Professional Documents
Culture Documents
Agileandscrumnotes PDF
Agileandscrumnotes PDF
Certified ScrumMaster
Workshop
Getting
Started with
Scrum Product
Scrum Roles Backlog
Observe
Act Orient
Decide
http://managingmetrics.com/what-the-f-86-can-teach-us-about-software-dev
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What do you think?
Close to agreement
Certainty
Certainty
Far from
Technology
Close to
Source: Ken Schwaber (inventor of Scrum) who adapted it from Strategic Management and Organisational Dynamics, by Ralph D. Stacey
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People are different and have different
capabilities
Dravid(128) and Sehwag(254): 1st Test: Pakistan v India at Lahore, Jan 13-17, 2006
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Human imagination will always outpace
physics
That is, while there is value in the items on the right, we value the items on the
left more
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Agile Principles :: Principle #1
Our highest priority is to satisfy the
customer through early and continuous
delivery of valuable software.
Example:
Tell me how many license I should buy
Show me how am I utilizing my cluster
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What’s Value Stream?
Value Stream
All actions required to bring project
from creation to completion
Types of actions
Add value
No value added, but unavoidable
No value added, avoidable
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What's waste?
Muda
Any activity that consumes resources,
but adds no value
Examples of waste
Partially done work
Extra processes
Defects
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8 Types of Wastes
• Navigating multiple
• Making or processing screens to input data
more than is needed
• Surgeon – Nurse
Overproduction
Unnecessary Motion
• Multiple applications
awaiting approval • On decisions
Transportation
© leanpitch Technologies Private Limited Unrealized Creativity 26
Agile Principles :: Principle #2
Welcome changing requirements, even
late in development. Agile processes
harness change for the customer's
competitive advantage
Facade
Feature N
Feature 1
Feature 2
Entities
Business Process
Data Access
Sometimes Rarely
16% 19%
Often
13%
Always
7%
Never
45%
Refactoring
YAGNI
Design
Spikes
A G I L E
Lean
Smalltalk
Engineering
Tools
Scrum
Iterative and
Incremental
Development,
Timeboxes
Built-in instability
Self-Organizing project teams
Overlapping development phases
Multilearning
Subtle Control
Organizational transfer of learning
© leanpitch Technologies Private Limited 56
Lean Principles
1.
Eliminate
Waste
6. Build
Lean 3. Delay
Integrity Committm
In ent
4.
5. Deliver
Empower
Fast
the Team
Empirical
Process
Transparency
Inspect
Adapt
Focus Commitment
Respect
Openness Courage
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© leanpitch Technologies Private Limited 62
Scrum Framework : 3 Roles
responsible for
maximizing the value of
the product and the
work of the
Development Team
Self-Organizing
STOP rewarding
individual contributions
Be available to answer
questions
Towards Organization
• Planning, leading and coaching the
organization in its Scrum adoption
• Helping employees and stakeholders
understand and enact Scrum and empirical
product
• Causing change that increases the
productivity of the Scrum Team
• Working with other Scrum Masters to
increase the effectiveness of the
application of Scrum in the organization
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SM Responsibilities
1 3 6 10 15
Most commonly used
development team size is 7 ± 2
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Responsibilities
Detailed enough
Emergent
Estimated
Prioritized
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Product Backlog is emergent
Coarse-grained requirements
Modify
Booking Cancellation Re-booking
Booking
Acceptance
Criteria Additional
Documents
Mockups
User Interface
Presentation Logic
Feature 1
Feature 2
Feature 3
Feature 4
Business Logic
Persistence
Infrastructure
The architecture evolves secondary to the value created
by early regular releases of working software
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Estimating Product Backlog
Wishful Delay
Accumulation
Thinking Student
Syndrome
Parkinson's Law
Optimism Bias
Procrastination
What we estimate is
- How big are the Product Backlog
items based on the complexity,
uncertainty and the work involved.
- Not how long does it take to
implement them.
A user
can…
Grooming
Conversations Meeting
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Product Backlog Grooming
- It is the act of adding detail, estimates, and
order to PBI
Sprint Sprint
Goal Duration
However, the scope may be
clarified and re-negotiated
Team
Composition
Feature B
..but continuously
and all the time
Feature C (not as a mini-
waterfall)
Sprint
Acceptance Demonstration
Criteria
Mockups
Backlog
© leanpitch Technologies Private Limited 157
Sprint Burndown Chart(Based on PBI)
Sprint Burndown
60
50 50
50
40
40
32
work left
30
20
10
0
1 2 3 4 5 6 7 8 9 10
Days
180
160
140
Work left
120
100
80
60
40
20
0
1 2 3 4 5 6 7 8 9 10
Days
Expected Burndown Actual Burndown
Duration: 15 minutes
Attendees:
– Scrum Master (Facilitates)
– Development team
– Product Owner
Purpose:
For Development team to synchronize the activities
and create plan for next 24 hours
Inspect and adapt
© leanpitch Technologies Private Limited
Are we there yet?
Ensure that you update the sprint
backlog and Sprint Burndown as
you want to know where you
stand before starting the DSM.
Reinforces commitment
Attendees:
• Scrum Master (facilitates)
• Product Owner,
• Development team
Purpose:
Inspect how last sprint went with regards to people,
relationship, process, and tools
Identify and order the major items that went well and
potential improvements
Create a plan for implementing improvements to the way
the Scrum Team does its work
© leanpitch Technologies Private Limited
Good one to have!
*This is one of the ways of doing retrospective and its not prescribed by scrum
Product
Backlog
Just Enough
Design *Release Planning is not prescribed by Scrum. This is one
of the practices used in the community
Updated
Product
Technical Backlog
Dependencies and
Risks 188
© leanpitch Technologies Private Limited
Release Planning Steps
100
Story
points
100
Story
points
Technical
Debt
Planned Forecasted
Release Date Release Date
Write to me @ satisha@leanpitch.com
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+91-80-41614192
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