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Getting Agile with Srum

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Scrum is one of the leading agile software development processes. Over 12,000 project managers have become certified to run Scrum projects . Since its origin on Japanese new product development projects in the 1980s, Scrum has become recognized as one of the best project management frameworks for handling rapidly changing or evolving projects. Especially useful on projects with lots of technology or requirements uncertainty, Scrum is a proven, scalable agile process for managing software projects. Through lecture, discussion and exercises, this fast-paced tutorial covers the basics of what you need to know to get started with Scrum. You will learn about all key aspects of Scrum including product and sprint backlog, the sprint planning meeting, the sprint review, conducting a sprint retrospective, activities that occur during sprints, measuring and monitoring progress, and scaling Scrum to work with large and distributed teams. Also covered are the roles and responsibilities of the ScrumMaster, the product owner, and the Scrum team. This session will be equally suited for managers, programmers, testers, product managers and anyone else interested in improving product delivery.

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Getting Agile with Scrum Mike Cohn 6 December 2013 1 We’re losing the relay race “The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements.” Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, January 1986. ® © 2003–2012 Mountain Goat Software® 2
“Apple employees talk incessantly about what they call ‘deep collaboration’ or ‘crosspollination’ or ‘concurrent engineering.’ “Essentially it means that products don’t pass from team to team. There aren’t discrete, sequential development stages. Instead, it’s simultaneous and organic. “Products get worked on in parallel by all departments at once—design, hardware, software—in endless rounds of interdisciplinary design reviews.” ® Source: “How Apple Does It,” Time Magazine, October 24, 2005 by Lev Grossman © 2003–2012 Mountain Goat Software® 3 Scrum has been used by: • Microsoft • Yahoo • Google • Electronic Arts • IBM • Lockheed Martin • Philips • Siemens • Nokia • Capital One • BBC • Intuit ® • Apple • Nielsen Media • First American Corelogic • Qualcomm • Texas Instruments • Salesforce.com • John Deere • Lexis Nexis • Sabre • Salesforce.com • Time Warner • Turner Broadcasting • Oce © 2003–2009 Mountain Goat Software® 4
Scrum has been used for: • • • • • • • • • Commercial software In-house development Contract development Fixed-price projects Financial applications ISO 9001-certified applications Embedded systems 24x7 systems with 99.999% uptime requirements the Joint Strike Fighter • • • • • • • • • Video game development FDA-approved, life-critical systems Satellite-control software Websites Handheld software Mobile phones Network switching applications ISV applications Some of the largest applications in use © 2003–2009 Mountain Goat Software® ® 5 Characteristics • • • • • • ® Self-organizing teams Product progresses in a series of month-long “sprints” Requirements are captured as items in a list of “product backlog” No specific engineering practices prescribed Uses generative rules to create an agile environment for delivering projects One of the “agile processes” © 2003–2009 Mountain Goat Software® 6
Project noise level Complex Co m pli ca Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle. te d Simple Close to Certainty Close to Agreement Anarchy Technology Far from Certainty Requirements Far from Agreement © 2003–2012 Mountain Goat Software® 2003–2009 ® Scrum 7 24 hours Sprint 1-4 weeks Sprint goal Return Return Cancel Gift wrap Vouchers Gift wrap Cancel Product backlog ® Sprint backlog Potentially shippable product increment Vouchers © 2003–2012 Mountain Goat Software® 8
Sprints • Scrum projects make progress in a series of “sprints” • Typical duration is 2–4 weeks or a calendar month at most • A constant duration leads to a better rhythm • Product is designed, coded, and tested during the sprint © 2003–2009 Mountain Goat Software® ® 9 Sequential vs. overlapping development Requirements Design Code Test Rather than doing all of one thing at a time... ...Scrum teams do a little of everything all the time Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986. ® © 2003–2009 Mountain Goat Software® 10
