agile manifesto
TRANSCRIPT
The Agile Manifesto
Some thought starters for Ogilvy on how to work with Agile and SCRUM approaches
to managing projects
Individuals and interactions
over
Processes and tools
The Creed
# 1
Working software over
Comprehensive documentation
The Creed
# 2
Customer collaboration over
Contract negotiation
The Creed
# 3
Responding to change over
Following a plan
The Creed
# 4
Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software.
Principle: # 1
Welcome changing requirements, even late in
development. Agile processes harness change
for the customer's competitive advantage.
Principle: # 2
Deliver working software frequently, from a couple of
weeks to a couple of months, with a preference to the shorter timescale.
Principle: # 3
Business people and developers must work
together daily throughout the project.
Principle: # 4
Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job
done.
Principle: # 5
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
Principle: # 6
Working software is the primary measure of
progress.
Principle: # 7
Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace
indefinitely.
Principle: # 8
Continuous attention to technical excellence and good design enhances
agility.
Principle: # 9
Simplicity--the art of maximizing the amount of
work not done--is essential.
Principle: # 10
The best architectures, requirements, and designs
emerge from self-organizing teams.
Principle: # 11
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts
its behavior accordingly.
Principle: # 12
Scrum Basics
Pete DeemerCPO, Yahoo! India R&D
The Basics of Scrum
4-WeekSprint
Potentially Shippable Product
Product OwnerReview
ScrumMaster
The Team
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No Changes(in Duration or Deliverable)
Commitment
Daily ScrumMeeting
Retrospective
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The Basics of Scrum
4-WeekSprint
Potentially Shippable Product
Product OwnerReview
ScrumMaster
The Team
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No Changes(in Duration or Deliverable)
Commitment
Daily ScrumMeeting
Retrospective
Product Owner
Responsible for the overall project vision and goals Responsible for managing project ROI vs. risk Responsible for taking all inputs into what the
team should produce, and turning it into a prioritized list (the Product Backlog)
Participates actively in Sprint Planning and Sprint Review meetings, and is available to team throughout the Sprint
Determines release plan and communicates it to upper management and the customer
The Basics of Scrum
4-WeekSprint
Potentially Shippable Product
Product OwnerReview
ScrumMaster
The Team
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No Changes(in Duration or Deliverable)
Commitment
Daily ScrumMeeting
Retrospective
Team
7 people, + or – 2 Has worked with as high as 15, as few as 3 Can be shared with other teams (but better when not) Can change between Sprints (but better when they don’t) Can be distributed (but better when co-located)
Cross-functional Possesses all the skills necessary to produce an increment
of potentially shippable product Team takes on tasks based on skills, not just official “role”
Self-managing Team manages itself to achieve the Sprint commitment
The Basics of Scrum
4-WeekSprint
Potentially Shippable Product
Product OwnerReview
ScrumMaster
The Team
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No Changes(in Duration or Deliverable)
Commitment
Daily ScrumMeeting
Retrospective
The Role of the ScrumMaster
The ScrumMaster does everything in their power to help the team achieve success
This includes: Serving the team Protecting the team Guiding the team’s use of Scrum
What the ScrumMaster Does
Serves the team The ScrumMaster takes action to help remove
impediments to the team’s effectiveness The ScrumMaster facilitates the team’s group
interactions, to help the team achieve its full potential
Protects the team The ScrumMaster protects the team from anything
that threatens its effectiveness, such as outside interference or disruption
The ScrumMaster will need to confront uncomfortable issues, both inside and outside the team
Guiding the team’s use of Scrum The ScrumMaster teaches Scrum to the team and
organization The ScrumMaster ensures that all standard Scrum
rules and practices are followed The ScrumMaster organizes all Scrum-related
practices
The Basics of Scrum
4-WeekSprint
Potentially Shippable Product
Product OwnerReview
ScrumMaster
The Team
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No Changes(in Duration or Deliverable)
Commitment
Daily ScrumMeeting
RetrospectiveProduct Backlog
Product Backlog
Product Owner lists items in descending order of priority (highest priority item is listed first, next-highest is second, etc.)
