Agile, Scrum, PMI - ACP, Agile Principles and Mindset

1. 8/17/21
1
MSc. PMP. Nguyen Thanh Phuoc
phuocnt@gmail.com
DOMAIN I
Agile Principles Mindset v1.0
Key Topics
• Agile frameworks and terminology
• Agile Manifesto
– 4 values
– 12 principles
• Agile methods and approaches
• Agile process overview
• Kanban
– Five principles
– Pull system
– WIP limits
• Leadership practices and principles
– Management vs. Leadership
– Servant leadership (4 duties)
2
• Lean
– Core concepts
– 7 wastes
• Scrum
– Activities
– Artifacts
– Team roles
• XP
– Core practices
– Core values
– Team roles

2. 8/17/21
2
Tasks “TO DO”
1. Advocate for agile principles and values to create a
shared mindset
2. Ensure a common understanding of agile
3. Support change through educating and influencing
4. Practice transparency in order to enhance trust
5. Create a safe environment for experimentation
6. Experiment with new techniques and processes
7. Share knowledge through collaboration
8. Encourage emergent leadership via a safe
environment
9. Practice servant leadership
3
When do we use Agile?
6

3. 8/17/21
3
7
• The Agile Triangle
[K&S] The Agile Mindset
• The Traditional Triangle
The Agile Mindset
8

4. 8/17/21
4
[K&S] The Agile Manifesto
• The Four Values
9
q As described in the Agile Manifesto (http://www.agilemanifesto.org)
10
12 Agile Principles

5. 8/17/21
5
[K&S] Agile Methodologies
• Scrum
• Extreme Programming (XP)
• Lean Product Development
• Kanban
• Feature-Driven Development (FDD)
• Dynamic Systems Development Method (DSDM)
• Crystal family methods
13
Generic Agile methodologies
14

6. 8/17/21
6
SCRUM
https://scrumguides.org/
https://www.scrumalliance.org/
https://www.scrum.org/
Pillars
18

7. 8/17/21
7
Values
19
20

8. 8/17/21
8
21
6 Principles
Scrum Framework
22

9. 8/17/21
9
SCRUM Roles
• Product Owner
• Scrum Master
• The Development Team
• Refer to scrum cheat sheet
23
SCRUM Roles in Framework
24

10. 8/17/21
10
Scrum Master vs Project Manager
25
SCRUM Events
1. Sprint
2. Sprint Planning
3. Daily Meeting
4. Sprint Review
5. Sprint Retrospective
6. Backlog Refinement (option)
Events
– All events are time-boxed in order to ensure that appropriate
amount of time is spent without allowing waste in the process
– All events are to enable transparency and a change for
inspection and adaptation.
26

11. 8/17/21
11
Ø One month or less
Ø Creates potentially releasable product increment
Ø Scope fixed for the duration
Ø No CHANGE allowed!
Ø Product Owner may cancel a Sprint
Ø Includes the Events: Sprint Planning Meeting, Daily Scrums,
Development Work, Sprint Review and Retrospective
Scrum Events - Sprint
27
Ø Grooming the backlog
Scrum Events – Backlog Refinement
28

12. 8/17/21
12
Ø The work to be performed in the Sprint is planned at the Sprint
Planning. This plan is created by the collaborative work of the entire
Scrum Team.
Ø Sprint Planning is time-boxed to a maximum of 8 hours for a
one- month Sprint. For shorter Sprints, the event is usually
shorter.
Ø Sprint Planning answers the following:
• What can be delivered in the Increment resulting from
the upcoming Sprint?
• How will the work needed to deliver the Increment be
achieved?
Ø The Sprint Goal is an objective set for the Sprint that can be
met through the implementation of Product Backlog.
Scrum Events – Sprint Planning
29
Ø The Daily Scrum is a 15-minute time-boxedevent.
Ø During the meeting, the Development Team answer 3 questions:
Ø What did I do yesterday?
Ø What will I dotoday?
Ø Any impediments?
Scrum Events – Daily Scrum
30

13. 8/17/21
13
Ø A Sprint Review is held at the end of the Sprint to inspect the
Increment and adapt the Product Backlog if needed.
Ø 4 hours time-boxed meeting for one-month Sprints.
Ø The Sprint Review includes the following elements:
• The Product Owner explains what Product Backlog items have
been “Done” and what has not been “Done”;
• The Development Team discusses what went well during the
Sprint, what problems it ran into, and how those problems were
solved;
• The Development Team demonstrates the work that it has
“Done” and answers questions about the Increment;
Ø Output: Revised Product Backlog
Scrum Events – Sprint Review
31
Ø The Sprint Retrospective is an opportunity for the Scrum Team to
inspect itself and create a plan for improvements to be enacted
during the next Sprint.
Ø 3 hours time-boxed meeting for one-month Sprints.
Ø The purpose of the Sprint Retrospective is to:
• Inspect how the last Sprint went with regards to people,
relationships, process, and tools;
• Identify and order the major items that went well and potential
improvements; and,
• Create a plan for implementing improvements to the way
the Scrum Team does its work.
Scrum Events – Sprint Retrospective
32

