4. What is the problem?
Releases take too long
Stabilization takes too long
5. What is the problem?
Releases take too long
Stabilization takes too long
Changes are hard to make
6. What is the problem?
Releases take too long
Stabilization takes too long
Changes are hard to make
Quality is falling
7. What is the problem?
Releases take too long
Stabilization takes too long
Changes are hard to make
Quality is falling
Death marches are hurting morale
30. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
31. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
32. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
33. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
34. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
35. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
Close, daily co-operation between business people and developers
36. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
Close, daily co-operation between business people and developers
Face-to-face conversation is the best form of communication (co-location)
37. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
Close, daily co-operation between business people and developers
Face-to-face conversation is the best form of communication (co-location)
Projects are built around motivated individuals, who should be trusted
38. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
Close, daily co-operation between business people and developers
Face-to-face conversation is the best form of communication (co-location)
Projects are built around motivated individuals, who should be trusted
Continuous attention to technical excellence and good design
39. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
Close, daily co-operation between business people and developers
Face-to-face conversation is the best form of communication (co-location)
Projects are built around motivated individuals, who should be trusted
Continuous attention to technical excellence and good design
Simplicity
40. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
Close, daily co-operation between business people and developers
Face-to-face conversation is the best form of communication (co-location)
Projects are built around motivated individuals, who should be trusted
Continuous attention to technical excellence and good design
Simplicity
Self-organizing teams
41. Agile manifesto - 12 principles
Customer satisfaction by rapid delivery of useful software
Welcome changing requirements, even late in development
Working software is delivered frequently (weeks rather than months)
Working software is the principal measure of progress
Sustainable development, able to maintain a constant pace
Close, daily co-operation between business people and developers
Face-to-face conversation is the best form of communication (co-location)
Projects are built around motivated individuals, who should be trusted
Continuous attention to technical excellence and good design
Simplicity
Self-organizing teams
Regular adaptation to changing circumstances
47. What is scrum?
According to wikipedia:
“Scrum (formerly scrummage), in the sports of rugby union and rugby league,
is a way of restarting the game, either after an accidental infringement or when
the ball has gone out of play.”
Scrum in our case is an
iterative and incremental
project delivery framework
Lets get a feel...
51. Iterative and incremental
Incremental assumes we know what we want
Iterative goes from rough to polished, allowing us to refine ideas over time
52. Iterative and incremental
Incremental assumes we know what we want
Iterative goes from rough to polished, allowing us to refine ideas over time
53. Origins of scrum
“The ... ‘relay race’ approach to
product development... may
conflict with the goals of maximum
speed and flexibility. Instead a
holistic or ‘rugby’ approach --
where a team tries to go the
distance as a unit, passing the
ball back and forth - may better
serve today’s competitive
requirements.”
Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”,
Harvard Business Review, January 1986
55. Essence of Scrum
The team is given clear goals
The team organizes itself around the work
The team regularly delivers the most valuable features
The team receives feedback from people outside it
The team reflects on its way of working in order to improve
The entire organization has visibility into the team’s progress
The team and management honestly communicate about progress and risks
57. Whats in it for me?
Select your own task and goal
58. Whats in it for me?
Select your own task and goal
Autonomy and flexibility
59. Whats in it for me?
Select your own task and goal
Autonomy and flexibility
Less rework, lesser frustration
60. Whats in it for me?
Select your own task and goal
Autonomy and flexibility
Less rework, lesser frustration
More development, less bug-fixing
61. Whats in it for me?
Select your own task and goal
Autonomy and flexibility
Less rework, lesser frustration
More development, less bug-fixing
Successful product, successful company, successful individuals
62. Whats in it for me?
Select your own task and goal
Autonomy and flexibility
Less rework, lesser frustration
More development, less bug-fixing
Successful product, successful company, successful individuals
Get to be the talk of the town
63. Whats in it for me?
Select your own task and goal
Autonomy and flexibility
Less rework, lesser frustration
More development, less bug-fixing
Successful product, successful company, successful individuals
Get to be the talk of the town
Impressive resume
64. Whats in it for me?
Select your own task and goal
Autonomy and flexibility
Less rework, lesser frustration
More development, less bug-fixing
Successful product, successful company, successful individuals
Get to be the talk of the town
Impressive resume
Its more fun!!
