présentation scrum

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Scrum An Agile Project Delivery Approach

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Overview of the Scrum project delivery approach.

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Page 1: Présentation scrum

Scrum

An Agile

Project Delivery Approach

Page 2: Présentation scrum

Discover what Scrum is and what it is not.

Understand how Scrum can be used

Prepare yourselves to start with Scrum, knowing that this is only the beginning…

Page 3: Présentation scrum

Overview of Scrum

g Is used to conduct complex projects since 1990

g Delivers business value every 30 days according to priorities determined by the customer

g Based on distributed intelligence

g Fits long, large and distributed projects

g Meets CMMI Level 3 and ISO 9001

g Outlines the issues but gives no answer

g Is very simple to describe but very difficult to implement

Page 4: Présentation scrum

What Scrum proposes

• Incremental delivery of value

Iterative Approach

• Collaboration and empowerement

Management Culture

• Make decisions based on facts from a learning process

Technical Tools

Page 5: Présentation scrum

Scrum is not a methodology and

does not give the recipe for software development.

Page 6: Présentation scrum

Scrum is an

Approach, which

implies a road, a direction, a frame of mind, perhaps a philosophy, but not a formula of proven rules to be followed.

Page 7: Présentation scrum

The product is incrementally

developed in blocks of time

A prioritized product backlog

The empirical process

A self-managed team

Page 8: Présentation scrum

An Empirical ApproachMeans that the information is collected by observing, experience

or experimenting.

Page 9: Présentation scrum

Adding details over time

Product

Delivery

Sprints 1-2

Current S

print

Idea

s

Hig

h-L

eve

lE

lem

en

ts

Det

ail

ed

Ele

me

nts

Tasks

6 Months 2-3 Months 1 Month

Horizon of predictability

Page 10: Présentation scrum

The Scrum process

g Blocks of time (timebox)g 3 rolesg Some rules g 3 points of inspection and

adaptationg 5 artifacts:

– The product book(product backlog)– Delivery progress chart (Release

burndown chart)– Sprint backlog tasks (sprint

backlog)– Sprint Progress Chart(sprint

burndown chart)– new functionality ready to be

exploited (Potentially shippable product increment)

Page 11: Présentation scrum

Scrum implements an inspection and adaptation mechanism in order to

maximize the output.

Without visibility, inspection is not possible.

Visibility requires transparency, and therefore courage and a suitable value system.

Page 12: Présentation scrum

Stages of a sprint

1 day meeting to plan sprint (4 h/ 4 h)

1 day meeting to review and debrief (4 h/ 4 h)

Development

30 day sprint at a sustainable pace

Page 13: Présentation scrum

A Scrum team includes only the following people:

a multi-disciplinary development team a

product manager and a

ScrumMaster

Page 14: Présentation scrum

Development team’s characteristics

g Manages itself

g Is multidisciplinary and has no predetermined roles

g Has 7 members (+/- 2)

g Is responsible for his commitment

g Has the authority to act to meet its commitments

g Works in close contact

g Solves its own conflicts

g Observes basic rules of operation and conduct

Page 15: Présentation scrum

What the project manager did which is now done by the development team

g Making commitments on behalf of the team on what it can accomplish by a given date

g Convincing the team that commitments are realistic

g Directs the work of the team so it can meet its commitments

g Monitor the progress in weekly meetings

g Reporting back to management on progress

g Deciding what to do when the team is experiencing difficulties or is delayed

g “Motivate" the team and encourage them to redouble their efforts

g Assign tasks and track progress to ensure that the work is done

g Being responsible for the team doing the right thing at the right time and the right way

Page 16: Présentation scrum

The roles of Scrum are

difficult to play.

Page 17: Présentation scrum

Roles and responsibilities

g The product manager (product owner) ensures the return on investment when setting the priorities in the product backlog.

 

g Members of the team are responsible for the management of development activities and quality of the software. The team is self-directed and multidisciplinary.