14. 8/17/21
14
33
34

15. 8/17/21
15
35
36

16. 8/17/21
16
The Product Backlog
• Items vary in size and detail
• Is always in ranked order
• Priority items are detailed
in time for the next Sprint
Planning Meeting
• Evolves over time and Is
never done
• Is always ready

17. 8/17/21
17
• Sum of all product backlog items completed to date.
• Must always be in a readily releasable (‘done’) state.
Scrum Artifacts –Increment
39
Iteration – n output
Scrum Artifacts – Definition of“Done”
40
Code complete
Code reviewed
Unit tested
Integrated
Documented
No P1 defects, <3 P2 defects
Step 1. Create a “Definition of Done”
which is as comprehensive as possible The software
produced at the end of the Sprint would be ready to go
live
Step 2. Now tick those items on the
list which are reasonable to do
during the Sprint
In other words, a “Definition of Done” that is
doable. Everything not ticked will be done
“later”
Step 3. For each item not ticked, what
will be the possible / probably
negative consequence of postponing
it until “later”?
Should be defined by all the Scrum Team

18. 8/17/21
18
Generally Accepted Scrum Practices (GASPs)
41
• 1. User stories and Story Points 2. Task Boards
• 3. Planning Poker
Generally Accepted Scrum Practices (GASPs)
42
• 4. Burndown chart

19. 8/17/21
19
Generally Accepted Scrum Practices (GASPs)
43
• TDD
• Pair Programming
• Sprint 0
• Task boards
• Don’t Start on Monday
(should Wednesday)
• Backlog Grooming
• Definition of Ready
• …
SCRUM Summary
44

20. 8/17/21
20
Scrum References
• https://www.scrumguides.org/
45
Large-Scale Scrum

21. 8/17/21
21
Scrum of Scrums
47
Scrum of Scrums
48

22. 8/17/21
22
Scrum of Scrums
49
1. https://less.works
Scrum of Scrums
50
3. Nexus

23. 8/17/21
23
Launching SCRUM
Launching SCRUM
• Personal, Team and Organizational Agility
56

24. 8/17/21
24
57
The Three Stages of Adoption
58

25. 8/17/21
25
Launching SCRUM > Apprentice Stage
• Adjusting to Sprint Pacing
• Defining Done
• Daily Scrum Challenges
– Reporting to the ScrumMaster
– Not Reporting Impediments
– Lack of Focus on the Sprint Goal
– Replacing the Daily Scrum with a Tool
59
Launching SCRUM > The Journeyman Stage
• Release cycles
• Team colocation
– Physical Arrangement
– Concerns: Programmers (artists, designers, and so on) need to
work in quiet isolation to focus and be effective
• Release Dysfunctions
– Difference between the definition of done for a sprint and the
more demanding definition of done for a release
– Hardening Sprint Used as a Dumping Ground
– Postponed Value
– Improving Iteration: Journeyman teams begin to accelerate
the cycle of continuous improvement by altering practices
60

26. 8/17/21
26
Launching SCRUM > The Master Stage
• The master stage is the final stage of Scrum adoption
and is the goal of every Scrum team to achieve. Such
teams do the following:
– Self-organize
– Drive continual improvement
– Enjoy their work immensely
– Deliver the highest level of value
– Independence and a sense of ownership
– Leadership
– A core expert
– Team collaboration
– Proper studio culture
61
Adoption Strategies
62

27. 8/17/21
27
XP (Extreme Programming)
XP – Lifecycle
64
Ø In XP – planning, analysis, design, coding, testing, deployment are
performed almost simultaneously and with rapid frequency.

28. 8/17/21
28
XP – Lifecycle
65
This is a software development methodology that is based on values and
practices that the teams follow to provide short increments of a product.
• Delivers business value to the customer early and frequently
• Improves productivity
• Embraces change
• XP contains 3 roles, 5 rules (5 core values) and 12 practices
XP – 3 Roles
66
Customer:
Ø The product owner, who defines the goals of the project, makes
business decisions, prioritied work, writes stories, and acceptance
tests. Works with the development team
Coach:
Ø The person who guides and manages the project team (called the
“Whole Team”)
Whole Team:
Ø The team members developing the product. This is a generic term
used to imply coders, testers, designers, and other subject matter
experts (SMEs). Their role is to work together in creating an
increment of delivery.

