agile manifesto

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

789101112

1234

56

13

No Changes(in Duration or Deliverable)

Commitment

Daily ScrumMeeting

Retrospective

789101112

123456

13

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

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

789101112

1234

56

13

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

789101112

1234

56

13

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

789101112

1234

56

13

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

789101112

1234

56

13

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

789101112

1234

56

13

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