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Introduction to Agile and Scrum

  1. AGILE & SCRUM Collaborate, Adapt & Deliver Value © Operational Excellence Consulting. All rights reserved.
  2. © Operational Excellence Consulting LEARNING OBJECTIVES 2 Understand the basic principles, values, benefits and drawbacks of Agile and Scrum Understand how Agile and Scrum can be applied to various industries and projects and adapted to fit different situations Understand the key roles of the Scrum team, and the Scrum framework and its key components NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit:
  3. © Operational Excellence Consulting CONTENTS 3 Benefits and Drawbacks of Agile and Scrum 2 Key Roles and Responsibilities in a Scrum Team 3 Introduction to Agile and Scrum 1 Scrum Framework and Its Key Components 4 Applying Agile and Scrum to Various Industries and Projects 5
  4. © Operational Excellence Consulting “ Agile … is an attitude, not a technique with boundaries. ALISTAIR COCKBURN 4
  5. © Operational Excellence Consulting COMMON CHALLENGES IN SOFTWARE DEVELOPMENT 5 Limited Resources Unrealistic or Mismanaged Timelines Lack of Alignment Between Sponsor and User Needs Communication Breakdowns Underestimating the Importance of Quality Scope Creep Integration Issues Conflicts with Testing Teams
  6. © Operational Excellence Consulting WHAT IS AGILE? 6 ● Agile is a software development philosophy and approach that emphasizes flexibility, collaboration, and continuous improvement ● It originated as a response to the limitations and drawbacks of traditional, plan-driven project management methodologies ● The Agile philosophy and principles are described in the Agile Manifesto, which was developed by a group of software developers in 2001 © Operational Excellence Consulting 6
  7. © Operational Excellence Consulting AGILE IS & IS NOT 7 § Agile is a project management methodology that emphasizes flexibility, collaboration, and rapid iteration § Agile prioritizes delivering working software or products quickly and continuously improving them based on feedback § Agile values individuals and interactions, working software, customer collaboration, and responding to change § Agile is not a specific process or tool, but rather a set of guiding principles and values AGILE IS AGILE IS NOT § Agile is not a prescriptive methodology that provides detailed instructions for how to manage a project § Agile is not a replacement for project management or a silver bullet that will solve all project problems § Agile is not an excuse to avoid planning or documentation, but rather a way to streamline these processes and focus on what's most important
  8. © Operational Excellence Consulting THE TRADITIONAL SOFTWARE DEVELOPMENT APPROACH IS BASED ON THE WATERFALL MODEL 8 Requirements Design Implementation Verification Maintenance § Traditional design and development steps are separated into distinct phases § Work products are produced at each phase and handed off to the next § Risks: Ø Errors in each phase are passed to the next Ø Time overruns usually come out of final phases – development and test often result in poor quality Ø Poor quality are compounded by upstream problems in requirements and design
  9. © Operational Excellence Consulting THE FOUR CORE VALUES OF THE AGILE PHILOSOPHY 9 Responding to change over following a plan Customer collaboration over contract negotiation Individuals and interactions over processes and tools Working software over comprehensive documentation THE FOUR CORE AGILE VALUES
  10. © Operational Excellence Consulting THE TWELVE PRINCIPLES OF THE AGILE PHILOSOPHY 10 1 Customer satisfaction through early and continuous delivery of valuable software 7 Measure progress primarily through working software 2 Welcome changing requirements, even late in development 8 Maintain a sustainable pace of work and prioritize work-life balance 3 Deliver working software frequently, with a preference for shorter timescales 9 Focus on technical excellence and good design 4 Collaborate with customers and stakeholders throughout the project 10 Keep things simple and minimize unnecessary work 5 Build projects around motivated individuals and give them the resources and support they need 11 Allow self-organizing teams to make decisions 6 Use face-to-face communication as much as possible 12 Reflect on team performance and continuously improve
  11. © Operational Excellence Consulting “ Scrum is like your mother-in- law, it points out ALL your faults. KEN SCHWABER 11 Image credit: Boston Business Journal
  12. © Operational Excellence Consulting SCRUM IS & IS NOT 12 § Scrum is a specific Agile framework that includes a set of roles, events, artifacts, and rules that help teams manage their work § Scrum emphasizes iterative development, regular feedback, and continuous improvement § Scrum includes key roles such as the Scrum Master, Product Owner, and Development Team, as well as events like the Sprint, Daily Scrum, and Sprint Review § Scrum is not the only Agile framework, but it is one of the most popular and widely used SCRUM IS SCRUM IS NOT § Scrum is not a silver bullet that guarantees project success § Scrum is not a one-size-fits-all solution that will work for every project or team § Scrum is not a replacement for good project management practices or a way to avoid planning and documentation
  13. © Operational Excellence Consulting THE THREE PILLARS OF SCRUM 13 TRANSPARENCY Transparency means that all aspects of the process and the product are visible to everyone involved. ADAPTATION Adaptation means that the team makes changes based on the results of the inspection to continually improve the product and the process. Scrum is based on the theory of empirical process control, which relies on transparency, inspection, and adaptation. INSPECTION Inspection means that the team regularly reviews and evaluates the product and the process to identify areas for improvement.
