Date post: | 11-Aug-2015 |
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The basics of agile & Scrum
CollaborateIndividual & part of team
Reduced risk
Deliver in stages
Generate income early
Deliver frequently
Adapt to change
DetachedHeavy documentation
High risk
Big bang releases
Just following a plan
Isolated team members
Delayed benefits
David Lowe Agile & lean coach Scrum & Kanban Ltd
@bigpinots
The Agile Manifesto
Story of how it came about • Individuals & interactions more than processes & tools • Working software more than comprehensive documentation • Customer collaboration more than contract negotiation • Responding to change more than following a plan 12 principles
Agile
Not prescriptive but suggests an approach: • Small cycles of work that allow you to see what effect they have and re-plan your approach • Delivering a working product in stages on regular basis reduces risk
Agile
Iterative
Incremental
Based on http://www.agileproductdesign.com/blog/dont_know_what_i_want.html
Means that teams can produce work incrementally and/or iteratively
ScrumScrum
Scrum • is one of the approaches that follows the Agile Manifesto • is a framework; not full methodology • expects you to adapt it to your needs
Scrum
Scrum • has various roles, ceremonies and suggested approaches
Planning
Planning: what do you want?
As a <who>
I want <what>
So that <why>
• SME • A short, simple description of a feature • Use everyday language • Told from the perspective of the person who desires the new capability • ‘Conditions of Satisfaction’ • Chair for reception example
Planning: what do you want?
• The SME prioritises the user stories in order of value to the business • This is the ‘Product Backlog’
Estimation
Planning: what do you want?Estimation: when do you want it?
} Sprint Backlog
• Teams plan each Sprint by taking the highest priority items from the Product Backlog • The team estimates the ‘size’ of each story and agree how much can be undertaken in the allocated time of the Sprint • Whatever the team agrees to undertake in the Sprint is called the “Sprint Backlog”
Estimation: when do you want it?
• How long would it take to travel from London to • Cambridge? • Leicester? • Bath? • … or Inverness?
Estimation: when do you want it?
• You might be able to estimate: • Cambridge = approx. 2 hours • Leicester = approx. 2.5 hours • Bath = approx. 3 hours • … but how long will it take to get to Inverness?!
• It’s too difficult to estimate with any accuracy • Which is why many teams use story points
Estimation: when do you want it?
• Planning Poker is a popular approach to relative sizing (not the ONLY way though): • Discuss the story so understand what is desired • Each person chooses a size relative to other stories • Must include all work to consider it ‘Done’ (e.g. coding and testing) • Everyone declares together • Discuss until consensus reached • Use points to describe size: 1, 2, 3, 5, 8, 13, 20, 40 • Allows SME to reconsider (deprioritise, descope, continue)
Estimation: when do you want it?
1, 2, 3, 5, 8, 13, 20, 40
Beans on toast
• I’m hungry!
Estimation: when do you want it?
1, 2, 3, 5, 8, 13, 20, 40
Sausage, chips & peas
Estimation: when do you want it?
1, 2, 3, 5, 8, 13, 20, 40
Roast dinner
Estimation: when do you want it?
1, 2, 3, 5, 8, 13, 20, 40
Omelette
Estimation: when do you want it?
1, 2, 3, 5, 8, 13, 20, 40
Casserole
Estimation: when do you want it?
1, 2, 3, 5, 8, 13, 20, 40
‘Proper’ lasagne
Estimation: when do you want it?
• Velocity = guide for future delivery • Average of previous iteration’s story points
Roles
Who is involved?
• Scrum uses a number of specific (and odd sounding) roles: • Product Owner • The Development Team • Scrum Master
Who is involved?
• The PRODUCT OWNER is the SME • It is one person • Owns the Product Backlog • Decides on the priority of the backlog based on knowledge of business value • … so must have knowledge of business AND • … must have position of authority within company • Provides support to the Team and answers any questions relating to requirements
Who is involved?
• THE TEAM is everyone who is involved in creating the product (e.g. developers, testers, UX) • Typically 5-9 people • Agree, as a team, to the work taken on for each Sprint • Satisfy requirements as a team; not as individuals • (Everyone is responsible for quality)
Who is involved?
• Servant leader; not decision-maker • Removes impediments for the team (character type to do this) • Facilitates the meetings • Acts as a process coach & helps the team improve use of agile/Scrum • Leads and coaches the organisation in the adoption of Scrum
Ceremonies
How: daily Scrum
• Approx. 15 mins each day • Each person confirms:
• What I did yesterday • What I will do today • Any impediments that I have
• Don’t talk too much! • Meeting is not for solving issues; discuss specific details afterwards
How: Sprint review
• Allows team to show what they have produced to the PO, stakeholders, and any other interested parties • A chance to see new functionality, ask questions and give feedback • Demonstration; not training session
How: retrospective
• How well did the team work in the last Sprint? • Trying to establish how we can improve as a team (what went well, what didn’t, ideas for improvement) • Not for discussing work done during the sprint or individual performances • Everyone has a voice
Scrum
That’s the basic … want more?
scrumandkanban.co.uk
• Resources on website (incl summary, books, sites) • LADG and other meetups
David Lowe Agile & lean coach Scrum & Kanban Ltd
@bigpinots