65. Whats in it for me?
Select your own task and goal
Autonomy and flexibility
Less rework, lesser frustration
More development, less bug-fixing
Successful product, successful company, successful individuals
Get to be the talk of the town
Impressive resume
Its more fun!!
72. Exercise
Four volunteers, please!
Round 1
Each person flips all coins
When done with entire batch, pass to next person
Round 2
Each person flips two coins and pass to next person
Total time: 10 minutes
73. Exercise
Four volunteers, please!
Round 1
Each person flips all coins
When done with entire batch, pass to next person
Round 2
Each person flips two coins and pass to next person
Keep flipping and passing until done
Total time: 10 minutes
74. Exercise
Four volunteers, please!
Round 1
Each person flips all coins
When done with entire batch, pass to next person
Round 2
Each person flips two coins and pass to next person
Keep flipping and passing until done
Round 3
Total time: 10 minutes
75. Exercise
Four volunteers, please!
Round 1
Each person flips all coins
When done with entire batch, pass to next person
Round 2
Each person flips two coins and pass to next person
Keep flipping and passing until done
Round 3
Team creates its own rules to maximize penny flow in least amount of time
Total time: 10 minutes
88. Product owner
‘Ensures that team is building the right product’
Right features delivered at the right time at the right price
89. Product owner
‘Ensures that team is building the right product’
Right features delivered at the right time at the right price
Owns product vision
90. Product owner
‘Ensures that team is building the right product’
Right features delivered at the right time at the right price
Owns product vision
Defines features, decides on release and content
91. Product owner
‘Ensures that team is building the right product’
Right features delivered at the right time at the right price
Owns product vision
Defines features, decides on release and content
Responsible for market success
92. Product owner
‘Ensures that team is building the right product’
Right features delivered at the right time at the right price
Owns product vision
Defines features, decides on release and content
Responsible for market success
Prioritizes features according to market value
93. Product owner
‘Ensures that team is building the right product’
Right features delivered at the right time at the right price
Owns product vision
Defines features, decides on release and content
Responsible for market success
Prioritizes features according to market value
Can change features and priorities every Sprint
96. Scrum master
‘Builds a high performance team and makes it highly
productive’
Acts like a sheep-dog/servant-leader
97. Scrum master
‘Builds a high performance team and makes it highly
productive’
Acts like a sheep-dog/servant-leader
Responsible for facilitating process
98. Scrum master
‘Builds a high performance team and makes it highly
productive’
Acts like a sheep-dog/servant-leader
Responsible for facilitating process
Focuses team, protects them from external interruption
99. Scrum master
‘Builds a high performance team and makes it highly
productive’
Acts like a sheep-dog/servant-leader
Responsible for facilitating process
Focuses team, protects them from external interruption
Looks for ways to enhance productivity
100. Scrum master
‘Builds a high performance team and makes it highly
productive’
Acts like a sheep-dog/servant-leader
Responsible for facilitating process
Focuses team, protects them from external interruption
Looks for ways to enhance productivity
Assists product owner in leveraging scrum
103. The team
Small group (7±2) containing all the necessary project
skills
Focusses on steady delivery of high quality features
104. The team
Small group (7±2) containing all the necessary project
skills
Focusses on steady delivery of high quality features
Brainstorms options for delivery
105. The team
Small group (7±2) containing all the necessary project
skills
Focusses on steady delivery of high quality features
Brainstorms options for delivery
Manages own work within sprint
108. Time-boxes
Time-box Purpose Timing Attendees
Team, PO, SM
Orient team to project’s business value, the Start of project
Discovery scrum process and one another 2-4 hr workshop
and key
