ANOVIO AG

Agile Intro

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 Agile Manifesto

 Values of the Agile Manifesto http://agilemanifesto.org

 Individuals and interactions over

processes and tools

 Working software over

comprehensive documentation

 Customer collaboration over

contract negotiation

 Responding to change over

following a plan

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 Agile Manifesto
 The values are supported by 12 principles
1. Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer's competitive
advantage.
3. Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily
throughout the project.
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done.
6. The most efficient and effective method of conveying information
to and within a development team is face-to-face conversation.
Agile Intro © ANOVIO AG
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
9. Continuous attention to technical excellence and good design
enhances agility.
10. Simplicity — the art of maximizing the amount of work not
done — is essential.
11. The best architectures, requirements, and designs emerge
from self-organizing teams.
12. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
http://agilemanifesto.org/principles.html
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EXERCISE
ABSCHNITTE

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 Agile Clock

 Divide in teams of max. 5 people

 Take 1 Flipchart, 1 copy of Agile Manifesto and Principles,
markers and sticky notes

20 minutes time:
 Draw a clock on the flipchart sheet
 Each principle is an hour on the clock according to it‘s number
 Discuss each principle within the team and express the essence of
each principle
 in three words or less (on a sticky) and
 a symbol for each principle

 Gallery walk and presentation

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 Agile Methodologies

Story
Mapping XP
Scrum
Lean
Startup Kanban
Test driven
development

Lean
…

Agile Intro © ANOVIO AG 6

 Agile Methodologies

Story
Mapping XP
Scrum
Lean
Startup Kanban
Test driven
development

Lean
…

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 SCRUM
ABSCHNITTE
Scrum Overview

Roles
Product Owner Scrum Master
Stakeholder Responsible for process, Team
Represents stakeholders, Responsible for functional product
responsible for project eliminate impediments,
Moderatorion & Coaching increment, interdisciplinary,
Product Owner success self-organized

Meetings Requirements Estimation Sprint Implementation Sprint Review

Meeting Meeting Planning & Testing & Retrospective

Product Backlog Product Backlog

Artefacts prioritised prioritised&estimated
Task
Board
1 1 3
1 1 5 functional
1 1 2
product
1 1 8 Sprint increment
2 2 3 Backlog
2 2 5
2 2 2
3 3 8

Sprint 1 – 2 weeks
 Vision and Product Backlog

 Vision: Short description of customer needs, features and goals of

the product Idea
 Initial concept creation on epic level
 Value Definition (e.g. Kano-Modell)
 Risk Evaluation Vision
 Prioritisation (e.g. MuSCoW)
 Product Backlog
 Requirements sorted by epics and User Stories according to Product Backlog
Sprint 1
priority level  User Story 1
 Most important requirements are described in high detail  …

Priority / Level of detail

 User Story X
(User Story) compared to less important ones (Epic level)
Sprint 2
 At least two sprints should be prepared in high detail and be  User Story Y
User Story Z
estimated 

Epic 1
 The Product Backlog is an living document, adapted in by …
continuous backlog grooming Epic X

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Development process within a Sprint

Product Backlog
(Release Plan)
Test concept
Sprint 1 acceptance criteria
 User Story 1
 User Story 2 (System-) design
Implementation
 … concept
 User Story X
Iteration
Sprint 2 Sprint 1 User Story 1-X
Testing functional
 User Story Y Backlog activities Documentation product
 … increment
 … (User Story X)
Retrospective
Sprint X Planning next iteration
 Epic X
 …
 Epic Y
User Stories and Estimation

 Layout of user stories

As [role], I want [goal/desire] so that [benefit]
 The functional size of user stories is estimated by story points (0, 1, 2, 3, 5, 8, 13, 20, 40, 100)
during the Estimation Meeting
 Simple Product Backlog example
 Epic: Portal

No Prio Topic Requirement / User Story Acceptance criteria Size

1 1 Login As customer, I want to login so - It‘s possible to enter the user data 3
that … - User data will be validated
- …
- …