No changes during a sprint Change • Plan sprint durations around how long you can commit to keeping change out of the sprint © 2003–2009 Mountain Goat Software® ® 11 Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts ® © 2003–2012 Mountain Goat Software® 12
Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts © 2003–2012 Mountain Goat Software® ® 13 Product owner • Define the features of the product • Makes scope vs. schedule decisions • Responsible for achieving financial goals of the project Prioritize the product backlog • • Adjust features and priority every sprint, as • ® needed  Accept or reject work results © 2003–2009 Mountain Goat Software® 14
The ScrumMaster • • • • • Responsible for enacting Scrum values and practices Removes impediments Coaches the team to their best possible performance • Helps improve team productivity in any way possible Enable close cooperation across all roles and functions Shield the team from external interference © 2003–2009 Mountain Goat Software® ® 15 The team • • • • • ® Typically 5-9 people Cross-functional: • Programmers, testers, user experience designers, etc. Members should be full-time • May be exceptions (e.g., database administrator) Teams are self-organizing • Ideally, no titles but rarely a possibility Membership should change only between sprints © 2003–2009 Mountain Goat Software® 16
Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts © 2003–2012 Mountain Goat Software® ® 17 Sprint planning meeting Who • Team, ScrumMaster, & Product Owner Agenda • Discuss • top priority product backlog items Team selects which to do Why ® • Know what will be worked on • Understand it enough to do it Sprint goal Sprint backlog © 2003–2012 Mountain Goat Software® 18
Sprint planning • • • Team selects items from the product backlog they can commit to completing Sprint backlog is created • • Tasks are identified and each is estimated (1-16 hours) Collaboratively, not done alone by the ScrumMaster High-level design is considered As a vacation planner, I want to see photos of the hotels. Code the middle tier (8 hours) Code the user interface (4) Write test fixtures (4) Code the foo class (6) Update performance tests (4) © 2003–2009 Mountain Goat Software® ® 19 The daily scrum • Parameters • • • Daily 15-minutes Stand-up • • Whole world is invited Only team members, ScrumMaster, product owner, can talk • Not for problem solving • Helps avoid other unnecessary meetings ® © 2003–2009 Mountain Goat Software® 20
Everyone answers 3 questions What did you do yesterday? What will you do today? Is anything in your way? 1 2 3 • These are not status for the ScrumMaster • They are commitments in front of peers © 2003–2009 Mountain Goat Software® ® 21 The sprint review • Team presents what it accomplished during the sprint takes the form of a demo • Typically or underlying architecture of new features • Informal • • 2-hour prep time rule No slides • Whole team participates • Invite the world ® © 2003–2009 Mountain Goat Software® 22
Sprint retrospective • Periodically take a look at what is and is not • • • working Typically around 30 minutes Done after every sprint Whole team participates • • • • ScrumMaster Product owner Team Possibly customers and others © 2003–2009 Mountain Goat Software® ® 23 Start / Stop / Continue • Whole team gathers and discusses what they’d like to: Start doing Stop doing This is just one of many ways to do a sprint retrospective. ® Continue doing © 2003–2009 Mountain Goat Software® 24
Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts © 2003–2012 Mountain Goat Software® ® 25 Product backlog • The requirements • A list of all desired work on This is the product backlog ® the project • Ideally expressed such that each item has value to the users or customers of the product • Prioritized by the product owner • Reprioritized at the start of each sprint © 2003–2009 Mountain Goat Software® 26
A sample product backlog Backlog item Estimate Allow a guest to make a reservation 3 As a guest, I want to cancel a reservation. 5 As a guest, I want to change the dates of a reservation. 3 As a hotel employee, I can run RevPAR reports (revenue-per-available-room) 8 Improve exception handling 8 ... ... 30 50 © 2003–2012 Mountain Goat Software® ® Sprint goal A short statement of what the work will be focused on during the sprint 27 Sprint 7 Implement basic shopping cart functionality including add, remove, and update. Sprint 8 The checkout process—pay for an order, pick shipping, order gift wrapping, etc. ® © 2003–2009 Mountain Goat Software® 28
