praccita l scrum anda geli for youri t organziaoit n...

9th CA 2E/CA Plex Worldwide Developer Conference

Practical SCRUM and Agile For your IT Organization with considerations for CA PLEX Professionals

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Introduction/Welcome Message

Regardless of technologies, Agile practices are becoming most relevant in IT Organizations and SCRUM is the prime

approach. This session aims at providing some tools for taking advantage of SCRUM and Agile Estimation in the context

of CA PLEX Organizations.

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Speaker

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Lucio GayossoSr Consultant/Support Manager.

MIS/M, PSM I


Agenda

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o Methodologies• Waterfall / Agile

o SCRUMo Agile Requirementso SCRUM Toolso Questions


Methodologies

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Methodologies

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o Agile Vs Plan Driven


PLAN DRIVEN METHODOLOGIES

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o Waterfall• The most common approach for long-running

CA PLEX systems and organizations


AGILE METHODOLOGIES

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o Agile Manifestoo Principleso Agilemanifesto.org


METHODOLOGIES COMPARISON

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o Iteration• If you are an Agile IT organization,

are you really going through these cycles?• Are you properly time-boxing?• Do your development cycles

depend on your CA PLEX, or any other technology, constraint/cycle?


METHODOLOGIES COMPARISON

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o Agile is• Iterative• Adaptive• Value Based• Easy to understand• Hard to implement

o Agile is not• Just about writing code• Undisciplined• Unstructured• Whatever you want it to be• A placebo for developers


AGILE METHODOLOGIES

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o Agile Methodologies• Extreme Programming (XP)• SCRUM• Lean Software Development• Feature Driven Development


AGILE REQUIREMENTS

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o Agile Requirements are• A feature, behavior, or constraint to

be added to the system• A prelude to conversation• A request for someone to do work• A request for software change

o Agile Requirements are not• A solution design• A decision about implementation• Typically illustrative of the final

deliverable• The source of truth


AGILE REQUIREMENTS

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AGILE REQUIREMENTS

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o User Stories• Structure• Examples

§ Roles§ Role <> User

• Benefits• USs Conversation and Breakdown

§ CA PLEX should not be part of this conversation!

• Validation§ This is the base for your test cases


AGILE REQUIREMENTS

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o Scenarios• Structure• Story Cards


AGILE ESTIMATION

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o Units of Measure• Personalize


AGILE ESTIMATION

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o Agile Estimation• Estimates Limitations• Reality of Estimations• Problems with Estimations• The Cone of Uncertainty


AGILE ESTIMATION

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o The Cone of Uncertainty Under Agile• Is your IT organization considering

this?• Is your IT organization blaming your

development technologies, i.e. CA PLEX, as a reason for failed estimations and delivery?


AGILE ESTIMATION

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o Story Points• Very common approach to estimate work• Based on size and complexity, not duration• Unit-less and numerically relative• Different for each team of estimators• Points are additive, unlike time• Based on historical reality• Easy to use and understand


AGILE ESTIMATION

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o Story Points (cont.)• Characteristics• Use• Values• Planning Poker (Intelligence of

Groups)§ Relative Estimation§ Cost of Estimation§ Structure § Benefits


AGILE ESTIMATION

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o Story Points (cont.)• Guidelines

§ Break down to relative size§ Measure size and complexity, not time§ Define a baseline (standard feature)§ Story Points belong to a team§ Don’t stress about inaccuracy, remain

consistent


AGILE ESTIMATION

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o Negotiation• Position vs Interests• Middle Anchor• The Larger Personality


AGILE ESTIMATION

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o Planning Poker• Rules• Convergence Options• Numeric Values• T-Shirts


SCRUM

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o Origins• Product Dev Phases• Lean (Toyota)• Learning Organizations• Deriving SCRUM• SCRUM masters• Basic Model• How to get started?

§ With CA PLEX you can create a basic product, with tested infrastructure, very rapidly!

§ CA PLEX facilitates establishing an estimation baseline


SCRUM

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o SCRUM Fundamentals• Roles

§ Product Owner, Team Members, and SCRUM Master

• Chicken and Pigs• SCRUM Challenges

§ Waterfall Expectations of Inattention

§ Illusion of Command & Control§ Belief in Magic


SCRUM

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o SCRUM Artifacts• Product Backlog

§ US, Features, Behaviors, Use Cases, Desirements, Training Events, and other activities

§ Priorities and Estimates§ Example


SCRUM

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o SCRUM Artifacts (cont.)• Sprint Backlog

§ Itemsü Work is not assignedü Work remaining updated dailyü Team members can change the SBü SB work ‘emerges’

§ SB Example§ SB Characteristics

ü Single deliverable/activityü Estimatedü Managed by single Scrum Team memberü No more than 2 days of workü No minimum size


SCRUM

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o SCRUM Artifacts (cont.)• Sprint Backlog (cont.)

§ Burndown Chartü Value measure for team’s deliveryü Informs the team when selecting work

for iterations§ Velocity

ü Nbr of Story Points/Iteration Completed

ü Predict how much work to commit to next iteration


SCRUM

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o Definition of Done• Not an artifact but critical!• Usable, working, delivered, deployed,

potentially shippable• Everyone must understand what ‘Done’• All increments must meet this standard• Scrum Team increases the DoD• CA PLEX teams need to expand vision


SCRUM

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o SCRUM CEREMONIES• Sprint Planning Meeting (4 hrs for 30 day)

§ Spring Goals§ Participants and Tasks

ü Product Owner, SCRUM Master, and Team Members§ Meeting Format & Tips§ Sprint Backlog

• Daily SCRUM (15 mins)§ Structure: 3 questions§ Impediments and their management

• Sprint Review (2 hrs)§ Working product!

• Sprint Retrospective (2 hrs)§ What to start, to stop, to continue… next sprint


SCRUM

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o SCRUM ACTIVITIES• Product Backlog Planning

§ 20% max§ Build Product Backlog§ Estimate Items

• The SPRINT!§ Sprints are sacrosanct


SCRUM

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o SCRUM Tools• LeanKit• Kanbanery• Excel• Agilefant

Judgement Juggler

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o DOD at Story and Iteration Levels

oDivide in teams of 5 people or less to make at least 3 teams

o Follow your instructor’s instructions http://tastycupcakes.org/2016/06/judgement-juggler/



QUESTIONS?

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o Questions


Lucio Gayosso

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Phone: +864-612-2070Email: [email protected]: http://www.cmfirstgroup.com

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