Agile, Scrum & GTD. Fyrirlestur Endurmenntun

Gudjon Mar Gudjonsson, 2009

AGILE PLANNINGSCRUMGTD



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TÆKNIÞRÓUNARSJÓÐUR, STARFSORKA

- ENDURREISNARSJÓÐIR -



EXECUTING IDEAS



Organizing around the 3 Roles of Scrum

First step was to train or hire;   Product Owner

  Representing the interest of all stakeholders

  Achieves funding for the work

  Creating the project's initial overall requirements (product backlog)

  ScrumMaster   Responsible for the Scrum process

  Teaches Scrum to his team

  For ensuring that every one follows scrum rules and practices

  Team   Developing the functionality

  Are cross-functional, self-organizing and self-managing

  Responsible for the success of each iteration and the project as a whole



Our Organization The Customer

Sales

Engineering

CEO CTO

CFO COO

CIO

Professional Services

Product Management



Professional Services

Sales & Marketing

Engineering

Product Management M

an

ag

em

en

t

1.2 1.3 1.4 2.0 2.1 Release Plan

•  Scrum Product Owners •  Business Analysts

•  Sales Engineers

•  Scrum Masters •  Teams

•  Scrum Product Owner

Product Owner: Scrum Master: Team Member:



Second step; get the product backlog in shape   Owned by the Product Owner

  Written in the form of “User Stories”   Prioritized with business value

  Each User Story has a description for the acceptance test

  Should contain at least 2-3 Sprints worth of work

  Backlog list is simply managed in Excel by the Product Owner   Visible to all through the intranet (wiki)



The Tools we Use   Product Backlog using Google Spreadsheet

  Sprint Backlog on our various “planning walls” using yellow stickers

  Wiki for online collaboration, managing;   Team pages where we have a specific wiki

page for each sprint that includes;   Sprint info, like goal and key dates

  Burn-down charts

  Team Participation / Availability

  Notes / Impediments

  Sprint Retrospective minutes

  Documentation like release notes, product handbook and all technical documentation



These are the only meetings that should take place   Industria is following the 5 Level of Agile Planning

  Level 1: Vision Planning (1-2 per year)   Developing the Vision Statement

  Level 2: Roadmap Planning (1-4 per year)   Planning how the product evolution over time, using goals

  Level 3: Release Planning (4-12 per year)   Implementing the Release Plan, in the form of User Stories

  Level 4: Sprint Planning (Every Sprint 1-4 weeks)   Implementing the Sprint Backlog in the form of User Stories

  Level 5: Daily Scrum (Every day)   The Team is managing the sprint backlog on the planning wall

  Review/Demo (After each sprint)   The team demonstrates to the Product Owner what was accomplished during the sprint

  Retrospective (After each sprint)   To determine what could be changed that might make the next sprint more enjoyable or

productive



THE EVENTS & THE PROCESS



Level 1: Product Vision Planning (1-2 per year)



Level 2: Product Roadmap Planning (1-4 per year)   Define the product evolution over time, as goals



Level 3: Product Release Planning (4-12 per year)   Planning from a distance

  Acknowledge that planning can't be done with any real precision

  Define a plan that is good enough and revise it as things move forward

  Requirements based on the “User Stories” format



Level 4: Sprint Planning (Every Sprint 1-4 weeks) (Scrum Ceremony 1/4)   Let the game begin!



Level 5: Daily Scrum (Every day) (Scrum Ceremony 2/4)   15 minutes standing up at same time every day, at the same place

  Heartbeat of Scrum

  Members co-ordinate today's work and check progress

  Provides daily status snapshot to all stakeholders

  ScrumMaster coordinates the activity and summarises on our wiki



Sprint Review / Demonstration (Scrum Ceremony 3/4)   The team demonstrates to the

Product Owner what was accomplished during the sprint

  Product Owner inspects completed business value

  Establishes whether Sprint Goal has been satisfied

  Accepts/rejects functionality delivered by user stories

  Provide feedback



Retrospective Meeting (after each sprint) (Scrum Ceremony 4/4)   Time to reflect

  ScrumMaster and Team determine what could be changed that might make the next sprint more enjoyable or productive

  Good and Bad events are discussed and actions are created for both the team and the organization



Successful increment delivered, or not?   Nevertheless, let’s take a short break before the next sprint!



Now, let the game continue!

Product Roadmap Planning

Product Release Planning

Product Vision

1-2 per year 1-4 per year 4-12 per year Every sprint (1-4 weeks)



What did we accomplish?   Dramatic improvements on the throughput

  More and deeper involvement from development team members

  Full transparency giving more visibility on the progress   Easier for management to reward

  Management will not be ‘bossing around’

  Better moral, happier engineers

  Easier to change tactics or replace members

  Easier to scale the organization   Practises, processes and frameworks well defined

  We have now a firm plan on how to expand engineering in both Eastern Europe and China



What we learned?   We have learned that we are still learning

  It will be a constant learning experience

  Don’t try to buy your company into Agile and Scrum by just installing a new type of project management software

  Importance of filling all the three roles of Scrum   The Product Owner, the Team and the ScrumMaster

  The organization will need some readjustments

  Training   Sponsor your ScrumMasters and Product Owners to participate in key Agile

conferences, like Agile 2008 in US

  Get formal certification for your ScrumMasters and Product Owners



THEN THERE IS THE PERSONAL TOUCH !

AGILE PLANNING

SCRUM

GTD



Then there is the personal touch: GTD

AGILE PLANNING •  The Big Picture

SCRUM • Development Cycle

GTD •  The Personal Touch



What is GTD?

 “Getting Things Done”  Original book by David Allen

 Workflow process

 Collecting, Sorting, Categorizing and Accessing information

 A methodology, not a technology

 “If my brain had a brain I wouldn’t need a system.” - David Allen


AGILE PLANNINGSCRUMGTD It’s a BIG community.



The System   Collect

  Process

  Organize

  Review

  Do


AGILE PLANNINGSCRUMGTD It’s a system. But it’s human.



Q&A

Documents

Agile, Scrum & GTD. Fyrirlestur Endurmenntun