Lennon Manchester

@leManchester

lennon.manchester@staunchrobots.com

Scrum

Agile Methodology

Agile Manifesto

Individuals and interactions over processes and tools

Agile Manifesto

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Agile Manifesto

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Agile Manifesto

Individuals and interactions over processes and tools

Responding to change over following a plan

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Agile Manifesto

2001 A Space Odyssey

Principles

Our highest priority is to satisfy the customerthrough early and continuous delivery

of valuable software.

Welcome changing

requirements, even late in

development.

Agile processes harness change for

the customer's competitive advantage.

The best architectures, requirements and designs emerge from self-organizing teams.

multidisciplinaryself-organizing

trust

team work

Agile value

continuesteam

collaboration

commitmentfrequently

communication

sustainable

effective

Kent BeckMike Beedle

Arie van BennekumAlistair CockburnWard Cunningham

Martin FowlerJames GrenningJim HighsmithAndrew Hunt

Ron JeffriesJon Kern

Brian MarickRobert C. Martin

Steve MellorKen SchwaberJeff SutherlandDave Thomas

Time boxesPlanning

Review

Retrospective

Daily

Sprint

Sprint- Defined cycle of work

2 - 4 weeks?

Review

Review- review meeting 2.5% of the total sprint

Review (2 hr)

- review meeting 2.5% of the total sprint

Review (2 hr)

- review meeting 2.5% of the total sprint- scrum team + client

Review (2 hr)

- review meeting 2.5% of the total sprint- scrum team + client- review what is delivered

Daily

Daily15 min

Daily15 min

- What I did from the last daily until now

Daily15 min

- What I did from the last daily until now- What I'm going to do until the next

Daily15 min

- What I did from the last daily until now- What I'm going to do until the next- Blockers

Daily

- Same time always

15 min

- What I did from the last daily until now- What I'm going to do until the next- Blockers

Retrospective

Retrospective3.75% - 3hr

Retrospective

- Positive items to keep

3.75% - 3hr

Retrospective

- Positive items to keep- Negative items to improve

3.75% - 3hr

Retrospective

- Do not take it personal 

- Positive items to keep- Negative items to improve

3.75% - 3hr

Retrospective

- Do not take it personal 

- Positive items to keep- Negative items to improve

3.75% - 3hr

Planning

Planning

5% of the Sprint

Planning

5% of the Sprint4 hr

Planning I

Planning I

- What is going to be done?

Planning I

- What is going to be done?

- PO what is explain the priority story

Planning I

- What is going to be done?

- PO what is explain the priority story- Explain the business

Planning I

- Dev’s estimate that story

- What is going to be done?

- PO what is explain the priority story- Explain the business

Planning I

- Dev’s estimate that story

- What is going to be done?

- PO what is explain the priority story- Explain the business

Planning II

Planning II- How is it going to be done?

Planning II- How is it going to be done?

- Break stories to tasks of 8 hrs

Planning II- How is it going to be done?

- Break stories to tasks of 8 hrs (max)

Planning II- How is it going to be done?

- Break stories to tasks of 8 hrs (max)

- That’s stories goes to the Kanban board

Planning II

- Define the meta

- How is it going to be done?

- Break stories to tasks of 8 hrs (max)

- That’s stories goes to the Kanban board

To be, or not to be, that is the question:

Whether ler in the mind to The S

end them: to die, to nd

sleep, to say we end

rows of outrOr a Sea

to say we end The

NoTis a consummationActors

drea

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Scrum Team

Scrum Team- auto organization- flexibility - focus- quality - be on time on the meetings

- keep the backlog updated

- keep the backlog updated- breath the product

- keep the backlog updated- breath the product- control expectations

- keep the backlog updated- breath the product- control expectations- defend the interest of the product

- keep the backlog updated- breath the product- control expectations- defend the interest of the product- define sprint meta

- answer the business questions

- keep the backlog updated- breath the product- control expectations- defend the interest of the product- define sprint meta

Scrum Master

Scrum Master- solve blocks

Scrum Master- solve blocks- motivation

Scrum Master- solve blocks- motivation- education of the team

Scrum Master- solve blocks- motivation- education of the team- give the right focus

Scrum Master- solve blocks- motivation- education of the team- give the right focus- identify weirdness

Scrum Master

- keep the continues flow 

- solve blocks- motivation- education of the team- give the right focus- identify weirdness

Dev Team

Dev Team

- estimate

Dev Team

- estimate- help each other

Dev Team

- estimate- help each other- share the knowledge 

Dev Team

- estimate- help each other- share the knowledge - update kanban board

Dev Team

- have the technical knowledge

- estimate- help each other- share the knowledge - update kanban board

Kanban

Kanban Boards

Referenceshttp://agilemanifesto.org/

http://scrum.org/Scrum-Guides

http://www.caelum.com.br/curso-agile-scrum/

http://images.google.com/

https://www.pivotaltracker.com/

http://scrumtool.me/

http://leankit.com/

Questions?

Thanks Lennon Manchester

@leManchesterlennon.manchester@staunchrobots.com