29. 8/17/21
29
XP - Core Value (5 rules)
67
1. Simplicity: This value focuses on reducing
complexity, extra features, and waste
2. Communication: This value focuses on making
sure all the tea members know what is
expected of them and what other people are
working on
3. Feedback: The team should get impressions of
suitability early. Failing fast can be useful
4. Courage: It takes courage to allow our work to
be entirely visible to others
5. Respect is essential on XP projects, where
people work together as a team and everyone
is accountable for the success or failure of the
project
XP – 12 Practices
68

30. 8/17/21
30
XP Summary
69
LEAN is mindset
(not a methodology)
[OPTION]

31. 8/17/21
31
Lean Principles
75
1. Using visual management tools
2. Identifying customer-defined value
3. Building in learning and continuous improvement
The high-level lean principles listed above are common to Kanban
and all agile methods
Lean Core Concepts
76

32. 8/17/21
32
The Seven Wastes of Lean
77
Lean – Thinking Tools
78
1. Seeing Waste 3. Queue Theory
2. Value Stream Mapping
1. 4. Pull Systems
2. 5. Option Thinking
3. 6. Cost of Delay
4. 7. Perceived/Conceptual Integrity
5. 8. Set-Based Development
6. 9. Measurements
7. - cycle time (working)
8. - lead time (working + waste)

33. 8/17/21
33
Lean – Value Stream Mapping
79
KANBAN
[OPTION]

34. 8/17/21
34
Kanban – Principles and Practices
82
Kanban
83

35. 8/17/21
35
The work items can be described in the form of cards
84
Kanban
85

36. 8/17/21
36
Kanban – Cumulative flow diagram
86
Agile Process Terminology

37. 8/17/21
37
[K&S] Agile Leadership
• Management versus Leadership
88
[T&T] Servant Leadership
• There are four primary duties a leader performs in this
role of serving the team
– Shield the team from interruptions
– Remove impediments to progress
– Communicate (and re-communicate) the project
vision
– Carry food and water
89

38. 8/17/21
38
[T&T] Servant Leadership (cont.)
• Twelve Principles for Leading Agile Projects
1. Learn the team member’s needs
2. Learn the project’s requirements
3. Act for the simultaneous welfare of the team and the
project
4. Create an environment of functional accountability
5. Have a vision of the completed project
6. Use the project vision to drive your own behavior
7. Serve as the central figure in successful project team
development
90
[T&T] Servant Leadership (cont.)
• Twelve Principles for Leading Agile Projects (cont.)
8. Recognize team conflict as a positive step
9. Manage with an eye toward ethics
10. Remember that ethics is not an afterthought, but an
integral part of our thinking
11. Take time to reflect on the project
12. Develop the trick of thinking backwards
91

39. 8/17/21
39
Agile Leadership Practices
• Model Desired Behavior
– Honesty
– Forward-looking
– Competent
– Inspiring
• Communicate the Project Vision
• Enable Others to Act
92
Agile Leadership Practices
93
• Be Willing to Challenge the Status Quote
– We search for innovation ways to change, grow and improve

40. 8/17/21
40
Leadership Tasks
• Practice Transparency through Visualization
• Create a Safe Environment for Experimentation
• Experiment with new Techniques and Processes
• Share Knowledge through Collaboration
• Encourage Emergent Leadership via a Safe
Environment
94
Limitations of Agile Methods
1. difficult to provide an estimate
2. ‘daily’ collaboration with users
3. make it hard for specialists and new joiners
4. tendency to avoid documentation altogether è create a
challenge for knowledge retention and ongoing support and
maintenance of the project
5. take hasty decisions without a thorough analysis è This could
lead to considerable rework and potential increase of costs
6. testers are kept busy throughout the project
7. Agile projects are intense with lot of timeboxed activities to
accomplish in a short iteration
8. sophisticated technology tools that do automated testing, version
management, continuous build and integration and automated
release management 95

41. 8/17/21
41
Chapter review by Quizziz CODE
• Agile frameworks and terminology
• Agile Manifesto
– 4 values
– 12 principles
• Agile methods and approaches
• Agile process overview
• Kanban
– Five principles
– Pull system
– WIP limits
• Leadership practices and principles
– Management vs. Leadership
– Servant leadership (4 duties)
96
• Lean
– Core concepts
– 7 wastes
• Scrum
– Activities
– Artifacts
– Team roles
• XP
– Core practices
– Core values
– Team roles
References
• PMI-ACP Exam Prep 2015 By Mike Griffiths, PMI-ACP, PMP
• Many other resources from Internet
97

42. 8/17/21
42
Thank you for your attention!
phuocnt@gmail.com
98