2 1 Registration As potential customer, I want to - It‘s possible to enter the user data 5
registrate so that … - User data will be saved
- …
 Task board and burnup chart

todo in progress done

1.1
US 1
1.2 Project scope

1.3 300

Story Points
2.4 2.2
200
2.1
US 2
2.5 Progress
2.3

100

3.1
US 3
3.2 1 2 3 4 5 6 7 8
3.3 Sprints

3.4

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 Functional product increment

 Potentially shippable increment fulfilling acceptance criteria of

User Story

 Tested by the team

 Fulfills definition of done

functional
product
 Working and usable part of the whole product increment

 Gets tested and accepted by the Product Owner and the

Stakeholders in Review Meeting

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EXERCISE
 Toilet paper game

Goal:
 Circulate as many balls as
possible from In-Bag into
Out-Bag
Definition of Done:
 You are one team
 Each member has to touch
the ball
 Ball must have air-time
 Ball on the floor is out
 Out – Bag and In – Bag
have to stay together
 Iteration results have to be
demonstrated and checked
Action:
 Planning
 Iteration #1:
 Commitment (5 Min)
• Setup environment (bags, building balls)
• Define process
• Commit for Iteration goal
(Estimate how many balls your team can move within a sprint)
 Sprint #1 – Move balls from 1 bag to the other (1,5 min)
 Review by Product Owner
 Retro – What worked well? What could be improved? (1,5 min)
 Iteration #2
 Iteration #3
 Review (5 min)

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KANBAN
 Kanban in a nutshell

Kanban principles General Practices of the Kanban Method

 Start with what you do now 1. Visualize

(the work, workflow and business risks)
 Agree to pursue incremental, evolutionary
change 2. Limit WIP

 Respect the current process, roles, 3. Manage Flow

responsibilities & titles
4. Make Process explicit
 Encourage acts of leadership at all levels in
your organization 5. Implement Feedback Loops

6. Improve Collaboratively, Evolve Experimentally

(using models & the scientific method)

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 Kanban in a nutshell

 Split the work into pieces, write each item on a

card and put it in the queue.
To Do - 4 Dev - 3 Test - 2 Release - 3 Done!

 Use named columns to illustrate where each

item is in the workflow. H D C

 Limit WIP (work in progress) – assign explicit I

limits to how many items may be in progress

at each workflow state.

 Measure the lead time (average time to K

complete one item, also called “cycle time”).

FLOW

 Optimize the process to make lead time as

small and predictable as possible.

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 Agile Methodologies – Scrum and Kanban
Product Maintenance,
SCRUM Development KANBAN Operations

 Work is done within time-boxed sprints with
the goal of producing a potentially shippable
product increment
 Planned product releases after determined
amount of sprints
 Focus on cross-functionality within a team – no
specified roles.
 Standardised meeting set and rituals within
the Scrum process, each having it‘s own focus
and goal
 No fixed-length sprints. Pull from prioritised
backlog of things that need to be done
 Continuous releases whenever there is a
shippable product increment
 Team members can specialise and pull tasks
related to their area of expertise, but too much
specialization will reduce a team‘s
effectiveness
 Emphasis on continually improving processes,
but no standardised meetings or rituals

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QUESTIONS?
ABSCHNITTE
 Contact

Barbara Bucksch Werner Thumm

Consulting Consulting

Mobile: +49 151-276 469 15 Mobile: +49 151-276 469 30

Mail: Barbara.bucksch@anovio.de Mail: werner.thumm@anovio.de

Hauptsitz München Niederlassung Nürnberg Niederlassung Ingolstadt

Lyonel-Feininger-Str. 28 Äußere Sulzbacher Str. 16 Levelingstraße 102
80807 München 90489 Nürnberg 85049 Ingolstadt
Phone +49 89-89 053 89-0
Fax +49 89-89 053 89-20

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