stakeholders
Determine what a release should include Start of release PO, SM and key
Release planning and when it should be delivered 2-4 hrs stakeholders
Elaborate, estimate, and prioritize highest- Start of each sprint
Sprint planning value product backlog items for sprint 2-4 hrs
Team, SM, PO
Facilitate rapid co-ordination between team Daily
Daily stand-up members and with PO 10-15 minutes
Team, SM, PO
Team, PO, SM
Demonstrate completed functionality to PO End of each sprint
Sprint review and interested stakeholders 1-1.5 hours
and key
stakeholders
Reflect on whats working, whats not and End of each sprint
Sprint retrospective decide on action items 30-45 minutes
Team, SM, PO
109. Time-boxes
Time-box Purpose Timing Attendees
Team, PO, SM
Orient team to project’s business value, the Start of project
Discovery scrum process and one another 2-4 hr workshop
and key
stakeholders
Determine what a release should include Start of release PO, SM and key
Release planning and when it should be delivered 2-4 hrs stakeholders
Elaborate, estimate, and prioritize highest- Start of each sprint
Sprint planning value product backlog items for sprint 2-4 hrs
Team, SM, PO
Facilitate rapid co-ordination between team Daily
Daily stand-up members and with PO 10-15 minutes
Team, SM, PO
Team, PO, SM
Demonstrate completed functionality to PO End of each sprint
Sprint review and interested stakeholders 1-1.5 hours
and key
stakeholders
Reflect on whats working, whats not and End of each sprint
Sprint retrospective decide on action items 30-45 minutes
Team, SM, PO
110. Time-boxes
Time-box Purpose Timing Attendees
Team, PO, SM
Orient team to project’s business value, the Start of project
Discovery scrum process and one another 2-4 hr workshop
and key
stakeholders
Determine what a release should include Start of release PO, SM and key
Release planning and when it should be delivered 2-4 hrs stakeholders
Elaborate, estimate, and prioritize highest- Start of each sprint
Sprint planning value product backlog items for sprint 2-4 hrs
Team, SM, PO
Facilitate rapid co-ordination between team Daily
Daily stand-up members and with PO 10-15 minutes
Team, SM, PO
Team, PO, SM
Demonstrate completed functionality to PO End of each sprint
Sprint review and interested stakeholders 1-1.5 hours
and key
stakeholders
Reflect on whats working, whats not and End of each sprint
Sprint retrospective decide on action items 30-45 minutes
Team, SM, PO
111. Time-boxes
Time-box Purpose Timing Attendees
Team, PO, SM
Orient team to project’s business value, the Start of project
Discovery scrum process and one another 2-4 hr workshop
and key
stakeholders
Determine what a release should include Start of release PO, SM and key
Release planning and when it should be delivered 2-4 hrs stakeholders
Elaborate, estimate, and prioritize highest- Start of each sprint
Sprint planning value product backlog items for sprint 2-4 hrs
Team, SM, PO
Facilitate rapid co-ordination between team Daily
Daily stand-up members and with PO 10-15 minutes
Team, SM, PO
Team, PO, SM
Demonstrate completed functionality to PO End of each sprint
Sprint review and interested stakeholders 1-1.5 hours
and key
stakeholders
Reflect on whats working, whats not and End of each sprint
Sprint retrospective decide on action items 30-45 minutes
Team, SM, PO
112. Time-boxes
Time-box Purpose Timing Attendees
Team, PO, SM
Orient team to project’s business value, the Start of project
Discovery scrum process and one another 2-4 hr workshop
and key
stakeholders
Determine what a release should include Start of release PO, SM and key
Release planning and when it should be delivered 2-4 hrs stakeholders
Elaborate, estimate, and prioritize highest- Start of each sprint
Sprint planning value product backlog items for sprint 2-4 hrs
Team, SM, PO
Facilitate rapid co-ordination between team Daily
Daily stand-up members and with PO 10-15 minutes
Team, SM, PO
Team, PO, SM
Demonstrate completed functionality to PO End of each sprint
Sprint review and interested stakeholders 1-1.5 hours
and key
stakeholders
Reflect on whats working, whats not and End of each sprint
Sprint retrospective decide on action items 30-45 minutes
Team, SM, PO
113. Time-boxes
Time-box Purpose Timing Attendees
Team, PO, SM
Orient team to project’s business value, the Start of project