Size estimates are rough estimates (can either be arbitrary “points”, or “ideal days”)
Product Backlog
List of everything that could ever be of value to the business for the team to produce
Ranked in order of priority Priority is a function of business value versus risk
Product Owner can make any changes they want before the start of a Sprint Planning Meeting Items added, changed, removed, reordered
How much documentation is up to the team and Product Owner to decide
The farther down the list, the bigger and less defined the items become ~2 Sprints worth are defined in detail
The Basics of Scrum
4-WeekSprint
Potentially Shippable Product
Product OwnerReview
ScrumMaster
The Team
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No Changes(in Duration or Deliverable)
Commitment
Daily ScrumMeeting
RetrospectiveProduct Backlog
Sprint Planning Meeting
Takes place before the start of every Sprint Team decides how much Product Backlog it will
commit to complete by the end of the Sprint, and comes up with a plan and list of tasks for how to achieve it
What’s a good commitment? Clearly understood by all Shared among the team Achievable without sacrificing quality Achievable without sacrificing sustainable pace
Attended by Team, Product Owner, ScrumMaster, Stakeholders
May require 1-2 hours for each week of Sprint duration 2 week Sprint = 2-4 hours, 4 week Sprint = 4-8 hours
Weds Thurs Fri Mon Tues
Pre-Meetingfor Sprint 4
Review & Retrospective
for Sprint 3(afternoon)
Sprint Planning
Meeting forSprint 4(morning)
Sprint 4 Begins
Sprint Pre-Planning Meeting Not textbook Scrum, but many teams find it
useful Takes place several days before the end of a
Sprint (and start of the next Sprint) Product Owner spends an hour walking the
team through the items at the top of the Product Backlog for the next Sprint
Team asks questions, requests clarification, recommend items to be broken down further
Daily Scrum Meeting
Every weekday Whole team attends Everyone stands Lasts 15 minutes or less Everyone reports 3 things only to
each other What was I able to accomplish since last meeting What will I try to accomplish by next meeting What is blocking me
No discussion, conversation until meeting ends
Product Owner can attend and report Update of artifacts after standup
Table Exercise: Daily Scrum Meeting
Do a Daily Scrum Meeting for your table One person plays the role of ScrumMaster The rest of the table are team-members
Each team-member reports to the group: What I was able to get done since last
Daily Standup Meeting What I will try to get done by the next
Daily Standup Meeting What is blocking me? (If nothing, say “No
Blocks”) But there is a twist…
Updating the Sprint Backlog
Before or after the Daily Scrum, team members update the hours remaining on the Sprint Backlog
The Basics of Scrum
4-WeekSprint
Potentially Shippable Product
Product OwnerReview
ScrumMaster
The Team
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No Changes(in Duration or Deliverable)
Commitment
Daily ScrumMeeting
Retrospective
Sprint Review
Purpose of the Sprint Review is Demo what the team has built Generate feedback, which the Product Owner can
incorporate in the Product Backlog Attended by Team, Product Owner,
ScrumMaster, functional managers, and any other stakeholders
A demo of what’s been built, not a presentation about what’s been built no Powerpoints allowed!
Usually lasts 1-2 hours Followed by Sprint Retrospective
The Basics of Scrum
4-WeekSprint
Potentially Shippable Product
Product OwnerReview
ScrumMaster
The Team
789101112
1234
56
13
No Changes(in Duration or Deliverable)
Commitment
Daily ScrumMeeting
Retrospective
Sprint Retrospective
What is it? 1-2 hour meeting following each Sprint
Demo Attended by Product Owner, Team,
ScrumMaster Usually a neutral person will be invited in
to facilitate What’s working and what could work
better Why does the Retrospective matter?
Accelerates visibility Accelerates action to improve
Thank You