  14. © Operational Excellence Consulting THE FIVE CORE VALUES OF SCRUM PROVIDE A FOUNDATION FOR THE WAY THAT SCRUM TEAMS WORK TOGETHER 14 Five Core Values COURAGE RESPECT OPENNESS FOCUS COMMITMENT Scrum teams are committed to achieving their goals and delivering value to their customers. Team members are expected to be reliable and to work together to ensure that commitments are met. Scrum teams focus on their goals and work collaboratively to deliver value. They prioritize their work and stay focused on what is most important, in order to deliver the highest value to their customers. Scrum teams are transparent and open in their communication and work processes. They share information freely, welcome feedback, and work together to solve problems. Scrum teams show respect for each other and for their customers and stakeholders. They value diversity and work together to create an inclusive and supportive environment. Scrum teams have the courage to take on complex challenges and to make difficult decisions. They are willing to speak up and take risks in order to achieve their goals and deliver value to their customers.
  15. © Operational Excellence Consulting OVERVIEW OF THE SCRUM FRAMEWORK 15 1 – 4 weeks 24 hours Product Backlog Sprint Backlog Sprint Daily Scrum Increment
  16. © Operational Excellence Consulting 16 HISTORY OF AGILE & SCRUM 1990 The Agile Manifesto is written by a group of 17 software developers who meet in Snowbird, Utah. The manifesto outlines the values and principles of Agile software development. The Agile Manifesto is publicly released, and the Agile movement gains momentum. Schwaber and Sutherland update the Scrum framework and release "The Scrum Guide" as a free, publicly available document. The Scrum Guide is updated by Schwaber and Sutherland to clarify and simplify the framework. Ken Schwaber and Jeff Sutherland co-create the Scrum framework. They present the first version of the framework at the OOPSLA conference in Austin, Texas. Schwaber and Sutherland found the Scrum Alliance, a non- profit organization that provides education, training, and certification in Scrum. Scrum is recognized as a project management methodology by the Project Management Institute (PMI), which begins offering a Scrum certification. 1995 2016 2010 2005 2003 2001
  17. © Operational Excellence Consulting ORIGINS OF SCRUM ● The Scrum framework is based on the work of Jeff Sutherland and Ken Schwaber, who first described the framework in the 1990s ● The name “Scrum” comes from the game of rugby, where it refers to a play where the team works together to move the ball down the field ● The Scrum framework is designed to help teams work together in a similar way, by providing a structure for collaboration and continuous improvement © Operational Excellence Consulting 17 17
  18. © Operational Excellence Consulting ADVANTAGES OF USING AGILE & SCRUM 18 Collaboration and teamwork The emphasis on communication, feedback, and collaboration can help teams work together more effectively and achieve better results. Flexibility and adaptability Agile and Scrum are designed to accommodate changes in requirements and priorities, which can help teams respond more effectively to new information or unexpected issues. Customer satisfaction By involving customers and stakeholders in the development process, teams can ensure that the product meets their needs and expectations. Continuous improvement Agile and Scrum provide opportunities for teams to reflect on their performance and identify areas for improvement, which can lead to better results over time. Early and frequent delivery By delivering working software incrementally and frequently, teams can get feedback early and make adjustments as needed.