Discovery scrum process and one another 2-4 hr workshop
and key
stakeholders
Determine what a release should include Start of release PO, SM and key
Release planning and when it should be delivered 2-4 hrs stakeholders
Elaborate, estimate, and prioritize highest- Start of each sprint
Sprint planning value product backlog items for sprint 2-4 hrs
Team, SM, PO
Facilitate rapid co-ordination between team Daily
Daily stand-up members and with PO 10-15 minutes
Team, SM, PO
Team, PO, SM
Demonstrate completed functionality to PO End of each sprint
Sprint review and interested stakeholders 1-1.5 hours
and key
stakeholders
Reflect on whats working, whats not and End of each sprint
Sprint retrospective decide on action items 30-45 minutes
Team, SM, PO
114. Time-boxes
Time-box Purpose Timing Attendees
Team, PO, SM
Orient team to project’s business value, the Start of project
Discovery scrum process and one another 2-4 hr workshop
and key
stakeholders
Determine what a release should include Start of release PO, SM and key
Release planning and when it should be delivered 2-4 hrs stakeholders
Elaborate, estimate, and prioritize highest- Start of each sprint
Sprint planning value product backlog items for sprint 2-4 hrs
Team, SM, PO
Facilitate rapid co-ordination between team Daily
Daily stand-up members and with PO 10-15 minutes
Team, SM, PO
Team, PO, SM
Demonstrate completed functionality to PO End of each sprint
Sprint review and interested stakeholders 1-1.5 hours
and key
stakeholders
Reflect on whats working, whats not and End of each sprint
Sprint retrospective decide on action items 30-45 minutes
Team, SM, PO
119. Discovery session
Brief orientation to Agile process and the team
Agile process training
Sprint/Release cycles - 2 weeks ?
Overall business objective
120. Discovery session
Brief orientation to Agile process and the team
Agile process training
Sprint/Release cycles - 2 weeks ?
Overall business objective
“to help people discover, connect and trade easily”
121. Discovery session
Brief orientation to Agile process and the team
Agile process training
Sprint/Release cycles - 2 weeks ?
Overall business objective
“to help people discover, connect and trade easily”
Agree to the definition of “Done”
125. Definition of ‘Done’
What does ‘done’ mean to a programmer?
What does ‘done’ mean to a tester?
What does ‘done’ mean to a user using the site?
126. Definition of ‘Done’
What does ‘done’ mean to a programmer?
What does ‘done’ mean to a tester?
What does ‘done’ mean to a user using the site?
What are the consequences of these definitions
being different?
127. Definition of ‘Done’
What does ‘done’ mean to a programmer?
What does ‘done’ mean to a tester?
What does ‘done’ mean to a user using the site?
What are the consequences of these definitions
being different?
How do we ensure a common definition?
147. Agile estimation basics
Estimate relative level of effort for each feature
Measure complexity of work, not time to complete
Use relative units (e.g. A is half as hard as B)
148. Agile estimation basics
Estimate relative level of effort for each feature
Measure complexity of work, not time to complete
Use relative units (e.g. A is half as hard as B)
Use more than one person - planning poker
149. Agile estimation basics
Estimate relative level of effort for each feature
Measure complexity of work, not time to complete
Use relative units (e.g. A is half as hard as B)
Use more than one person - planning poker
Measure velocity to set team capacity
150. Agile estimation basics
Estimate relative level of effort for each feature
Measure complexity of work, not time to complete
Use relative units (e.g. A is half as hard as B)
Use more than one person - planning poker
Measure velocity to set team capacity
Work actually completed over time gives accurate data to determine team capacity
151. Agile estimation basics
Estimate relative level of effort for each feature
Measure complexity of work, not time to complete
Use relative units (e.g. A is half as hard as B)
Use more than one person - planning poker
Measure velocity to set team capacity
Work actually completed over time gives accurate data to determine team capacity
Takes into account external interruptions, technical surprises, developer skill level,
domain knowledge etc.