Managing the sprint backlog • • • Individuals sign up for work of their own choosing • Work is never assigned Estimated work remaining is updated daily Any team member can add, delete or change the sprint backlog • • Work for the sprint emerges • Update work remaining as more becomes known If work is unclear, define a sprint backlog item with a larger amount of time and break it down later © 2003–2009 Mountain Goat Software® ® 29 A sprint backlog Tasks Code the user interface Mon Tues Wed Thur Fri 8 4 8 Code the middle tier 16 12 10 4 Test the middle tier 8 16 16 11 8 8 8 8 8 8 4 Write online help Write the foo class Add error logging ® 12 8 © 2003–2012 Mountain Goat Software® 30
A sprint burndown chart 1,000 Hours 800 600 400 5/24/02 5/20/02 5/13/02 5/6/02 0 4/29/02 200 © 2003–2012 Mountain Goat Software® ® Tasks Mon Tues Wed Thur Code the user interface Code the middle tier Test the middle tier 8 16 8 Write online help 4 12 16 8 10 16 31 Fri 12 7 11 8 50 Hours 40 30 20 10 0 ® Mon Tue Wed Thu Fri © 2003–2012 Mountain Goat Software® 32
Scalability • • • ® Typical individual team is 7 ± 2 people • Scalability comes from teams of teams Factors in scaling • • • • Type of application Team size Team dispersion Project duration Scrum has been used on projects of over 1,000 people © 2003–2009 Mountain Goat Software® 33 Scaling through the Scrum of scrums ® © 2003–2012 Mountain Goat Software® 34
Communities of Practice help scale and cut across Scrum teams Programmers Testers DBAs UI Designers ScrumMasters ® © 2003–2012 Mountain Goat Software® 35 A Scrum reading list • • • • • • • • • ® Agile Estimating and Planning by Mike Cohn Agile Game Development with Scrum by Clinton Keith Agile Product Ownership by Roman Pichler Agile Retrospectives by Esther Derby and Diana Larsen Agile Testing: A Practical Guide for Testers and Agile Teams by Lisa Crispin and Janet Gregory Coaching Agile Teams by Lyssa Adkins Essential Scrum by Kenneth Rubin Succeeding with Agile: Software Development using Scrum by Mike Cohn User Stories Applied for Agile Software Development by Mike Cohn © 2003–2009 Mountain Goat Software® 36
About this presentation... • A Creative Commons version of this presentation is available at: www.mountaingoatsoftware.com/scrum-a-presentation • Available in Keynote and PowerPoint format • Translated into 25 languages (so far!) © 2003–2009 Mountain Goat Software® ® 37 Mike Cohn mike@mountaingoatsoftware.com www.mountaingoatsoftware.com twitter: mikewcohn ® © 2003–2012 Mountain Goat Software® 38

More Related Content

Getting Agile with Srum

  • 1. Getting Agile with Scrum Mike Cohn 6 December 2013 1 We’re losing the relay race “The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements.” Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, January 1986. ® © 2003–2012 Mountain Goat Software® 2
  • 2. “Apple employees talk incessantly about what they call ‘deep collaboration’ or ‘crosspollination’ or ‘concurrent engineering.’ “Essentially it means that products don’t pass from team to team. There aren’t discrete, sequential development stages. Instead, it’s simultaneous and organic. “Products get worked on in parallel by all departments at once—design, hardware, software—in endless rounds of interdisciplinary design reviews.” ® Source: “How Apple Does It,” Time Magazine, October 24, 2005 by Lev Grossman © 2003–2012 Mountain Goat Software® 3 Scrum has been used by: • Microsoft • Yahoo • Google • Electronic Arts • IBM • Lockheed Martin • Philips • Siemens • Nokia • Capital One • BBC • Intuit ® • Apple • Nielsen Media • First American Corelogic • Qualcomm • Texas Instruments • Salesforce.com • John Deere • Lexis Nexis • Sabre • Salesforce.com • Time Warner • Turner Broadcasting • Oce © 2003–2009 Mountain Goat Software® 4
  • 3. Scrum has been used for: • • • • • • • • • Commercial software In-house development Contract development Fixed-price projects Financial applications ISO 9001-certified applications Embedded systems 24x7 systems with 99.999% uptime requirements the Joint Strike Fighter • • • • • • • • • Video game development FDA-approved, life-critical systems Satellite-control software Websites Handheld software Mobile phones Network switching applications ISV applications Some of the largest applications in use © 2003–2009 Mountain Goat Software® ® 5 Characteristics • • • • • • ® Self-organizing teams Product progresses in a series of month-long “sprints” Requirements are captured as items in a list of “product backlog” No specific engineering practices prescribed Uses generative rules to create an agile environment for delivering projects One of the “agile processes” © 2003–2009 Mountain Goat Software® 6
