agile camp2016 agile101

AGILE 101

July 12 2016

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WHAT IS AGILE?

PROVEN

TRADITIONAL VS AGILE

THE AGILE MANIFESTO

AGILE PRICIPLES – KEY POINTS The best architectures, requirements, and designs

emerge from self-organizing teams. Build projects around motivated individuals.

Give them the environment and support they need, and trust them to get the job done.

Continuous attention to technical excellence and good design enhances agility.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

THE SCRUM FRAMEWORK

ROLES IN SCRUM

PRODUCT OWNER RESPONSIBILITIES Closely collaborates with the Scrum team but holds no

authoritative power over the team Describes requirements Accepts or Rejects Work Results (User stories) Tracks and forecasts progress for the project Grooms backlog Provides guidance and direction for the development

team Makes tough decisions (postpone launch date or

removing features delivered?) but seeks team consensus in the decision making process

Voice of the customer Bridges the gap between the technical team and

stakeholders

SCRUM MASTER RESPONSIBILITIES Helps the team do its best work

Removes obstacles and impediments Protects the team from disruptions or distractions

Coaches the team in its use of practices, helping them improve their ability to deliver

Facilitates communication and various meetings (Scrum, Retro, Release/Sprint Planning)

Helps other groups or individuals learn what they need to about Scrum – Coaches the team to Agile Best practices

The “process owner” Acts as a change agent

THE DEVELOPMENT TEAM Whoever is needed to complete the product increment

Developers, Analysts, Designers QA/BA DBA Architects Business people, Marketing, Tech Support, Facilities...

You get the point. AND Product Owner

DEVELOPMENT TEAM ACTIVITIES Commit to the Sprint Own the estimates and tasks Plan their own work (tasks, dependencies) Have the authority to do whatever is needed to

meet their commitment Rely on the Scrum Master to help remove obstacles Rely on the Product Owner to explain the product

features

MAKE UP OF DEVELOPMENT TEAMS Should not exceed 9 people. Preferably co-located, go fast through face-to-face

communication Preferably cross-functional with flexible roles so that the

team organizes around the tasks Cooperative development – role sharing Scrum scales by adding teams, not increasing team size

SELF-ORGANIZING TEAMS Team makes decisions collaboratively, cooperatively,

role-sharing and fully committed to the Sprint In the Bruce Tuckman model, the ScrumMaster facilitates

the team moving to self-organization through the four stages of team maturity: Forming – conflict avoidance

Who are we, what are we doing? Storming – common conflict

How will we work together? Norming – moving to harmony

Are we openly discussing opinions? Performing - in harmony

How do we get better as a team?

INDIVIDUAL BEHAVIORSIndividual Accountability is the KEY to Joint Accountability. PARTICIPATE: Speak openly in meetings. HONESTY: Call it like you see it. Be honest and open. RESPECT: Be respectful, but don’t avoid the truth. Admit when you need help COURAGE: Surface mistakes w/o fear of embarrassment

or embarrassing others. If you don’t understand something, SAY SOMETHING.

COMMITMENT: Hold yourself and others accountable - TALK It Out.

WHO DOES THE WORK??

The TEAM owns the Work. The TEAM gets to PLAN the Work.

ACTIVITIES OR CEREMONIESThe Sprint

Sprint Planning

Sprint Review

Retrospective

Backlog Refinement

Daily Scrum

RELEASE PLANNING OR STORY MAPPING What is it?

Epic User stories are created and discussed Team discusses how many sprints it will take to complete this

work Who Attends?

Product Owner Scrum Master Dev Team

Outputs Organized release backlog and roadmap of the next release

BACKLOG REFINEMENT What is it?

Meeting to discuss the top backlog items to prepare for the next 2-3 sprints

Discuss the UAC Point or size stories

Who Attends? Product Owner Scrum Master Dev Team

Outputs A groomed backlog to pull in enough work for the next sprint

SPRINT PLANNING What is it?

PO’s vision for the sprint Describes the highest priority features to the team

Determines the work for the upcoming sprint. Items are taken off of the product backlog according to priority and

broken down into manageable tasks. Who Attends?

Product Owner Scrum Master DevTeam

Outputs A sprint goal A sprint backlog (includes the list of tasks necessary to

delivering the product backlog items

DAILY SCRUM What is it?

Daily meeting held by the team Not a status or a problem solving meeting The team reports to each other on what they accomplish

Who Attends? Product Owner Scrum Master Dev Team Other(s) outside of the Dev team can attend

Outputs None unless there are roadblocks that the Scrum Master

needs to help remove

SPRINT REVIEW / DEMO What is it?

The Scrum team demonstrates what they accomplished during the sprint

Very informal Natural result of the sprint PO accepts or rejects each product backlog item Stakeholders/business and PO provide feedback

Who Attends? Dev team Scrum Master Product Owner Customers Stakeholders

Outputs Accepted work for the sprint

RETROSPECTIVE What is it?

A retrospective is an opportunity to learn and improve. It is time set aside – outside of day-to-day routine – to reflect on past events and behaviors.

Who Attends? Product Owner Scrum Master Dev Team

Outputs Top Items to improve for the next sprint Action Items that come out of the meeting

WHAT IS A USER STORY? Describes requirements in vertical slices

Independent Negotiable Valuable Estimable Sized Appropriately Testable

Template: “As a ____ I need _____ so that _______” Ex: As a vacation planner, I want to rebook a past trip so

that I save time booking trips I take

TFS AND THE SCRUM BOARDTeams here are typically using TFS to visualize and track their work

Kanban or Scrum Board

WHAT ELSE? Metrics

Burndowns, burnups, velocity, oh my!

Terms Features, Epics, Stories, Tasks

Agreements Team Agreements Conflict Protocol Etc.

THANK YOU FOR ATTENDING!