  19. © Operational Excellence Consulting SCRUM FRAMEWORK: THREE PRIMARY ROLES IN A SCRUM TEAM 19 SCRUM MASTER The Scrum Master is responsible for ensuring that the Scrum framework is followed and helping the team resolve any issues that arise. PRODUCT OWNER The Product Owner is responsible for defining and prioritizing the product backlog, which is a list of features and tasks that the team needs to complete. DEVELOPMENT TEAM The Development Team is responsible for delivering a working product increment at the end of each Sprint, which is a fixed time-boxed period of development. Each of these roles has specific responsibilities and duties, but they also work together collaboratively to ensure that the product is developed and delivered successfully.
  20. © Operational Excellence Consulting “ Any Scrum without working product at the end of a sprint is a failed Scrum. JEFF SUTHERLAND 20
  21. © Operational Excellence Consulting THE SCRUM FRAMEWORK IS A POPULAR AGILE METHODOLOGY FOR DEVELOPING AND DELIVERING PRODUCTS 21 1 – 4 weeks 24 hours Product Backlog Sprint Backlog Sprint Daily Scrum Increment Sprint Planning Sprint Retrospective Sprint Review Product Owner Scrum Master Development Team SCRUM TEAM
  22. © Operational Excellence Consulting SCRUM EVENTS 22 Sprint Planning At the beginning of each sprint, the Development Team and Product Owner work together to select items from the Product Backlog to work on during the sprint. They estimate the effort required to complete the work and create a plan for how they will deliver the items. Sprint The Sprint is a time- boxed period of typically two to four weeks during which the Development Team works to deliver the items selected during the Sprint Planning meeting. Sprint Retrospective Sprint Retrospective is a meeting at the end of each Sprint where the team reflects on their performance and identifies areas for improvement. Daily Scrum The Daily Scrum is a brief meeting held each day to provide a status update on progress, identify any obstacles or issues, and ensure that the team is on track to meet the sprint goal. Sprint Review At the end of each Sprint, the Development Team presents the completed work to the Product Owner and stakeholders for review and feedback.
  23. © Operational Excellence Consulting APPLICATION OF AGILE & SCRUM IN SOFTWARE DEVELOPMENT ● Agile and Scrum are widely used in the software development industry ● Many software development teams have successfully adopted the Scrum framework to improve their productivity, speed up their development cycles, and deliver high-quality software products ● For example, companies like Spotify, Google, and Salesforce have all implemented Scrum to manage their software development projects © Operational Excellence Consulting 23 23
  24. © Operational Excellence Consulting AGILE & SCRUM ARE DESIGNED TO BE ADAPTABLE, AND CAN BE CUSTOMIZED AS NEEDED 24 Scaling Agile and Scrum can be scaled up or down to fit the size and complexity of the project or organization. For large projects or organizations, there are frameworks like Scaled Agile Framework (SAFe) and Large Scale Scrum (LeSS), which can be used to implement Agile and Scrum across multiple teams. Hybridization Agile and Scrum can be combined with other methodologies, frameworks, or tools to create a customized approach. For example, organizations may choose to combine Scrum with Lean or Kanban to create a hybrid approach that suits their specific needs. Tooling There are various tools available that can be used to support Agile and Scrum implementation. For instance, digital Kanban boards or other online collaboration tools can be used to facilitate collaboration and communication between team members. Team Structure The structure of the team can be adapted to suit the needs of the project or organization. The size and composition of the team can be adjusted, and the roles and responsibilities of team members can be redefined to meet the needs of the project. Iteration Length The length of iterations can be adjusted to suit the needs of the project or organization. While the standard iteration length in Scrum is typically two weeks, organizations can choose to have shorter or longer sprints depending on their needs.
  25. © Operational Excellence Consulting Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit ABOUT OPERATIONAL EXCELLENCE CONSULTING