  • 4. Project noise level Complex Co m pli ca Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle. te d Simple Close to Certainty Close to Agreement Anarchy Technology Far from Certainty Requirements Far from Agreement © 2003–2012 Mountain Goat Software® 2003–2009 ® Scrum 7 24 hours Sprint 1-4 weeks Sprint goal Return Return Cancel Gift wrap Vouchers Gift wrap Cancel Product backlog ® Sprint backlog Potentially shippable product increment Vouchers © 2003–2012 Mountain Goat Software® 8
  • 5. Sprints • Scrum projects make progress in a series of “sprints” • Typical duration is 2–4 weeks or a calendar month at most • A constant duration leads to a better rhythm • Product is designed, coded, and tested during the sprint © 2003–2009 Mountain Goat Software® ® 9 Sequential vs. overlapping development Requirements Design Code Test Rather than doing all of one thing at a time... ...Scrum teams do a little of everything all the time Source: “The New New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986. ® © 2003–2009 Mountain Goat Software® 10
  • 6. No changes during a sprint Change • Plan sprint durations around how long you can commit to keeping change out of the sprint © 2003–2009 Mountain Goat Software® ® 11 Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts ® © 2003–2012 Mountain Goat Software® 12
  • 7. Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts © 2003–2012 Mountain Goat Software® ® 13 Product owner • Define the features of the product • Makes scope vs. schedule decisions • Responsible for achieving financial goals of the project Prioritize the product backlog • • Adjust features and priority every sprint, as • ® needed  Accept or reject work results © 2003–2009 Mountain Goat Software® 14
  • 8. The ScrumMaster • • • • • Responsible for enacting Scrum values and practices Removes impediments Coaches the team to their best possible performance • Helps improve team productivity in any way possible Enable close cooperation across all roles and functions Shield the team from external interference © 2003–2009 Mountain Goat Software® ® 15 The team • • • • • ® Typically 5-9 people Cross-functional: • Programmers, testers, user experience designers, etc. Members should be full-time • May be exceptions (e.g., database administrator) Teams are self-organizing • Ideally, no titles but rarely a possibility Membership should change only between sprints © 2003–2009 Mountain Goat Software® 16
  • 9. Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts © 2003–2012 Mountain Goat Software® ® 17 Sprint planning meeting Who • Team, ScrumMaster, & Product Owner Agenda • Discuss • top priority product backlog items Team selects which to do Why ® • Know what will be worked on • Understand it enough to do it Sprint goal Sprint backlog © 2003–2012 Mountain Goat Software® 18
  • 10. Sprint planning • • • Team selects items from the product backlog they can commit to completing Sprint backlog is created • • Tasks are identified and each is estimated (1-16 hours) Collaboratively, not done alone by the ScrumMaster High-level design is considered As a vacation planner, I want to see photos of the hotels. Code the middle tier (8 hours) Code the user interface (4) Write test fixtures (4) Code the foo class (6) Update performance tests (4) © 2003–2009 Mountain Goat Software® ® 19 The daily scrum • Parameters • • • Daily 15-minutes Stand-up • • Whole world is invited Only team members, ScrumMaster, product owner, can talk • Not for problem solving • Helps avoid other unnecessary meetings ® © 2003–2009 Mountain Goat Software® 20
  • 11. Everyone answers 3 questions What did you do yesterday? What will you do today? Is anything in your way? 1 2 3 • These are not status for the ScrumMaster • They are commitments in front of peers © 2003–2009 Mountain Goat Software® ® 21 The sprint review • Team presents what it accomplished during the sprint takes the form of a demo • Typically or underlying architecture of new features • Informal • • 2-hour prep time rule No slides • Whole team participates • Invite the world ® © 2003–2009 Mountain Goat Software® 22
