Role

11. • Ensures Scrum Team adheres to Scrum values,
practices and rules
• Coaches Scrum team to be more productive and deliver
quality products
• Helps make changes required for helping Scrum
succeed
• Removes impediments and protects team from
disruption
Scrum
Master
• Knowledgeable – clear about goals and how to deliver
success
• Maintains the product backlog and release burn down chart
• Only he prioritizes work to be done
• Single person responsible for maximizing the return on
investment
• (ROI) of the development effort
Product
Owner
• Self Motivated to deliver excellent software
• Cross Functional 7 people +/- 2
• Willing to help each other and work outside comfort zone Team

12. Scrum Norms
 Sprint can be no longer than 4 weeks
 Produce releasable software at the end of every sprint
 Team are self organizing -picks up the tasks they will perform
 Team size in the range of 5-9 people excluding scrum master
and product owner
 Everything is Time-boxed
 No titles –everyone contributes irrespective of the role and type
of work
 No changes during the course of a sprint to the sprint backlog
including team

13. Roles
•Product owner
•ScrumMaster
•Scrum Team
•Stakeholders
• Sprint Planning
• Daily Scrum Meeting
• Sprint Review
• Sprint Retrospective
Artifacts
•Product Backlog Sheet
•Sprint Backlog Sheet
•Sprint Requirement Traceability Matrix
•Daily Status Mail Template
•Impediment Tracking Sheet
•Sprint Review Analysis Sheet
Phases

14. Product Backlog?
• Visible to all stakeholders
• Any stakeholder (including
the Team) can add items
• Constantly re-prioritized
by the Product Owner
• Items at top are more
granular than items at
bottom
• Maintained during the
Backlog Refinement
Meeting

15. Sprint Backlog?
• Visible to all
stakeholders
• Any stakeholder
(including the Team) can
add items
• Constantly re-prioritized
by the Product
Owner
• Items at top are more
granular than items at
bottom

16. Scrum Meetings?

18. Sprint Planning
• Just in time planning at Sprint level
• Sprint includes sprint planning, development, sprint review,
sprint retrospective one after other with no time gap
between Sprints
• Time boxed to 8 hours for 1 month sprint
• No interval between two sprints
• Toward the end of the Sprint Planning Meeting, the team
breaks the selected items into an initial list of Sprint Tasks,
and makes a final commitment to do the work.

19. Daily Scrum & Sprint Execution

20. Time Available During Sprint

21. Sprint Review

22. Sprint Retrospective

23. Backlog Refinement Meeting

24. Task Estimation –Planning Poker

25. Sprint Burndown Chart

27. INSTRUCTIONS: Read the following scenario, and work with
your partner to come up with what you think a great Scrum
Master would do in this situation.
The product owner says that he's
not going to be available to attend
the Sprint planning meeting, but he
doesn't mind if the team goes
ahead and does it without him.

28. INSTRUCTIONS: Read the following scenario, and work with
your partner to come up with what you think a great Scrum
Master would do in this situation.
In the middle of the Sprint, one of
the team members manager
comes and says s/he needs to
pull him off the project for a
couple days, to work on
something else.

29. INSTRUCTIONS: Read the following scenario, and work with
your partner to come up with what you think a great Scrum
Master would do in this situation.
During the Sprint planning meeting,
the product owner says he doesn't
have all of the details for one of the
items on the backlog, could the
team come up with an estimate,
and then once he gets all the
details, they could revise the
estimate?

30. INSTRUCTIONS: Read the following scenario, and work with
your partner to come up with what you think a great Scrum
Master would do in this situation.
The product owner says he's not
going to be available for the Sprint
review, but that he is sure the team
has done everything it committed to
do, if it says it has.

31. INSTRUCTIONS: Read the following scenario, and work with
your partner to come up with what you think a great Scrum
Master would do in this situation.
One of the blocks that the team
member has reported is that their
PC is running very slowly.
They've reported this to IS, and
you followed up with a phone
call, but you still haven't received
a response from the IS team

32. INSTRUCTIONS: Read the following scenario, and work with
your partner to come up with what you think a great Scrum
Master would do in this situation.
The daily standup meeting seems
to start late every single day; each
day, one or two members of the
team (different each day) arrive a
few minutes late for the standup.

33. INSTRUCTIONS: Read the following scenario, and work with
your partner to come up with what you think a great Scrum
Master would do in this situation.
The team appears to be very
stressed out. They are having to
work late most nights of the week,
and they even have to work
Saturdays every now and again, in
order to meet their Sprint goals.
You hear comments like scrum is
awful it forces us to work so hard.

34. Thank You
No Q & Aplease!!

35. References:
This example graph produced for Wiley E. Coyote by
CollabNet ScrumWorks® http://www.scrumworks.com
“Seven Obstacles to Enterprise Agility,” Gantthead, James
(2010) http://www.gantthead.com/content/articles/255033.cfm
Scaling Lean & Agile Development, Larman/Vodde, Addison
Wesley (2008)
Agile movement defined at http://agilemanifesto.org
Graph inspired by discussions with Ronald E. Jeffries
All Images are from - http://scrumtrainingseries.com/