AGILE DEVELOPMENT

PROCESS + SCRUM

Otavio Ferreira (@otaviofff) August 2010

Let’s meet up! 2

Agenda 3

Principles

Roles

Rituals

Artifacts

Timeline

Manifesto

Principles 4

Iterative

Incremental

Self-management

Agenda 5

Principles

Roles

Rituals

Artifacts

Timeline

Manifesto

Roles 6

Hey, why don't we open a restaurant?

Good idea. What do you want to call it?

Why don't we call it 'Ham and Eggs'?

I don't think so. I'd be committed, but you'd

only be involved.

Roles 7

Product Owner: Owns the Product Backlog

Responsibilities

Manage the Product Backlog

Manage the Release Plan

Manage the Return on Investment

In a nutshell...

The PO represents the interests of everyone with a

stake in the project. He is responsible for the final

product

Roles 8

Scrum Master: Owns the Scrum Process

Responsibilities

Manage the process

Remove impediments

Facilitate communication

In a nutshell...

The SM is responsible for the Scrum process. He

ensures everybody plays by the rules. He also

removes impediments for the Team

Roles 9

Team Member: Owns the Software

Responsibilities

Implement user stories (SQA included)

Deliver functional software increments

Manage themselves

In a nutshell...

The team figures out how to turn the Product Backlog

into an increment of functionality within a Sprint. Each

team member is jointly responsible for the success of

each iteration and of the project as a whole

Agenda 10

Principles

Roles

Rituals

Artifacts

Timeline

Manifesto

Rituals 11

Sprint Planning

Part 1: The PO presents the User Stories

Part 2: When the Team thinks they have enough

stories to start the Sprint, they begin breaking it

down in Tasks to fill the Sprint Backlog

Constraints

Timebox 4 hours

Owner Product Owner

Participants Team, Scrum Master

Rituals 12

Planning Poker

Part of Sprint Planning (1st half)

Consensus-based technique for estimating the

complexity of User Stories

Fibonacci Numbers: 0, 1, 2, 3, 5, 8, 13, 20, 40, 100

4.27 cm ---{ 5x }--- 21.35 cm

Rituals 13

Daily Scrum

Standup meeting

The Team daily inspects their progress in relation

to the Planning by using the Burndown Chart, and

makes adjustments as necessary

Constraints

Timebox 15 minutes

Owner Scrum Master

Participants Team (Other interested parties may silently attend)

Rituals 14

Daily Scrum (continued)

Each member answers the following

What have you done since the last Daily Scrum?

What will you be doing until the next Daily Scrum?

What are your impediments, if any?

Try out these constraints

No verbs in continuous tenses

No finger pointing

The owner is always accountable for the results / status

Rituals 15

Sprint Review

At the end of a Sprint, the Team reviews the work

finished and unfinished, then presents finished

work to stakeholders

Unfinished work cannot be demonstrated

Constraints

Timebox 2 hours

Owner Scrum Master

Participants Team, Product Owner

Rituals 16

Sprint Retrospective

At the end of a Sprint, the Team evaluates the

finished iteration

They capture positive ways as a best practice,

identify challenges, and develop strategies for

improvements

Focus on the process

Constraints

Timebox 2 hours

Owner Scrum Master

Participants Team, Product Owner

Agenda 17

Principles

Roles

Rituals

Artifacts

Timeline

Manifesto

Artifacts 18

Product Vision

Makes the overall goal clear and public

Guides the Team, aligns stakeholders

Captures the essence of the product, briefly

– Ken Schwaber, 2004

The minimum plan necessary to start a Scrum project consists of a

Product Vision and a Product Backlog. The vision describes why

the project is being undertaken and what the desired end state is.

Artifacts 19

Product Vision: Questions

Who is going to use the product?

Which user needs will the product address?

Which product attributes are critical to address

the customer needs selected?

How does the product compare against existing

products?

What is the business model?

What is the target timeframe and budget to

develop and launch the product?

Artifacts 20

Product Vision: Template

FOR <target customer>

WHO <statement of the need>,

THE <product name> is a <product category>

THAT <product key benefit, compelling reason to buy>

UNLIKE <primary competitive alternative>,

OUR PRODUCT <final statement of primary differentiation>

Source: Crossing the Chasm , by Geoffrey Moore, 1999

Artifacts 21

Definition of Done

By the end of a Sprint, the software increment

must be ready to be released

What does this mean to your organization?