  • 12. Sprint retrospective • Periodically take a look at what is and is not • • • working Typically around 30 minutes Done after every sprint Whole team participates • • • • ScrumMaster Product owner Team Possibly customers and others © 2003–2009 Mountain Goat Software® ® 23 Start / Stop / Continue • Whole team gathers and discusses what they’d like to: Start doing Stop doing This is just one of many ways to do a sprint retrospective. ® Continue doing © 2003–2009 Mountain Goat Software® 24
  • 13. Scrum framework Roles • Product owner • ScrumMaster • Team Ceremonies • Sprint planning • Sprint review • Sprint retrospective • Daily scrum meeting Artifacts • Product backlog • Sprint backlog • Burndown charts © 2003–2012 Mountain Goat Software® ® 25 Product backlog • The requirements • A list of all desired work on This is the product backlog ® the project • Ideally expressed such that each item has value to the users or customers of the product • Prioritized by the product owner • Reprioritized at the start of each sprint © 2003–2009 Mountain Goat Software® 26
  • 14. A sample product backlog Backlog item Estimate Allow a guest to make a reservation 3 As a guest, I want to cancel a reservation. 5 As a guest, I want to change the dates of a reservation. 3 As a hotel employee, I can run RevPAR reports (revenue-per-available-room) 8 Improve exception handling 8 ... ... 30 50 © 2003–2012 Mountain Goat Software® ® Sprint goal A short statement of what the work will be focused on during the sprint 27 Sprint 7 Implement basic shopping cart functionality including add, remove, and update. Sprint 8 The checkout process—pay for an order, pick shipping, order gift wrapping, etc. ® © 2003–2009 Mountain Goat Software® 28
  • 15. Managing the sprint backlog • • • Individuals sign up for work of their own choosing • Work is never assigned Estimated work remaining is updated daily Any team member can add, delete or change the sprint backlog • • Work for the sprint emerges • Update work remaining as more becomes known If work is unclear, define a sprint backlog item with a larger amount of time and break it down later © 2003–2009 Mountain Goat Software® ® 29 A sprint backlog Tasks Code the user interface Mon Tues Wed Thur Fri 8 4 8 Code the middle tier 16 12 10 4 Test the middle tier 8 16 16 11 8 8 8 8 8 8 4 Write online help Write the foo class Add error logging ® 12 8 © 2003–2012 Mountain Goat Software® 30
  • 16. A sprint burndown chart 1,000 Hours 800 600 400 5/24/02 5/20/02 5/13/02 5/6/02 0 4/29/02 200 © 2003–2012 Mountain Goat Software® ® Tasks Mon Tues Wed Thur Code the user interface Code the middle tier Test the middle tier 8 16 8 Write online help 4 12 16 8 10 16 31 Fri 12 7 11 8 50 Hours 40 30 20 10 0 ® Mon Tue Wed Thu Fri © 2003–2012 Mountain Goat Software® 32
  • 17. Scalability • • • ® Typical individual team is 7 ± 2 people • Scalability comes from teams of teams Factors in scaling • • • • Type of application Team size Team dispersion Project duration Scrum has been used on projects of over 1,000 people © 2003–2009 Mountain Goat Software® 33 Scaling through the Scrum of scrums ® © 2003–2012 Mountain Goat Software® 34
  • 18. Communities of Practice help scale and cut across Scrum teams Programmers Testers DBAs UI Designers ScrumMasters ® © 2003–2012 Mountain Goat Software® 35 A Scrum reading list • • • • • • • • • ® Agile Estimating and Planning by Mike Cohn Agile Game Development with Scrum by Clinton Keith Agile Product Ownership by Roman Pichler Agile Retrospectives by Esther Derby and Diana Larsen Agile Testing: A Practical Guide for Testers and Agile Teams by Lisa Crispin and Janet Gregory Coaching Agile Teams by Lyssa Adkins Essential Scrum by Kenneth Rubin Succeeding with Agile: Software Development using Scrum by Mike Cohn User Stories Applied for Agile Software Development by Mike Cohn © 2003–2009 Mountain Goat Software® 36
  • 19. About this presentation... • A Creative Commons version of this presentation is available at: www.mountaingoatsoftware.com/scrum-a-presentation • Available in Keynote and PowerPoint format • Translated into 25 languages (so far!) © 2003–2009 Mountain Goat Software® ® 37 Mike Cohn mike@mountaingoatsoftware.com www.mountaingoatsoftware.com twitter: mikewcohn ® © 2003–2012 Mountain Goat Software® 38