172. Sprint planning essentials
Product owners discuss the top priority stories
The team comes prepared with initial estimates which are
then discussed with PO
173. Sprint planning essentials
Product owners discuss the top priority stories
The team comes prepared with initial estimates which are
then discussed with PO
Acceptance criteria is jointly discussed and clarified
174. Sprint planning essentials
Product owners discuss the top priority stories
The team comes prepared with initial estimates which are
then discussed with PO
Acceptance criteria is jointly discussed and clarified
Length of sprint planning is proportional to length of sprint
175. Sprint planning essentials
Product owners discuss the top priority stories
The team comes prepared with initial estimates which are
then discussed with PO
Acceptance criteria is jointly discussed and clarified
Length of sprint planning is proportional to length of sprint
Volunteering for tasks instead of task assignment
176. Sprint planning essentials
Product owners discuss the top priority stories
The team comes prepared with initial estimates which are
then discussed with PO
Acceptance criteria is jointly discussed and clarified
Length of sprint planning is proportional to length of sprint
Volunteering for tasks instead of task assignment
4 hours for 2 week sprint
185. Burn down chart
Story based burn down
150 150
Iteration 1 Burn Down Chart
150 145
142
127
125 117
109
100 96
Points
72
75
50 44
34
25 19
6
3 1 0
0
Time in Days
Remaining Ideal Velocity
186. Daily Stand-ups
Share commitment
Communicate daily status, progress, and plans to the team and any observers
Identify obstacles so that the team can take steps to remove them
Set direction and focus
Build a team
187. Daily Stand-ups - What to do?
What did I get done yesterday?
What will I do today?
What is on my way?
188. Impediment Backlog
List of things that are preventing the team from progressing or
improving
The ScrumMaster must bulldoze out of the way
From getting the coffee machine fixed to replacing the CEO!
A good ScrumMaster will remove impediments within 24 hours
190. Who attends?
Pigs - Committed - contribute to the completion of the current iteration
Chickens - Involved - interested in status but do not contribute
People who are committed are allowed to speak
193. What it is not?
Not a social gathering
Not for problem solving
194. What it is not?
Not a social gathering
Not for problem solving
Not a reporting exercise
195. What it is not?
Not a social gathering
Not for problem solving
Not a reporting exercise
196. What it is not?
Not a social gathering
Not for problem solving
Not a reporting exercise
To synchronize your efforts towards the goal
197. What it is not?
Not a social gathering
Not for problem solving
Not a reporting exercise
To synchronize your efforts towards the goal
Commitment to the goal, not just the tasks
198. Rules - Most important
Same place same time - XX A.M.
15 minutes max
Attendance mandatory / Attend by proxy
Each week one person responsible
Late arrival pays Rs. 50
Impediment log
Can be updated outside of stand-ups
203. Scrum Retrospective - Prime
‘Regardless of what we discover,
we understand and truly believe
that everyone did the best job
they could, given what they knew
at the time, their skills and
abilities, the resources available,
and the situation at hand.’
204. Basecamp implementation
PO Decomposed Initial specs,
New
Approved into user stories Acceptance criteria
Ideas
(prioritized) features (to-do list) and testable examples
(Based on discussion prioritized
with stakeholders)
Product ideas Product backlog
Sprint backlog
Sprint planning
Broken down into tasks Dev review and
discussion
(to-do) along with hour estimate based
estimates on SP
Current sprint
