adopting agile via continuous improvement with workshop by priyank shah

C o n fi d e n t i a l

ADOPTING AGILE VIA CONTINUOUS IMPROVEMENT WITH WORKSHOP

- PRIYANK SHAH

Agile Overview Workshop Q&A Session

Agenda

Agile Methodology An alternative to traditional project

management

An alternative to waterfall or traditional sequential project execution model

Helps teams respond to unpredictability through incremental and iterative work cadences

Generates early feedback

Who is using scrum?

Scrum Is NOT?

What is Scrum?Scrum is Not a process or a

technique for building products; rather, it is a framework within which you can employ various

processes and techniques.

Scrum is using one or more cross-functional, self-organizing teams

of about seven people each.

Scrum Process

Scrum Framework

•Product Owner•Scrum Master•Scrum Team•Stakeholders

Roles

•Sprint Planning•Daily Scrum Meeting•Sprint Review•Sprint Retrospective

Phases

•Product Backlog Sheet•Sprint Backlog Sheet•SRTM•Daily Status Mail Template•Impediment Tracking Sheet•Sprint Review Analysis Sheet

Artifacts

Role

Role Overview

• Ensures Scrum Team adheres to Scrum values, practices and rules

• Coaches Scrum team to be more productive and deliver quality products

• Helps make changes required for helping Scrum succeed

• Removes impediments and protects team from disruption

Scrum

Master • Knowledgeable – clear about goals and how to

deliver success• Maintains the product backlog and release burn

down chart• Only he prioritizes work to be done• Single person responsible for maximizing the

return on investment• (ROI) of the development effort

Product

Owner

• Self Motivated to deliver excellent software• Cross Functional 7 people +/- 2• Willing to help each other and work outside

comfort zoneTeam

Scrum Norms Sprint can be no longer than 4 weeks

Produce releasable software at the end of every sprint

Team are self organizing -picks up the tasks they will perform

Team size in the range of 5-9 people excluding scrum master and product owner

Everything is Time-boxed

No titles –everyone contributes irrespective of the role and type of work

No changes during the course of a sprint to the sprint backlog including team

•Product owner•ScrumMaster•Scrum Team•Stakeholders

Roles

•Product Backlog Sheet•Sprint Backlog Sheet•Sprint Requirement Traceability Matrix•Daily Status Mail Template•Impediment Tracking Sheet•Sprint Review Analysis Sheet

Artifacts

• Sprint Planning• Daily Scrum Meeting• Sprint Review• Sprint Retrospective

Phases

Product Backlog?• Visible to all stakeholders

• Any stakeholder (including the Team) can add items

• Constantly re-prioritized by the Product Owner

• Items at top are more granular than items at bottom

• Maintained during the Backlog Refinement Meeting

Sprint Backlog?• Visible to all stakeholders

• Any stakeholder (including the Team) can add items

• Constantly re-prioritized by the Product Owner

• Items at top are more granular than items at bottom

Scrum Meetings?

Sprint Planning• Just in time planning at Sprint level

• Sprint includes sprint planning, development, sprint review, sprint retrospective one after other with no time gap between Sprints

• Time boxed to 8 hours for 1 month sprint

• No interval between two sprints

• Toward the end of the Sprint Planning Meeting, the team breaks the selected items into an initial list of Sprint Tasks, and makes a final commitment to do the work.

Daily Scrum & Sprint Execution

Time Available During Sprint

Sprint Review

Sprint Retrospective

Backlog Refinement Meeting

Task Estimation –Planning Poker

Sprint Burndown Chart

INSTRUCTIONS: Read the following scenario, and work with your partner to come up with what you think a great Scrum Master would do in this situation.

The product owner says that he's not going to be available to attend the Sprint planning meeting, but he doesn't mind if the team goes ahead and does it without him.

INSTRUCTIONS: Read the following scenario, and work with your partner to come up with what you think a great Scrum Master would do in this situation.

In the middle of the Sprint, one of the team members manager comes and says s/he needs to pull him off the project for a couple days, to work on something else.

INSTRUCTIONS: Read the following scenario, and work with your partner to come up with what you think a great Scrum Master would do in this situation.

During the Sprint planning meeting, the product owner says he doesn't have all of the details for one of the items on the backlog, could the team come up with an estimate, and then once he gets all the details, they could revise the estimate?

INSTRUCTIONS: Read the following scenario, and work with your partner to come up with what you think a great Scrum Master would do in this situation.

The product owner says he's not going to be available for the Sprint review, but that he is sure the team has done everything it committed to do, if it says it has.

INSTRUCTIONS: Read the following scenario, and work with your partner to come up with what you think a great Scrum Master would do in this situation.

One of the blocks that the team member has reported is that their PC is running very slowly. They've reported this to IS, and you followed up with a phone call, but you still haven't received a response from the IS team

INSTRUCTIONS: Read the following scenario, and work with your partner to come up with what you think a great Scrum Master would do in this situation.

The daily standup meeting seems to start late every single day; each day, one or two members of the team (different each day) arrive a few minutes late for the standup.

INSTRUCTIONS: Read the following scenario, and work with your partner to come up with what you think a great Scrum Master would do in this situation.

The team appears to be very stressed out. They are having to work late most nights of the week, and they even have to work Saturdays every now and again, in order to meet their Sprint goals. You hear comments like scrum is awful it forces us to work so hard.

Thank You

Q & Aplease!!No

References:

This example graph produced for Wiley E. Coyote by CollabNet ScrumWorks® http://www.scrumworks.com“Seven Obstacles to Enterprise Agility,” Gantthead, James (2010) http://www.gantthead.com/content/articles/255033.cfmScaling Lean & Agile Development, Larman/Vodde, Addison Wesley (2008)Agile movement defined at http://agilemanifesto.orgGraph inspired by discussions with Ronald E. JeffriesAll Images are from - http://scrumtrainingseries.com/