Coded

Reviewed

Tested (functional, unit, load, etc.)

Documented

Deployed onto homologation

What else? What less?

Artifacts 22

User Story

Piece of software relevant to end users

A functional requirement that aggregates value to

end users

Complexity set according to Fibonacci Numbers

Card format:

As an <actor>,

I want to <action>,

So that <achievement>.

Artifacts 23

User Story (continued)

Structure – 3Cs Card

Conversation

Confirmation

Writing – INVEST

Independent

Negotiable

Valuable

Estimable

Small, or Sized Appropriately

Testable

Artifacts 24

Task

Part of a Story

One step towards the achievement

Lower abstraction level

Writing – SMART

Specific

Measurable

Achievable

Relevant

Time-boxed

Artifacts 25

Taskboard

Keeps track of progress. Enhanced visibility

Supports the Daily Scrum

Sprint Backlog In Progress Done

Artifacts 26

Product Backlog

The requirements for the product are listed in the

Product Backlog

It is an always changing, dynamically prioritized

list of requirements ordered by Business Value

Requirements are broken down into User Stories

by the PO

Artifacts 27

Sprint Backlog

It contains all the committed User Stories for the

current Sprint broken down into Tasks by the

Team

All items on the Sprint Backlog should be

developed, tested, documented and integrated to

fulfill the commitment

Artifacts 28

Burndown Chart

It shows the amount of work remaining per Sprint

It is a very useful way of visualizing the

correlation between work remaining at any point

in time and the progress of the Team

It is useful for predicting when (and whether) all of

the work will be completed

Types

Sprint Burndown Chart

Release Burndown Chart

Artifacts 29

Source: Wikipedia / http://en.wikipedia.org/wiki/File:SampleBurndownChart.png

Agenda 30

Principles

Roles

Rituals

Artifacts

Timeline

Manifesto

Timeline 31

Source: Wikipedia / http://en.wikipedia.org/wiki/File:Scrum_Process.svg

Timeline 32

Extreme Scrum

5-day sprints

5-point stories, or less

2-developer teams, up to 4

Outcomes

More accurate story complexity estimation

Almost instant feedback

Quicker focus adjustment

Quicker response to requirements changing

Manageability goes through the roof

Agenda 33

Principles

Roles

Rituals

Artifacts

Timeline

Manifesto

Manifesto 34

Values

Individuals and interactions over processes and

tools

Working software over comprehensive docs

Customer collaboration over contract negotiation

Responding to change over following a plan

– Manifesto for Agile Software Development, 2001

Manifesto 35

Principles (1 to 3, out of 12)

Our highest priority is to satisfy the customer

through early and continuous delivery of valuable

software

Welcome changing requirements, even late in

development. Agile processes harness change for

the customer's competitive advantage

Deliver working software frequently, from a couple

of weeks to a couple of months, with a preference

to the shorter timescale

Manifesto 36

Principles (4 to 6, out of 12)

Business people and developers must work

together daily throughout the project

Build projects around motivated individuals. Give

them the environment and support they need, and

trust them to get the job done

The most efficient and effective method of

conveying information to and within a

development team is face-to-face conversation

Manifesto 37

Principles (7 to 9, out of 12)

Working software is the primary measure of

progress

Agile processes promote sustainable

development. The sponsors, developers, and

users should be able to maintain a constant pace

indefinitely

Continuous attention to technical excellence and

good design enhances agility

Manifesto 38

Principles (10 to 12, out of 12)

Simplicity – the art of maximizing the amount of

work not done – is essential

The best architectures, requirements, and

designs emerge from self-organizing teams

At regular intervals, the team reflects on how to

become more effective, then tunes and adjusts its

behavior accordingly

– Manifesto for Agile Software Development, 2001

Manifesto 39

And talking about Simplicity...

There are two ways of constructing a software

design

One way is to make it so simple that there are

obviously no deficiencies

And the other way is to make it so complicated that

there are no obvious deficiencies

The first method is far more difficult

– Sir Charles Antony Richard Hoare, 1960 Inventor of the Quicksort algorithm

Agenda 40

Principles

Roles

Rituals

Artifacts

Timeline

Manifesto

Icons by David Lanham / http://dlanham.com/