 

g The ScrumMaster ensures the Scrum is efficient without direct authority.

Page 18: Présentation scrum

Product Manager (product owner)

g Defines the characteristics of the product and fixes the delivery date

g Manages the content of the product to ensure the best possible returns

g Determines the hierarchy of elements of the product backlog based on business value

g Can change priorities every 30 days  

g Accepts or rejects the results

Page 19: Présentation scrum

Execution Team

g Includes seven members (plus or minus two) who form a multidisciplinary team

g Determines its own commitment and work to be done to achieve the objectives it sets

g Has the flexibility, based on overall project directives , to do what is necessary to achieve the sprint goal

g Organizes and manages its activities autonomously

g Works closely with the product manager to maximize the value produced

g Presents the achieved results to the product manager

Page 20: Présentation scrum

The ScrumMaster

g Ensures the implementation team is functional, productive and is

constantly improving its productivity

g Eliminate barriers and ensure close collaboration between different

stakeholders

g Protects the implementation team of any external interference Ensures the implementation process

g Ensures that the product manager and team members understand and play their roles properly

"The ScrumMaster is like a sheep dog who does everything he can to protect his flock, and never allows himself to be distracted from the task.“

- Ken Schwaber

Page 21: Présentation scrum

Are you a chicken or a pig?

Page 22: Présentation scrum

Key considerations

g The implementation team must deliver software that works and meets the customer specifications sprint after sprint.

g The implementation team must deliver the product features at a sustainable pace.

g The Scrum team must learn throughout the project.

g Knowing that the capacity of the development team is fixed (more or less), the

product manager sets priorities to maximize the profitability of the product.

Page 23: Présentation scrum

Success FactorsThe product backlog

g It’s a way to start implementing the vision; it represent all the expected work.

g It is the common denominator between the product manager and members of the development team.

g It’s a list of all the functional and non-functional elements to deliver as well as issues to settle.

g All elements must have value for the product manager.

g It must be evaluated, estimated and ordered. 

g It provides more details on the elements with high priority. 

g All stakeholders can contribute, however, it’s the product manager who establishes the priority of each element.

g It is updated and well communicated.

Page 24: Présentation scrum

Success FactorsDefining "completed"

g  The production team and the product manager together define what "completed" means.

g The definition of "completed" captures the current technical capacity of the team.

– Over time, the definition of "completed" should extend to all activities required for production delivery.         

– Need to identify and bring to the product backlog the work that is not covered by the definition of "finished" (that is to say "Unfinished" work).               

g Anything that does not meet the definition of "completed" is not presented to the product manager at the end sprint.

Page 25: Présentation scrum

Consequences of not defining "completed"

g The velocity is unstable and does not help in planning.

g The delivery progress graph does not reflect the remaining work to do.

g The product manager does not know what the real progress is.

g The product backlog is probably not well-organized.

g The team does not know what it's committing to during the sprint planning.

g The product manager does not know what to look at, at the end sprint.

Page 26: Présentation scrum

Consequences of "non-completed" work

 Rapid and non-linear growth!

Decision to deliver

Plan

Plan

Revised

Plan

Revised

Plan

Revised

Plan

Revised

Revised

Delivery

“Stabilization” Sprintdebt debt debt debt

Page 27: Présentation scrum

Success FactorsMonitoring progress

g The slope of the remaining work to be done to determine the probable date of delivery.

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Delivery

20

0

40

60

80

100

120

Pro

du

cts

re

ma

inin

g t

o b

e d

eli

ve

red

Page 28: Présentation scrum

A scrum team has to struggle against

The tyranny of the waterfall process

Belief in magic

The era of darkness

Page 29: Présentation scrum
Page 30: Présentation scrum

Credits

g Pyxis-Technology (http://pyxis-tech.com/en/)– Agile certified trainers

g Garr Reynolds (http://www.presentationzen.com/)